This document discusses the challenges and dangers of measuring results and implementing information systems in organizations. It notes that decision-makers often resist and sabotage improved information systems because they threaten the decision-makers' power and freedom. However, the document argues that coordination and monitoring cannot be effective without good information. It provides tips on how to introduce new information systems and frameworks subtly to consolidate new power configurations and produce quick successes, while avoiding direct involvement oneself. The document advises that change is inevitable as information flooding increases, and organizations must build systems to navigate this change or risk being overwhelmed by it.

1. Why measure?
And if so, how?

2. Increasing “chatter” about results-driven/led/oriented
interventions, “evidence-based” programming,
“delivering results”, M+E and impact assessments
At same time, increased avoidance of , even sabotage
of, improved information systems by decision and
policy makers
Who cares? How do they care?

3. Killing the messenger is a time-honored tradition for
those in positions of power
The messenger poses a double threat: possessor of
critical info (therefore a sharer of power), and also –
because of this- a “limitator” of the freedom of
decision of the person informed.
The dangers of measuring

4. Two other threatened species: Coordinators and M+E
officers
Coordination without info= cat-herding
M+E without info= non-flavor jelly
But both activities, if adequately based on real-time,
actionable info, can quickly become relatively trivial…
More dangers of measuring

5. Never admit that the game is mainly about changing
power relations: avoid policy descriptors (transparency,
accountability, democracy)
Use the techie cover: better command-and-control
systems, enhanced supervision capacity for the policy and
decision-maker(s), better stats, better maps, more
knowledge at the top
Forget to mention that this will also generate more
knowledge –and power- elsewhere….
Info systems as traps:
tips on how to set them up

6. Indonesian monkey-trap

7. Once “caught” in a new power configuration, the players will
try to make the best of the new situation
Assist the most adept in producing quick success stories that
will consolidate the new configuration
Keep a low profile throughout, and never become a direct
player (do not get tempted into producing “branded” analysis
or policy proposals, for example). Get other actors (the new
future winners) to do this. Unless your goal is precisely
creating a new player of course…
How to make the best of
(eventual) success

8. New and effective info systems can produce
institutional change, and this change will produce new
winners and losers
Likely losers, if they see you coming, will oppose you,
while likely winners, until they can grasp success, will
not support you, so –in the middle of the stream, at
least- expect to be alone.
Remember Machiavelli

9. Change is coming to all organizations in terms of the
way they manage info
Info flooding is on its’ way, and organizations will either
build their arks to navigate the flood or be carried away
by it
Good times are coming for ark-building, and
builders…Just stick to your craft though, and let the
captains sail the ships
Build the Arks, they will be used

10. We are moving to real-time, all-the-time, individual
“client”-tracking and analysis systems
Traditional Observatories probably need to be folded
into, or converted to, integrated MIS for their target
counterpart institutions
Or they should openly specialize as independent
“watch-dog”, public-interest, research institutions
But build modern Arks…