@Matt Algate, thank you for pointing out the book. Just ordered two copies.
@eric M Russell, example: I once had a user base whose performance reviews included a metric regarding how many actions they took on the (medical) referrals (to a specialist) they entered into/reviewed on the company's legacy mainframe system each day.
I was the lead developer for an initiative that created a web page which allowed doctor's offices to complete most of these requests online, or at least get most of the request done and submit for further review. This was supposed to dramatically increase the number of cases our employees could complete in a day. It turned out that they were completing fewer cases per day than before.
When we observed the users to see what was slowing them down we saw that they would bring up cases that were auto-approved and verify the information with what showed on the web page. Why? Because of the aforementioned metric. The system captured metrics on the users' actions per case instead of the number of cases they completed. They were duplicating work to make sure that their efforts were counted in the metrics. You would not believe (OK, maybe you would) the resistance we got from the users' supervisors to change that metric/report. We basically had to go all the way up to the C-level execs. Insane!
The truth is incontrovertible, malice may attack it, ignorance may deride it, but in the end, there it is.
- Winston Churchill
Quick. Accurate. Inexpensive. Pick TWO