“Measuring requires, first and foremost, analytical ability. But it also demands that measurement be used to make self-control possible rather than abused to control people from the outside and above—that is, to dominate them. It is the common violation of this principle that largely explains why measurement is the weakest area in the work of the manager today. As long as measurements are abused as a tool of control (for instance, as when measurements are used, as a weapon of an internal secret police that supplies audits and critical appraisals of a manager’s performance to the boss without even sending a carbon copy to the manager himself) measuring will remain the weakest area in the manager’s performance.2”