Too many metrics and the Otis Redding problem

The "Otis Redding problem" is "holding people, groups, or businesses to too many metrics: They can’t satisfy or even think about all of them at once."

The problem is not just that people don't really know what to do anymore. It's that many people, when faced with this, start doing things that reward themselves: "They end up doing what they want or the one or two things they believe are important or that will bring them rewards (regardless of senior management’s strategic intent)."

That quote is from Stanford Professor Bob Sutton's book Good Boss, Bad Boss, which somehow I hadn't read until recently. I've read all of Bob Sutton's other books too, they're all great reads.

This is just one tidbit from that book. There's lots more in there. On the Otis Redding problem, my read is that Bob's advice is to only pick a 2-3 simple, actionable metrics, but then frequently discuss whether they are achieving what you want and change them if they aren't.

By the way, the name the "Otis Redding problem" comes from the line in his song "Sitting on the Dock of the Bay" where he says, "Can’t do what ten people tell me to do, so I guess I’ll remain the same."