Efficiency Does Not Equal Effectiveness
When I went to work for BT [British Telecom] in 2004, I was exposed for the first time in my life firstly to being employed by a corporate structure, as opposed to more human scale business or academia, and secondly to what would become the bane of my life for sixteen years: performance management. Although not a new branding of the concept, even then, its origins stretch back nearly a century-and-half to the concepts of work management dreamt up by one Frederick Winslow Taylor in the U.S. His approach was to essentially break down working practice - mostly in heavy industry - into discrete, time-managed units which could in theory be quantified in scientific terms, circumventing entrenched guild and unionised working practices where roles, conditions and time management devolved to the workers themselves under the traditions of their trades and crafts and the relations between the various skill groupings. In essence, his approach was to solidify the aspirations of profit motive of emp...