Applying System Dynamics Modeling To Foster a Cause-and-Effect Perspective in Dealing with Behavioral Distortions Associated with a City’s Performance Measurement Programs

摘要

This paper aims to show how applying system dynamicsudmethodology to performance management can provide a powerful modeling perspectiveudenabling public sector organizations to prevent, detect, and counteractudbehavioral distortions associated with performance measurement. A dynamic performanceudmanagement approach is able to support performance management systemuddesigners in outlining and implementing a consistent set of measures that canudallow public sector decision-makers to pursue sustainable organizational learningudand development. This perspective implies a major shift from a static to a dynamicudpicture of organizational processes and results. It means framing delays betweenudcauses and effects, feedback loops, and trade-offs in time and space associated withudalternative scenarios. It also means understanding how different policy leversudimpact the accumulation and depletion of strategic resources over time, and determiningudhow performance drivers affect end results. An exemplar application of thisudperspective is outlined in relation to municipal crime-control policies. Unintendedudbehavioral consequences generated by the implementation of the CompStat programud(New York Police Department) on reward and performance management systemsudare framed through the “lenses” of dynamic performance management.