Topic
Unintended consequences
About: Unintended consequences is a research topic. Over the lifetime, 1944 publications have been published within this topic receiving 33822 citations. The topic is also known as: unanticipated consequences & unforeseen consequences.
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TL;DR: In this article, the authors identify eight consequences of publishing performance data that are not necessarily intended, and which are likely to be dysfunctional, and suggest ways in which they can be mitigated.
Abstract: Most performance indicator schemes in the public sector have been implemented on the assumption that they will yield benefits in terms of efficiency and equity. Less attention has been paid to the potential costs of such schemes. Drawing on experience from a range of sources, this paper identifies eight consequences of publishing performance data that are not necessarily intended, and which are likely to be dysfunctional. The paper gives examples of such phenomena from the UK public sector, and suggests ways in which they can be mitigated. While not challenging the desirability of publishing performance data, the paper concludes that the performance indicator philosophy is based on inadequate models of production and control. Most performance indicator schemes will therefore fail unless serious consideration is given to the deficiencies described in this paper.
792 citations
TL;DR: In this article, the authors argue that certain characteristics of the public sector, such as ambiguous policy objectives, discretionary authority of street-level bureaucrats, simultaneous production and consumption of services, and the disjunction of costs and revenues, increase the risk of a performance paradox, either unintentionally or deliberately.
Abstract: Administrative reform has led to a strong increase in the use of performance assessment instruments in the public sector. However, this has also led to several unintended consequences, such as the performance paradox, tunnel vision, and “analysis paralysis.” These unintended consequences can reduce the quality of the knowledge about actual levels of performance or even negatively affect performance. Examples can be found in all policy sectors. The authors argue that certain characteristics of the public sector–such as ambiguous policy objectives, discretionary authority of street–level bureaucrats, simultaneous production and consumption of services, and the disjunction of costs and revenues–increase the risk of a performance paradox, either unintentionally or deliberately. Performance assessment should therefore take the special characteristics of the public sector into account and develop systems that can handle contested and multiple performance indicators, striking a balance in the degree of “measure ...
732 citations
TL;DR: Identifying and understanding the types and in some instances the causes of unintended adverse consequences associated with CPOE will enable system developers and implementers to better manage implementation and maintenance of future C POE projects.
727 citations
TL;DR: The authors reviewed the work of significant humanities and social science scholars for their thoughts and theories about advertising's social and cultural consequences, in brief, they view adverti cation as a form of marketing.
Abstract: This article reviews the work of significant humanities and social science scholars for their thoughts and theories about advertising's social and cultural consequences. In brief, they view adverti...
656 citations
TL;DR: In this paper, the authors focus on the social processes of interaction between middle managers as change recipients as they try to make sense of the change interventions, and show the extent to which lateral, informal processes of inter-recipient sensemaking contribute to both intended and unintended change outcomes, and therefore the unpredictable, emergent nature of strategic change.
Abstract: The tendency for intended strategies to lead to unintended consequences is well documented. This longitudinal, real-time analysis of planned change implementation provides an explanation for this phenomenon. We focus on the social processes of interaction between middle managers as change recipients as they try to make sense of the change interventions. We show the extent to which lateral, informal processes of inter-recipient sensemaking contribute to both intended and unintended change outcomes, and therefore the unpredictable, emergent nature of strategic change. The findings raise the issue of the extent to which it is possible to manage evolving recipient interpretations during change implementation.
622 citations