Hidden Champions and Bright Spots
Suppose you have embraced one or more of the organizational performance measures of the Global Measures of Court Performance of the International Framework of Court Excellence, and let’s say, for example, it is Measure 9, Employee Engagement. The short definition of the measure is the percent of the employees of a court who, as measured by a court-wide survey, are passionate about their job, committed to the mission of the court and, as a result, put discretionary effort into their work beyond their assigned. You know, of course, there will be variation across courts and tribunals, across several courts in one jurisdiction, and across the 20 questions in the employee engagement survey, and so forth. Our common approach to using the results of such a measure is to focus on the average – the central tendency – and immediately identify the laggards, the poor performing courts, regions, and countries. And then we immediately speculate about what we believe may be the causes of the