Insights from an intervention of a performance measurement system covering all change steps: the paradox of informed change leadership passivity

This intervention-based action research study describes the design, implementation, use and evaluation of an artefact, a performance measurement system (PMS), for change initiatives. The longitudinal (6-year) research study covers all three steps of planned change—change readiness, implementation, and institutionalisation. The PMS worked well, delivering valid and reliable measurements and information that should require leadership action. However, in the intervention, we observed an unexpected outcome: the PMS information was not used. The PMS repeatedly highlighted change management problems related to problem analysis, goals, management support, organisation, and resources, yet few actions were taken to correct detected problems. We thereby identified a paradox of informed change leadership passivity, and we used process theory and paradox theory to reflect on and explain the tensions behind the paradox. We suggest propositions on how responsibility, accountability, and power of different actors to handle complexities of roles, tasks and procedures are related to the use of the PMS. Finally, we contribute to the discussion on tensions concerning leadership versus management and their impact on organisational change, and suggest future research questions concerning improved use of PMS for change initiatives.