Managing without measuring: A study of an electricity distribution company

Purpose: The purpose of this paper is to present an exception to the common belief "If you can't measure it, you can't manage it". It aims to show how in certain situations particular practices, attitudes and cultures can remove the need for individual performance measurement. Design/methodology/approach: First, the paper identifies the usual roles of performance measurement in managing individual employees as described by control and motivation theorists. Second, it identifies a market-leading organisation where managers deliberately refuse to use their top-level performance measurement system to manage the performance of individual employees. A case study is carried out to test what non-measurement mechanisms fulfil the roles of individual performance measurement in this organisation. Findings: Building on situations observed at this company, a set of possible characteristics of companies that do not require formalised individual performance measurement systems in order to achieve high performance standards is put forward. Practical implications: Managers should not always assume that individual performance measurement is the only way to achieve excellent performance. This study shows that, by granting responsibilities and providing appropriate support, managers can channel workers' enhanced motivation towards meeting wider organisational goals. Originality/value: This work broadens the understanding of how excellent performance can be achieved. It shows that excellence can be achieved through practices based on shared values linked to motivation, trust, and a common sense of mission, without the need to install individual performance measurement systems based on cybernetic principles. © Emerald Group Publishing Limited.

I did that! Measuring users' experience of agency in their own actions

Cognitive neuroscience defines the sense of agency as the experience of controlling one's own actions and, through this control, affecting the external world. We believe that the sense of personal agency is a key factor in how people experience interactions with technology. This paper draws on theoretical perspectives in cognitive neuroscience and describes two implicit methods through which personal agency can be empirically investigated. We report two experiments applying these methods to HCI problems. One shows that a new input modality - skin-based interaction - can substantially increase users' sense of agency. The second demonstrates that variations in the parameters of assistance techniques such as predictive mouse acceleration can have a significant impact on users' sense of agency. The methods presented provide designers with new ways of evaluating and refining empowering interaction techniques and interfaces, in which users experience an instinctive sense of control and ownership over their actions. Copyright 2012 ACM.

Slowness and sparseness lead to place, head-direction, and spatial-view cells.

We present a model for the self-organized formation of place cells, head-direction cells, and spatial-view cells in the hippocampal formation based on unsupervised learning on quasi-natural visual stimuli. The model comprises a hierarchy of Slow Feature Analysis (SFA) nodes, which were recently shown to reproduce many properties of complex cells in the early visual system []. The system extracts a distributed grid-like representation of position and orientation, which is transcoded into a localized place-field, head-direction, or view representation, by sparse coding. The type of cells that develops depends solely on the relevant input statistics, i.e., the movement pattern of the simulated animal. The numerical simulations are complemented by a mathematical analysis that allows us to accurately predict the output of the top SFA layer.