ABSTRACT
This chapter explains the application of a widely adopted private sector practice that appears to embed these components, providing an incentives environment that enhances a mindset that does not allow key information about performance and results to be ignored, and hence improves the likelihood that an organization can succeed. It reviews the literature and is not based on original case studies, or on comparative evaluations of whether other private sector adopted management practices might yield better outcomes. The chapter argues that the Balanced Scorecard (BSC) provides a framework where a focus on learning through well-aligned data collection, analysis of cause and effect, and feedback throughout an organization, is akin to what would be fully integrated evaluative inquiry that aims to improve results, whether these are financial or non-quantitative. The BSC attempts to build in explicit incentives to promote and achieve coherence between an organization's vision and its actions.
