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My Steam Engine is Broken by Dr. Mark Powell, Jonathan Gifford

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CHAPTER 2

WHAT GETS MEASURED IS WHAT GETS DONE

BUT ARE WE MEASURING THE RIGHT THINGS?

In the previous chapter we explored the way in which steam-engine organizations are persisting with an outmoded model of management – one that insists on a rigid distinction between managers and the managed, and which believes that the role of management is to control the behaviours of the managed to ensure peak efficiency.

The very idea of organizational control is merely a comforting illusion, and attempts to control every aspect of an organization will prevent a large number of desirable outcomes. People who feel ‘controlled’ are prevented, both institutionally and psychologically, from contributing fully to the organization’s efforts. Their self-motivation ...

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