Through these exercises, the group recognized the relationship among the behavi oral changes one attempts to make, the corresponding performance, and the perceptions others have of the attempt. Section 2 identifies plausible measures for the balanced scorecard. Obstacles are identified as types of critical success factors. Summary Measures drive behavior. The wrong measures drive the wrong behavior by separating the strategic plan from daily activities and long-term projects.
Senior management can no longer rely on financial measures or quality measures alone.
The Ridgefield, CT, consulting firm helps healthcare organizations in strategic planning, performance improvement, and self-assessment. She was administrative director of the nursing department at Lawrence Hospital in Bronxville, NY, when this project was completed. At the time she was working on this project, she was nursing manager at Lawrence Hospital in Bronxville, NY . Putting the balanced scorecard to work. Using the balanced scorecard as a strategic management system.