The seductiveness of single-metric decisions

Making decisions is hard.

One technique to help with making a decision is to compute a single metric for each of the options being considered, and then compare the value of those two metrics. A common metric for this situation is to use dollars or ROI (return on investment, which is a unitless ratio of dollars). Are you trying to decide between two internal software development projects? Estimate the ROI for each one and pick the larger one. OKRs (objectives and key results) and error budgets are two other examples of driving decisions using individual metrics, like “where should we focus our effort now?” or “can we push this new feature to production?”

A single-metric-based approach has the virtue of simplifying the final stage in the decision-making process: we simply compare two numbers (either two metrics or a metric against a threshold) in order to make our decision. Yes, it requires mapping the different factors under consideration onto the metric, but it’s tractable, right?

The problem is that the process of mapping the relevant factors into the single metric always involves subjective judgments that ultimately discard information. For example, for ROI calculations, consider the work involved in considering the various different kinds of costs and benefits and mapping those into dollars. Information that should be taken into account when making the final decision vanishes from this process as these factors get mapped into an anemic scalar value.

The problem here isn’t the use of metrics. Rather, it’s the temptation to squeeze all of the relevant information into a form that is representable in a single metric. A single metric frees the decision maker from having to make a subjective judgment that involves very different-looking factors. That’s a hard thing to do, and it can make people uncomfortable.

W. Edwards Deming was famous for railing against numerical targets. Note that he wasn’t opposed to metrics. (He advocated for the value of professional statisticians and control charts). Rather, he was opposed to decisions that were made based on single metrics. Here are some quotes from his book Out of the crisis on this topic:

Focus on outcome (management by numbers, MBO, work standards, meet
specifications, zero defects, appraisal of performance) must be abolished,
leadership put in place.

Eliminate management by objective. Eliminate management by numbers,
numerical goals. Substitute leadership.

[M]anagement by numerical goal is an attempt to manage without knowledge of what to do, and in fact is usually management by fear.

Deming uses the term “leadership” as the alternative to the decision-by-single-metric approach. I interpret that term as the ability of a manager to synthesize information from multiple sources in order to make a decision holistically. It’s a lot harder than mapping all of the factors into a single metric. But nobody ever said being an effective leader is easy.

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