「釋義」

替代傾向是在商業(yè)實(shí)踐中發(fā)現(xiàn)的一種心理現(xiàn)象。

在績(jī)效評(píng)估中，替代傾向是“管理者傾向于忽略績(jī)效指標(biāo)所代表的戰(zhàn)略結(jié)構(gòu)，并將其視為感興趣的結(jié)構(gòu)”。即用指標(biāo)替代戰(zhàn)略的心理傾向。

日常替代傾向的例子是負(fù)責(zé)提高客戶滿意度的經(jīng)理，認(rèn)為客戶滿意度調(diào)查分?jǐn)?shù)實(shí)際上就是客戶滿意度。

「應(yīng)用場(chǎng)景」

當(dāng)然，我們都知道指標(biāo)本身在某種程度上存在缺陷。在商業(yè)中，我們通常會(huì)期望指標(biāo)能將一些無(wú)形的深層目標(biāo)具象化，但幾乎總是事與愿違。績(jī)效管理系統(tǒng)中全是不能完美替代期望結(jié)果的指標(biāo)。

Of course, we all know that metrics are inherently imperfect at some level. In business the intent behind metrics is usually to capture some underlying intangible goal—and they almost always fail to do this as well as we would like. Your performance management system is full of metrics that are flawed proxies for what you care about.

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如果指標(biāo)和戰(zhàn)略不一致，替代傾向的危害性會(huì)更大，而且不一致的地方越多，潛在的危害就越大。假如公司用非常精確的質(zhì)量標(biāo)準(zhǔn)（如滾珠軸承直徑必須為10毫米，正負(fù)誤差0.0001毫米），評(píng)判生產(chǎn)經(jīng)理是否達(dá)成“制作高質(zhì)量產(chǎn)品”的戰(zhàn)略目標(biāo)，替代傾向可能還不是問(wèn)題。但若評(píng)判是否成功完成目標(biāo)的指標(biāo)是客戶退貨的次數(shù)，生產(chǎn)經(jīng)理就可能自創(chuàng)一些方法，避免退貨。舉例來(lái)說(shuō)，他們可能直接與客戶的采購(gòu)部門(mén)聯(lián)系，提出由自己來(lái)處理所有產(chǎn)品問(wèn)題，這樣退貨就會(huì)被記錄成返工。經(jīng)理還可能想要賭一把，放低可接受（甚至安全）的質(zhì)量標(biāo)準(zhǔn)。他們知道，質(zhì)量降低會(huì)增加退貨的可能性，但也可能壓根不會(huì)遭到退貨。此外，如果單一標(biāo)準(zhǔn)在更廣泛范圍內(nèi)得到應(yīng)用，比如對(duì)負(fù)責(zé)同一復(fù)雜產(chǎn)品，但不同元件制造的多名經(jīng)理都使用單一評(píng)估標(biāo)準(zhǔn)，那么替代傾向會(huì)有更大影響，造成更大傷害。

Surrogation is especially harmful when the metric and the strategy are poorly aligned. The greater the mismatch, the larger the potential damage. When a production manager’s success at achieving the strategic objective “make high-quality products” is measured by using very precise quality standards (such as “ball bearings must be 10 millimeters in diameter, plus or minus 0.0001 millimeters”), surrogation might not be a problem. However, if success at the objective is measured by the number of customer returns, the production manager might find creative ways to avoid returns. For example, he or she might connect directly with the purchasing departments of clientele, offering to personally handle any product concerns so that returns are registered as rework rather than returns. Or the manager might be willing to gamble a bit, pushing beyond acceptable (or even safe) quality standards, knowing that while the lower quality will increase the likelihood of a return, it may not actually trigger one. Furthermore, when a single metric is used more widely—for example, to gauge the performance of multiple managers overseeing various components of a complex product—surrogation can have a far bigger impact and do much greater harm.

以上文字選自《哈佛商業(yè)評(píng)論》中文版2019年9月刊《別讓指標(biāo)毀了你的公司》

邁克爾·哈里斯（Michael Harris）??比爾·泰勒（Bill Tayler）丨文

馬冰侖?丨編輯?