Tom DeMarco wrote that “you can’t control what you can’t measure.”
It depends what you mean by manage. Often management is to have the situation understood with metrics, and improved with targets. That was a neat trick of this argument. It’s “my way or the highway”, and if you’re not measuring, you’re not managing. A highway is pretty measurable though, distances, speed limits, number of cars per hour. So measurement is really useful, but maybe not for managing complicated things.
If you’re not Modelling, you’re not Managing
I believe that you can’t manage what you haven’t modelled. This is much harder than collecting numbers to compare to baselines, standards and SLAs. What modelling means is not always straightforward. Your understanding of an organisation is a model. If you have a incomplete model you cannot understand. Your metaphors about your organisation and your relationships affect how you understand and respond. They restrict how you understand and respond.
Calvin and his tiger have an incomplete model.
There are a few types of systems models, that provide different views. There are two I’m current interested in. Whole systems models, show how an organisation achieves its purpose. Some theory behind these models is the Viable Systems Model. Symbolic mental models reveal powerful insights into how people understand and act. Mental models using Clean Language, and use the language of metaphor reveal powerful understanding. I’ll be posting about how I use each of these in the future.