Judgment vs. Measurement
Hat tip to Eric Fetterolf for passing along a thought-provoking blog post from Tom Davenport, a writer and thinker for whom I have great respect.
He's posing the question why judgment is so ignored in organizations, and posits it's because it can't be measured. Amen to that.
Judgment is subjective and it seems to scare professional firm leaders to death. They rather be precisely wrong rather than approximately right.
Our stance on this is clear: In a knowledge environment, judgment always and everywhere trumps measurement. In fact, it's true in all businesses, and certainly in our daily lives as humans.
The comments to the post are very telling. Ed Kless points out that Davenport misquotes Peter Drucker, who never wrote "what you can measure you can manage."
The closest I have been able to come for the origin of this quote is the McKinsey Maxim, implying perhaps the founder of McKinsey said or wrote it.
It doesn't matter to me, because it's not true. We can't change our weight by measuring ourselves more frequently.
But beyond that, there's a materialist fallacy to this type of thinking, which I wrote in a comment on the blog:
As always, we are interested in your thinking on this topic.
VeraSage Institute is the most revolutionary think tank for professional knowledge firms-we challenge the professions to break free of practice methods that hurt the professions, undermine their purposes, and fail their clients. Among our quests: burying the billable hour and archaic timesheets; pricing on purpose; recognizing that professionals are knowledge workers, not machines; and improving the professions for posterity.