Review of Spitzer's Transforming Performance Measurement

• meaningful mapping of substantive, additive amounts of things measured on number lines;

• data volume reductions on the order of 80-95% and more, with no loss of information;

• organizational and individual learning trajectories defined by hierarchies of calibrated items;

• measures that retain their meaning and values across changes in item content;

• adapting instruments to people and organizations, instead of vice versa;

• estimating the consistency, and the leniency or harshness, of ratings assigned by judges evaluating performance quality, with the ability to remove those effects from the performance measures made;

• adjusting measurement precision to the needs of the task at hand, so that time and resources are not wasted in gathering too much or too little data; and

• providing the high quality and uniform information needed for networked collective thinking able to keep pace with the demand for innovation.

• establishing industry-wide metrological standards defining common metrics for the expression of the primary human, social, and natural capital constructs of interest;

• lubricating the flow of human, social, and natural capital in efficient markets broadly defined so as to inform competitive pricing of intangible assets, products, and services; and

• new opportunities for determining returns on investments in human, community, and environmental resource management.

Leadership of the kind described by Spitzer is needed not just to make measurement contextualized, focused, integrated, and interactive "and so productive at new levels of effectiveness", but also to apply systematically the technical, financial, and social resources needed to realize the rich potentials he describes for the transformation of organizations and empowerment of individuals. Spitzer's program surpasses the usual focus on centralized statistical analyses and reports to demand the organization-wide dissemination of calibrated instruments that measure in common metrics. The flexibility, convenience, and scientific rigor of instruments calibrated to measure in units that really add up fit the bill exactly. Here's to putting tools that work in the hands of those who know what to do with them!

Dawson, T. L., & Gabrielian, S. (2003, June). Developing conceptions of authority and contract across the life-span: Two perspectives. Developmental Review, 23(2), 162-218.

Fisher, W. P., Jr. (2009, November). Invariance and traceability for measures of human, social, and natural capital: Theory and application. Measurement (Elsevier), 42(9), 1278-1287

Fisher, W. P., Jr. (2010). Additional material available at www.livingcapitalmetrics.com.

Fisher W.P. Jr. (2009) Review of Spitzer's Transforming Performance Measurement, Rasch Measurement Transactions, 2009, 23:3, 1220-1221

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