We look at averages all the time. This is especially true in business. The average customer call lasts for 5 minutes. The average customer has their query resolved in 24 hours. The average application time is 5 days.
Probably the #1 issue I see when we visit an operation is around what is measured. Even in environments where they have a balanced scorecard, the custom in practice leans heavily in one direction.
When I visit companies and speak to Managers, I commonly hear them complain about poor performers bringing down their overall performance and how they can’t do anything about it.
The measures are often arbitrary. If you can quantifiably measure something, that takes away a lot (but not all) of the bias, but in most cases, we try to measure behaviours like Cooperation, Teamwork, Collaboration & Communication which are all qualitative, or Opinion-based. Then there is a whole set of...
Working as an improvement consultant I sometimes come across stakeholders who are unsupportive of the work. It always strikes me as a somewhat odd position to take. If you think about it, there is very little to gain from being unsupportive of improvements.
We are quite often asked for input by our customers in defining and shaping their performance objectives for managers. One of the most common mistakes I see is the notion that a higher level of performance is always better.