Abstract
This paper uses basic principles from complexity theory, psychology and management theory to demonstrate that many traditional methods of identifying performance measures may not result in improvements in overall performance. In order to illustrate this, the paper first identifies the answers to six fundamental questions that are critical to the success of Process measurement, if it is to move away from just measuring performance to a fully integrated approach to improving process performance. The paper then addresses a final question on the type of measurement approach that is most likely to improve organizational performance. The answers to these seven questions make a compelling argument for a reassessment of many different established approaches to measurement. However, rather than proposing yet another, different approach, it outlines the steps that integrate other approaches into a single, unified measurement approach to improving process performance.
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