I’m excited to share my recently published book chapter from Metrics, Mapping, and Modelling for Masterful Management in Higher Education entitled Make knowledge-informed, and justifiable decisions and resource allocations.
Chapter 7 explores how institutions can make knowledge-informed, defensible decisions by choosing and using the right metrics—without falling into the trap of “measuring what’s easy” instead of what matters. Readers learn what metrics are, how they can be classified, and what leaders must understand before adopting them, including source, flexibility, cost, and intended use. The chapter also explains key ideas like KPIs, leading vs. lagging indicators, and metric dependencies—the often-hidden relationships that help diagnose problems and target solutions. Because metrics shape priorities, drive resource allocation, and influence culture, selecting them is never a purely technical exercise; it’s strategic (and often political), whether measures are imposed by external agencies, drawn from commercial surveys, or developed in-house. The chapter closes by addressing the real-world challenge of building a knowledge culture—recognizing the limits of metrics, balancing data with judgment, and using practical strategies to reduce resistance and increase transparency across the institution.
This chapter has a companion video which can be viewed for free on the Higher Education Leadership Learning Online Community web site. Visit the site to see the complete list of our videos.
If you’re involved in higher-ed leadership, strategy, assessment, or institutional research, I’d love for you to take a look at the chapter and add your comments below. If you would like assistance implementing any of the ideas addressed, please compete a consultation request form – the first hour is free for any institution.
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