16 WHEN AND HOW TO USE METRICS A CHECKLIST

16 WHEN AND HOW TO USE METRICS A CHECKLIST
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where police resources were best deployed.
Note:STATISTICHE SYI CRIMINI UTILI

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used the threat of demotion or lack of promotion against those lower in the hierarchy
Note:QUANDO NASCONO PROBLEMI

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numerical data about publications and teaching.
Note:POSSONO ALZARE LA PRODUTTIV UNIVERSIT

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used mechanically by those who are not in a position to evaluate
Note:DISTORSIONI

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standardized tests can be used to inform teachers
Note:TEST

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Problems arise when the tests become the primary basis on which teachers and schools are rewarded
Note:PROBLEMI

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lowering the incidence of medical errors,
Note:STATISTICHE MEDICHE

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reward for measured performance sometimes proved fruitless or led to perverse outcomes.
Note:PERVERSIONI IN MEDICINA

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metrics developed to fit the specific case, especially by practitioners with local experience, could be genuinely informative.
Note:ESERCITO

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abandon universal templates
Note:IL MITO DELL UNIVERSALE

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measurement is not an alternative to judgment:
Note:NO ALTERNATIVA

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judgment about whether to measure, what to measure, how to evaluate
Note:SE COSA COME

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THE CHECKLIST
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1.  What kind of information are you thinking of measuring?
Note:MISURA COSE INANIMATE...SCIENZE NATURALI

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2.  How useful is the information?
Note:NN VALE LA PENA DI MISURARE TUTTO IL MISURABILE...LASCIA XDERE LE PROXY

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3.  How useful are more metrics?
Note:CONSIDERA SOLO GLI ESTREMI SPECIE VERSO IL BASSO...RENDIMENTI DECRESCENTI DELLA MISURAZ MARGINALE

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4.  What are the costs of not relying upon standardized measurement?
Note:ALTERNATIVE?

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judgment

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experience

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5.  To what purposes will the measurement be put,
Note:FISSARE POLITICHE O INCENTIVARE?

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to whom will the information be made transparent?
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most useful for internal analysis

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“low stakes” metrics are often more effective

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6.  What are the costs of acquiring the metrics?

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7.  Ask why the people at the top of the organization are demanding performance metrics.
Note:L IGNORANZA DEI SUPERIORE

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8.  How and by whom are the measures of performance developed?
Note:LAVORA CON ROBA SU MISURA. LA M FUNZIONA SE I COINV CI CREDONO

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9.  Remember that even the best measures are subject to corruption or goal diversion.
Note:DISTORSIONI OVUNQUE

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10.  Remember that sometimes, recognizing the limits of the possible is the beginning of wisdom.
Note:LIMITI

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there is no silver bullet,

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not one of metrics versus judgment, but metrics as informing judgment,
Note:LA VERA ALTERNATIVA

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knowing how much weight to give to metrics,