Students of improvement in complex, human systems have mixed feelings
about public report cards on performance. Here is the problem: On the one
hand, all improvement is change, and human systems resist change. Therefore,
improvement requires a source of tension, discomfort with the status quo, sufficient to overcome this inertia. Sometimes a charismatic
leader or a call upon ambition is enough, but usually not. In the commercial
world, conventional wisdom holds that "burning platforms" or "threats to survival"
are necessary to build will for improvement.
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