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Uncertainty of what to do or what will be done

Doubt of the validity of the metrics

Mistrust of those collecting, analyzing, and reporting the metrics

Avoidance of activities which could positively or negatively affect a metric

Reluctance to participate in future improvement efforts

Each of these are worthy of discussion, but first it is important to realize who we're talking about—those who are providing the data and those who feel the data is about them. Note that I said data. It doesn't matter if the metric is an aggregate or tells a bigger story. Those who provide the data won't care about your plans for the metric if they believe the data may be misused or abused. These reactions to the metrics are warranted. Fear, uncertainty, doubt, anger, mistrust, and avoidance are emotions that can't be dismissed or debated.

Emotional reactions to the misuse of data cannot be dismissed.

Let's go into more depth.

Fear of metrics and their abuse. Metrics are dangerous and can cause more harm than good. Employees may fear the misuse and abuse of metrics before you collect the first data point. Even if you do everything right—show how the data will be used (to tell a complete story, which in turn will be used to improve processes) and how it won't be used (to punish or control staff)—fear may still exist. Fear that you will not live up to your promises or will change your mind about how you use the metrics. Fear that others will get access to the data and then misuse or abuse them. This fear is real and warranted. Your mission is to find ways to build enough trust to overcome it. In short, you'll build trust by explaining how you will and won't use the metrics and keeping those promises.

Uncertainty of what to do or what will be done. When those providing the information for your metrics are uncertain about how it will be used (or if they will be used at all), they may hesitate to provide you data. Uncertainty leads to many other potential problems, such as eventual doubts about the accuracy of your information.

Doubt of the validity of the metrics. Rather than truly doubting the validity of the metrics, some people decide to call the validity of the data into question so that they won't have to deal with the metrics. If the metrics are invalid, then they can ignore them. If the metrics are proven to be invalid or inaccurate, the power that metrics should yield is lost.

Anger over misuse and abuse. This, in my opinion, is a better response to misuse than fear or uncertainty. Anger shows a level of concern and involvement, which is a good foundation toward improvement. Anger, however, also usually creates a defensive reaction and has the ability to bring out the worst in others. Leadership may want to punish those who show anger, or label them as “disgruntled” or a non-team player or “disruptive.” Rather than simply condemn those who react with anger, their passion should at least be appreciated. Passion, involvement, and self-motivation cannot be taught or instilled.

Mistrust of those collecting, analyzing, and reporting the metrics. When we find mistrust, it is a deeper problem than anger. Mistrust requires a deep effort to overcome. Mistrust as a whole can't be fixed easily, but mistrust about the use of the metrics can be addressed. If you can build trust in this effort, then perhaps you can use it as a foundation for improving overall trust. To build trust requires steadfast dedication to the principles—use the metrics only in the ways you offered and never use them in the ways you said that you would not.

Avoidance of activities that could positively or negatively affect a metric. Fear, uncertainty, doubt, anger, and/or mistrust can lead to passive resistance toward your metric efforts. The simplest form of resistance is to avoid anything to do with the metrics—avoiding involvement in the identification, collection, analysis, or reporting of the metric. This avoidance may not even be noticed unless you need involvement. Again, you will have to proactively deal with this. If you want