PART I: We don’t have to incentivize humanity
In this article, Part 1 of 2, co-author Victoria Sale draws on her personal experience as a nurse and teacher to illustrate the perverse ways that performance measurement, when implemented within the social sector, often works against the very people it is intended to benefit. In Part 2, we examine the broader impact of performance measurement in the social sector and explore how to redesign measurement through shared power.
Is the famous Maslow pyramid supposed to be flipped?
There’s more to the famous Maslow’s Hierarchy of Needs than we thought.
Part II: We Don’t Have to Incentivize Humanity
In this article, the second of two parts, we build on co-author Victoria Sale’s personal experience shared in Part 1 to examine evidence showing that social sector performance measurement incentivizes a focus on efficiency over lasting relationships, and standardization over human caring, ultimately working against the people it is intended to benefit. We challenge policymakers, regulators, leaders, and innovators across the social sector to recognize the human cost of performance measurement and redesign how we measure performance in the social sector through shared power with service providers and recipients.