ABSTRACT
This chapter focuses on how an organization's activity, read as an activity, is expressed in a series of statements, which, taken together, are to be regarded as the organization's performance. It describes a study of how a performance indicator set was developed in a public library. The chapter explores the pragmatics of writing performance stories. It presents the topic of performance measurement in public libraries, the specific library case, the case itself, and a discussion of the developing process. Managerialism had made its entry into the library world, and with this an interest in performance measurement found its way into an increasing number of Swedish public libraries, at least at the level of intent. Robertsson read a few papers on performance evaluation in public libraries, but without finding what he had in mind: something simple to use that encompassed the entire performance of the library.
