Greed is taking all the food and not leaving some for everyone else.

Greed is taking all the food and not leaving some for everyone else.

Greed, in metrics programs, means allowing metrics to be used as a tool to game the system to gain more resources than one needs or deserves.  At that point measurement programs start down the path to abandonment. The literature shows that greed, like envy, is affected by a combination of personal and organizational attributes.   Whether the root of the problem is nature or nurture, organizational culture can make the incidence of greed worse and that is something we can do something about.

One of the critical cultural drivers that create a platform for greed is fear.  W. Edward Deming in his famous 14 Principles addressed fear: “Drive out fear, so that everyone may work effectively for the company.” Fear is its own disease, however combined with an extremely competitive culture that stresses win/lose transactions, it creates an atmosphere that causes greed to become an economically rational behavior.  Accumulating and hoarding resources reduces your internal competitors’ ability to compete and reduces the possibility of losing because of lack of resources.  Fear-driven greed creates its own insidious cycle of ever increasing fear as the person infected with greed fears that their resource horde is at risk and requires defense (attributed to Sun Tzu in the Art of War). An example of the negative behaviors caused by fear that I recently heard about was a company that had announced that they cull the lower ten percent of the organization annually at the beginning of last year.  Their thought was that completion would help them identify the best and the brightest.  In a recent management meeting the person telling the story indicated that the CIO had expressed exasperation with projects that hadn’t shared resources and that there were cases in which personnel managers had actively redirected resources to less critical projects.

Creating an atmosphere that fosters greed can generate a whole host of bad behaviors including:

  1. Disloyalty
  2. Betrayal
  3. Hoarding
  4. Cliques/silos
  5. Manipulation of authority

Coupling goals, objectives and bonuses to measures in your metrics program can induce greed and have a dramatic effect on many of the other Seven Deadly Sins. For example, programs that have wrestled with implementing a common measure of project size and focused on measuring effectiveness and efficiency will be able to highlight how resources are used.  Organizations that then set goals that based on comparing team effectiveness and efficiency will create an environment in which hoarding resources generate a higher economic burden on the hoarder, because it reduces the efficiency of other teams.  That potential places a burden on a measurement program to create an environment where greed is less likely to occur.

Measurement programs can help create an atmosphere that defuses greed by providing transparency and accountability for results. Alternately as we have seen in earlier parts of this essay, poor measurement programs can and do foster a wide range of poor behaviors.

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