Many years ago,
on some management course or other, I remember the lecturer stressing that “you can’t manage what you can’t measure”. As a general rule, it has considerable merit –
how can you ever know whether you’re progressing towards a goal if you can’t
somehow quantify that progress? And as
anyone subject to any sort of annual performance review will know, all targets
are supposed to be SMART, where the M stands for measurable. It struck me at the time, however, that there
was something missing from this simplistic formulation, because the route
selected to arrive at the goal is as important – and sometimes more important –
than the goal itself. Concentration on
the measurability of progress leads to a target-chasing culture which can, and frequently
does, ignore the wider needs of the organisation, its clients, and the people
who work within it.
I found myself
wondering yesterday whether those senior officials in the Home Office or its
agencies who created the local targets of which their bosses were completely
unaware (allegedly) for deportations had been on a similar course, but without
applying any critical reasoning to the bald statement about the need for
measurability. What they seem to have done,
in effect, is to take the overall policy handed down by their political masters
(we must get immigration down, and we must deport illegals, and we will do so
by creating a hostile environment for them) and turned that into performance
targets for staff, following the standard SMART rules. And, with their annual reviews decided on the
basis of achieving the targets they were given, those staff have chased the
targets relentlessly. The staff have
attempted to do what they were told was expected of them, and left wider
considerations about the impact on those being pursued for deportation and the
image and perception of their department to those on higher pay grades.
Now, as it
happens, I disagree with the overall policy in principle, but even assuming
that the policy itself was a sensible and desirable one, those who promoted it –
basically May and Rudd – cannot simply absolve themselves of all
responsibility, even it is entirely true that it was the senior officials who
turned that policy into cold impersonal targets; not least because those at the
very top are, and must always be, held responsible for the culture under which
the organisation operates. And what is
clear, surely, by now is that they didn’t really care about the culture; they were
completely obsessed with achieving the desired outcomes. I will, though, also repeat a point made previously:
those senior officials who took it upon themselves to implement a system of targets
as a means of implementing the policy handed down to them cannot simply be
absolved of their responsibility for dehumanising people by turning them into
numbers.
There is also a
wider political issue as well, which goes way beyond May and Rudd. I can’t help but wonder whether the unfolding
debacle around the Home Office’s attempts to deport more people, using an
approach which appals many of us, might nevertheless be playing well amongst
one of the Tories’ key target audiences.
All of this has, after all, come about because politicians have been
keen to chase the votes of those opposed to immigration by being tough on
immigrants. An anti-immigrant culture
has developed and spread, actively encouraged by politicians (and Labour have
been as bad – just remember Ed Miliband’s famous mug)
in which it is perfectly possible that many
will see the efforts of May and Rudd to be praiseworthy rather than
contemptible. Decades of
anti-immigration rhetoric will not be overturned by a few cosmetic changes to policy,
nor even by the resignations of May, Rudd, and the top officials involved. The required cultural shift in political
debate is much greater than that.