Mapping knowledge governance 2.0 LO29736

From: Don Dwiggins (
Date: 12/27/02

Replying to LO29674 --

Chris Macrae writes in LO29674:
> "Those who study organisations know these human structures have a great
> power to forget the most obvious of values unless any value you vision as
> essential is both pervasively communicated and embedded in behavioural
> rewards. Measurement is the number 1 action learning instrument of
> organisation. If your governing audit does not embed conflict resolution,
> the organisation will, over time, become very powerful at producing
> conflicts. Today it is clear to the whole world that big business and
> government has been messing up terribly in recent times. And measurement
> blindness is the root cause."

Could you expand a bit on your concept of "measurement blindness"? In
particular, how does it relate to conflict resolution? (And possibly
conflict detection/characterization?)

Aside: I've known many cases of a kind of "measurement blindness" that's
perhaps opposite to yours: "if you can't measure it, it doesn't exist (or
at least, isn't worth considering)". This has led me to consider
measurement as a "dangerous tool", not to be wielded casually or without
considerable learning and care.


Don Dwiggins "All models are false, but some are useful" -- George Box, "Statistics for Experimenters"

Learning-org -- Hosted by Rick Karash <> Public Dialog on Learning Organizations -- <>

"Learning-org" and the format of our message identifiers (LO1234, etc.) are trademarks of Richard Karash.