Does Your Organization Need a Truth-o-Meter?

The other day on CNN I came across the "Truth-o-Meter" which is actually part of the St. Petersburg Times.  There are sub-sections for a "Flip-o-Meter" and "Chain Mail Truth" and even an "Obameter" that tracks all 510 promises President Obama made while campaigning.  No this isn't some right wing conspiracy; on the home page there's an analysis disputing one passionate assertion by the right.

Before you get your hackles in a tizzy, my point isn't the political side of the Truth-o-Meter; in fact I'm going to purposely stay away from that.  But I am intrigued by the use of technology to track commitments and promises at this level of searchable detail, and available to the general public.

Now take a look at your organization.  There are probably hundreds of projects in the works, visions, goals, missions, and somewhere between zero and a bazillion metrics.  When your chief says "we're going to invest in becoming the best in the world in x technology" what do you do?  Move forward and then wake up a year later trying to remember what was said?  Do you even know what the key metrics are?  The key goals?  Your organization's vision?

More enlightened organizations have gone a bit further, with wall charts showing metrics, articles in the company newsletter, and perhaps even project review boards.  If they're lucky, some supervisors might know what certain key metrics were during the previous month, or at least they could find the nearest wall chart to answer the question.

If there are some technology geeks on the bus, then you might have a dashboard.  A home page that shows key metrics and projects.  That comes pretty close to a Truth-o-Meter. 

But when do you give full information to the entire company, holding the leadership staff fully accountable?  When is a scorecard kept and the shop floor folks get to determine the compensation, and perhaps even employment status, of their leader?  Yes, we often hear that "a business is not a democracy."  Could it be?  Or are we just scared of accountability?

Comments

[Jason Yip]

The only thing that makes me wary is the implicit suggestion that changing your mind is by default a bad thing. I would expect something to have been learned over time to show that some past commitments are actually quite foolish to fulfill.

[mattf]

Democracy within a business? That's a completely different mindset with how companies are run, and for good reasons.

Joe Shmoe doesn't want to think about crunching numbers and value-added cost analysis. Joe is worried about putting his wrench to work and making sure the bolt is screwed on tightly. Accountability is one thing but what you are suggesting is mob rule.

"Full Accountability" would entail the worker ruling over the company. Everyone has a say, everyone buys in and everyone knows exactly whats going on. An structure to control that information and to insure everyone understands it would be a completely maddening concept.

It works in some places, but for the most part it brings some unruly results. Remember the French Revolution good sir. That is why there are structures in place for boards of large companies, owners of small companies and so on. The MINDSET of what is proper procedure as well as proper practice is what I think should be reworked, as the compensation for management is ludicrous compared to workers. Open Source, sure, but not democratic rule. The mob will destroy what it wishes.

[martinb]

"Open Source, sure, but not democratic rule."

Even if you had democratic rule, you would find that most people don't want to take charge and take on responsibility.

They want their own area of responsibility mapped out, and a clear set of rules as to what constitutes good performance, so they are not vulnerable to arbitrary management.

But they are *also* interested in the company, and how it is doing, and how what they do fits into the big picture. When they go home at night they talk about work. They are loyal. If they work at Ford, they like to brag to their neighbour who works at GM.

So the dashboard idea is attractive. Most people will use it to judge their own performance, and the company generally, not to judge others.

If a worker really is only interested in getting his bolt tight and nothing else, that company is in trouble.

[Jason Yip]

To mattf, take a look at the book Maverick about Semco