Similar thoughts. How one organisation defines “experiment” may be different to another, or how the employees themselves could interpret (business speak vs weasel). There’s also the factors of company values and culture which provide the guardrails for what “experimentation”, along with other hefty words such as “productivity” (depth of work vs breadth vs quality vs so on), means to them specifically. Assuming the employees have bought into those values for the most part (and hopefully why they became employees in the first instance) maybe there’s an implied, unique understanding of these terms.
Such broad concepts are often used to paint employee satisfaction surveys, and might appear to policy-sneak, but it’s easy to miss seemingly unimportant definitional particulars from multiple angles. Not to say that sneaking doesn’t occur, and values can definitely be lost in translation, especially if management only takes a top-down approach and stakes the goalposts but doesn’t elicit, receive or adequately respond to feedback. The ability to metricise arises from wrangling with the devil in the details, and not every company takes the time to.
Yeah, I should point out that not all cases of experiments without evaluation are “sneaking” by any means—sometimes one might have a well-intentioned idea for a change and just not go about testing it very systematically. However, in some ways the negative consequences can be similar.
Similar thoughts. How one organisation defines “experiment” may be different to another, or how the employees themselves could interpret (business speak vs weasel). There’s also the factors of company values and culture which provide the guardrails for what “experimentation”, along with other hefty words such as “productivity” (depth of work vs breadth vs quality vs so on), means to them specifically. Assuming the employees have bought into those values for the most part (and hopefully why they became employees in the first instance) maybe there’s an implied, unique understanding of these terms.
Such broad concepts are often used to paint employee satisfaction surveys, and might appear to policy-sneak, but it’s easy to miss seemingly unimportant definitional particulars from multiple angles. Not to say that sneaking doesn’t occur, and values can definitely be lost in translation, especially if management only takes a top-down approach and stakes the goalposts but doesn’t elicit, receive or adequately respond to feedback. The ability to metricise arises from wrangling with the devil in the details, and not every company takes the time to.
Yeah, I should point out that not all cases of experiments without evaluation are “sneaking” by any means—sometimes one might have a well-intentioned idea for a change and just not go about testing it very systematically. However, in some ways the negative consequences can be similar.