An increasing number of real-life examples have shown the potential for performance measures to create perverse behavior within public agencies and programs. How can public leaders and managers structure performance measures and incentives, and take action, to try to avoid so-called performance perversity?
To gain insights, we’re joined by Donald Moynihan. He’s a Professor at the La Follette School of Public Affairs at the University of Wisconsin-Madison and the author of the book The Dynamics of Performance Management. He also authored a recent LA Times opinion piece on the problem of performance perversity within public agencies.