The Iron Law of Unintended Effects, Again? Outcome Measures and Blame-Avoidance

Abstract

The shift from output to outcome measures is a recurrent doctrine in public administration studies and practice. However, as with many popular doctrines before, more empirical analysis is still needed. This chapter focuses on the unintended effects of outcome-based performance management and explores how the use of outcome measures influences blame-avoidance strategies by officials and service providers. In looking for answers and using the concept of social mechanism as the analytical lens, this contribution explores a pilot case in the Italian public sector, where a performance ranking composed of outcome measures was introduced as the pivotal performance management tool. Results allow to conceptualize a link between the type of blame-avoidance response and the features of the potential blamers.