Many organizations still operate with an all-too-familiar polarization between managers and employees. The work of employees is checked, measured, audited, and rechecked. Incentive programs, quotas, and evaluations are doggedly adhered to. And often, as a result, resources are wasted, morale plummets, and defects actually increase. Why exactly does this system continue to run amok? What is an effective alternative? By installing an effective assessment process that successfully measures employee performance without impeding production, the organization can become more efficient and employee satisfaction increases. Measurement Matters builds on the principles of Dr. W. Edwards Deming, as well as the life experiences of both authors, to create a unique, proven approach to effecting positive change in organizations and individuals. This book is full of entertaining, eye-opening examples we can all relate to that combine human psychology with hard data to prove there is a better way. By implementing positive change, and properly measuring and assessing the progress, an organization and its employees can grow and prosper. PRAISE FOR Measurement Matters "Measurement Matters by Carder and Ragan is a book that should be read by practitioners interested in understanding and improving the underlying factors that affect the safety, health and environmental performance of firms." Isadore (Irv) Rosenthal, Senior Fellow Wharton Risk Management and Decision Processes Center Nominated by President Clinton, and confirmed by the Senate, to a five-year position as a member of the National Chemical Safety and Hazards Investigation Board in 1998.

#1 New York Times Bestseller Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth—and how it can help any organization thrive. In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They'd have to know when to pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress—to measure what mattered. Doerr taught them about a proven approach to operating excellence: Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where the legendary Andy Grove ("the greatest manager of his or any era") drove the best-run company Doerr had ever seen. Later, as a venture capitalist, Doerr shared Grove's brainchild with more than fifty companies. Wherever the process was faithfully practiced, it worked. In this goal-setting system, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions within a set time frame. Everyone's goals, from entry level to CEO, are transparent to the entire organization. The benefits are profound. OKRs surface an organization's most important work. They focus effort and foster coordination. They keep employees on track. They link objectives across silos to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost retention. In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.

Now updated with new measurement methods and new examples, How to Measure Anything shows managers how to inform themselves in order to make less risky, more profitable business decisions This insightful and eloquent book will show you how to measure those things in your own business, government agency or other organization that, until now, you may have considered "immeasurable," including customer satisfaction, organizational flexibility, technology risk, and technology ROI. Adds new measurement methods, showing how they can be applied to a variety of areas such as risk management and customer satisfaction Simplifies overall content while still making the more technical applications available to those readers who want to dig deeper Continues to boldly assert that any perception of "immeasurability" is based on certain popular misconceptions about measurement and measurement methods Shows the common reasoning for calling something immeasurable, and sets out to correct those ideas Offers practical methods for measuring a variety of "intangibles" Provides an online database (www.howtomeasureanything.com) of downloadable, practical examples worked out in detailed spreadsheets Written by recognized expert Douglas Hubbard—creator of Applied Information Economics—How to Measure Anything, Third Edition illustrates how the author has used his approach across various industries and how any problem, no matter how difficult, ill defined, or uncertain can lend itself to measurement using proven methods.

In the spring of 2010, Harvard Business School’s graduating class asked HBS professor Clay Christensen to address them—but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply his wisdom to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life, which led to this now-classic article. Although Christensen’s thinking is rooted in his deep religious faith, these are strategies anyone can use. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.

Most major crime in this country emanates from two major data sources. The FBI's Uniform Crime Reports has collected information on crimes known to the police and arrests from local and state jurisdictions throughout the country. The National Crime Victimization Survey, a general population survey designed to cover the extent, nature, and consequences of criminal victimization, has been conducted annually since the early1970s. This workshop was designed to consider similarities and differences in the methodological problems encountered by the survey and criminal justice research communities and what might be the best focus for the research community. In addition to comparing and contrasting the methodological issues associated with self-report surveys and official records, the workshop explored methods for obtaining accurate self-reports on sensitive questions about crime events, estimating crime and victimization in rural counties and townships and developing unbiased prevalence and incidence rates for rate events among population subgroups.

INSTANT NEW YORK TIMES BESTSELLER - The Read With Jenna Today Show Book Club Pick! "A story of love and hope as interweaving characters display: how all moments, big and small, can measure a life. If you want joy, love, romance, and hope—read with us." —Jenna Bush Hager A luminous, spirit-lifting blockbuster that asks: would you choose to find out the length of your life? Eight ordinary people. One extraordinary choice. It seems like any other day. You wake up, drink a cup of coffee, and head out. But today, when you open your front door, waiting for you is a small wooden box. The contents of this mysterious box tells you the exact number of years you will live. From suburban doorsteps to desert tents, every person on every continent receives the same box. In an instant, the world is thrust into a collective frenzy. Where did these boxes come from? What do they mean? Is there truth to what they promise? As society comes together and pulls apart, everyone faces the same shocking choice: Do they wish to know how long they’ll live? And, if so, what will they do with that knowledge? The Measure charts the dawn of this new world through an unforgettable cast of characters whose decisions and fates interweave with one another: best friends whose dreams are forever entwined, pen pals finding refuge in the unknown, a couple who thought they didn’t have to rush, a doctor who cannot save himself, and a politician whose box becomes the powder keg that ultimately changes everything. Enchanting and deeply uplifting, The Measure is an ambitious, invigorating story about family, friendship, hope, and destiny that encourages us to live life to the fullest.

A clearer, more accurate performance management strategy Over the past two decades, performance measurement has profoundly changed societies, organizations and the way we live and work. We can now access incredible quantities of data, display, review and report complex information in real time, and monitor employees and processes in detail. But have all these investments in collecting, analysing and reporting data helped companies, governments and people perform better? Measurement Madness is an engaging read, full of anecdotes so peculiar you'll hardly believe them. Each one highlights a performance measurement initiative that went wrong, explains why and – most importantly – shows you how to avoid making the same mistake yourself. The dangers of poorly designed performance measurement are numerous, and even the best how-to guides don't explain how to avoid them. Measurement Madness fills in the gap, showing how to ensure you’re measuring the right things, rewarding the behaviours that deserve rewarding, and interpreting results in a way that will improve things rather than complicate them. This book will help you to recognize, correct and even avoid common performance measurement problems, including: Measuring for the sake of measuring Assuming that measurement is an instant fix for performance issues Comparing sets of data that have nothing in common and hoping to learn something Using targets and rewards to promote certain behaviours, and achieving exactly the opposite ones. Reading Measurement Madness will enable you to design a simple, effective performance measurement system, which will have the intended result of creating value in your organization.