Metrics tailored for an old paradigm aren't a good fit for one that's disruptively new. While this probably reads as "reasonable", proponents and critics alike fall into the trap of using obsolete metrics anyway. The result: new ideas are undervalued and take root more slowly.
A cadre of authors and coaches promise bulletproof methods for molding more accountable employees, while leadership articles relentlessly laud accountability's virtues. Google NGram underscores the trend. The use of the word "accountability" in books has risen dramatically since the 1960s.
Need to solve an organizational problem? Proponents respond with their rallying cry: "make employees more accountable!"
Performance reviews have a logical appeal. And isn’t grinding an employee's yearlong efforts into ratings a necessary "objective" basis for raises? To the contrary, this staple of company life may be hopelessly flawed.