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The statement, “If you can’t measure it, you can’t control it.” I totally disagree with this statement. This is because most of the things in the work place can hardly be measured.Basically, most of the important things we undertake in the work place can’t be measured (Broadbent, 2007). We can measure the quality of every new hire as well as the confidence that we can instill in the fledgling manager.
These unmeasurables can be controlled quite well and have been controlled since time immemorial. Many people tend to believe this statement basically because they take measurement as a basic routine in the work place. Workers love measuring things because it gives them a feeling that by doing so they are doing the right thing(Kilmann, Saxton, &Serpa, 1985). Measurement is just like a drug in business as most people believe that when they measure something and the boss gets to know about it, he/ she would be impressed with them. This can be considered as a fear-based mechanism(Gilb, &Finzi, 1988). This is because the major reason that people measure things is mainly to showcase to the person who was not present that they took part in something and that they did something productive. Many people are obsessed with the metrics, whether they are significant or not. Look at it this way, when you have a public lecture with a total of let’s say 50 people, people might come for the occasion but may gradually get bored midway and start trickling out. At the end of the day, the speaker will account for 50 people having attended the lecture so that it can look successful. On the other hand, when about 10 people converge for the same lecture and have a serious discussion, these people can be seen as failures since they did not have numbers. This thus gives a justification that I do not agree with the statement, “If you can’t measure it, you can’t control it”.
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