Targeting failure

Not getting off the ground

Sitting in an airport, waiting for a delayed flight is annoying. When that delay reaches six hours, you'll probably be finding it harder to pass the time.

But our airline pulled a masterstroke on this occasion. All five subsequent, hourly flights to the same destination departed on time.

Rather than shifting the passengers and relabelling the planes - giving each a one hour delay - they had decided to hand out the full delay to one group. Their maths had shown that one plane-load delayed by six hours was better than six plane-loads delayed by one.

Thank you, American Airlines.

Presumably they have targets, under which 16% delayed (for a long time, but who cares about that detail?) is better than 100% delayed (a little).

Targets in business can be useful, helpful and appropriate. But, in the hands of idiots, can lead to unwanted outcomes. If the targets are daft but the incentives high, managers will act against what should be their better judgement in order to score a higher mark - and secure their bonus.

(Personally, I'll avoid flying with American Airlines again. Sure, they gave me some loyalty-card points by way of an apology. The points expired unused.)

No longer an emergency

Not so long ago, accident and emergency departments at British hospitals were given a target of 'dealing with' (my words) people within four hours of their arrival.

This sounds eminently sensible, until you consider what happens once the target has been missed. When the punter reaches four hours and one minute, the target has been missed. The statistics won't look as healthy.

But now there's no hurry. That person's deadline (as it were) has been missed. It's either hit or missed and it's been missed. On the charts, graphs, executive summaries and board member's appraisals it makes no difference whatsoever if that guy is seen in the next five minutes or not for the next five years.

It may be better to forget about them for a while and clear the room of the other guys who haven't hit the magic four hours yet. With any luck, his problem will clear up of its own accord and he'll just leave. (Or maybe call for an ambulance so he can try his luck somewhere else.)

Fortunately, medical staff are not that stupid, callous and/or evil. Maybe better hope no airline executives move over to the healthcare sector.

Being smart

There is a management trope that targets should be 'SMART' which, as I'm sure you're delighted to hear, is an acronym for specific, measurable, attainable, realistic and timely.

It all sounds good until you notice that it's assumed that the target will be sensible and will lead to the whole enterprise improving, advancing, making more money, etc, etc.

This is so obvious that the management gurus haven't even felt the need to mention it. No, not even in passing.

That might need a rethink. Set yourself a target to have it done urgently.