Making What's Counted Count by Ian Graham.
Knowing what data to collect is one thing; knowing how to interpret it is another. What is missing from many managers’ competence (and this includes managers at all levels up to the top) is knowledge of the Theory of Variation. Without this knowledge many managers can and do interpret data incorrectly – often and unknowingly using it as the basis for incorrect action. In addition, they do not have access to the powerful new levels of interpretation which knowledge of this theory brings. This paper sets out to explain in simple terms what this theory is and how it contrasts with the implicit theory we use today.
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