Coyote Blog describes in the interconnection between incentives and results:
“Here is Coyote’s first law of incentives: There are always incentives. If they are not embodied in written performance metrics, then there are unwritten ones that rule behaviors. And these unwritten incentives are generally a) very powerful and b) almost never aligned with the greater organization’s goals.”
Coyote goes on:
“But in general, government employees operate in a vacuum without any positive metrics — they can’t prove themselves by meeting or exceeding this or that goal because the goals have not been assigned and are not measured. So the default metric becomes this: to avoid screwing up.
Government employees operate in a web of hundreds, even thousands of procedural rules.”
This has been a theme of his for years, incentives drive behavior which is Psychology 101. I have long argued, back to my academic days, that the utility rational actor theory was not a predictive tool regarding individual behavior but rather an analytical tool to discern the underlying incentive structure in an organization.
The incentive structure for public employees is built around risk aversion, not just because of the lack of performance metrics, but also because if you’re a public employee the last thing you want is an elected official or a lawyered-up member of the public coming after you. You also never want to be “above the fold” of a media story.