Indeed, these aren’t controlled experiments at all, but sometimes they are also not policy-sneaking. Sometimes they are just using the phrase “experimenting with” in place of “trying out” to frame policy-implementation. At that point, the decision has already been made to try (not necessarily to assess whether trying is a good idea, it’s already been endorsed as such), and presumably the conditions for going back to the original version are: 1) It leads to obviously-bad results on the criteria “management” was looking at to motivate the change in the first place or 2) It leads to complaints among the underlings.
The degree of skepticism, then, really just depends on your prior for whether the change will be effective, just like anything else. Whether there should have been more robust discussion depends either on the polarity of those priors (imagine a boardroom where someone raises the change and no one really objects vs. one where another person suggests forming an exploratory committee to discuss it further), or on whether you believe more people should have been included in the discussion (“you changed the bull pen without asking any of the bulls?!”). It has little to do with the fact that it was labeled an experiment, since again, it’s likely being used as business-speak rather than as a premeditated ploy. I would love to have data on that though- do people who specifically refer to experimentation when they could just use a simpler word tend to use it innocuously or in a sneaky way?
“trying out” also has the implication of reversibility, and should get (some of) the same criticism as “experiment” as a policy weasel-word. The degree of skepticism depends on your prior for the effect of the change, and also for the motivation of the proposer, and also of whether there is actually a path to measurement (decision to reverse) and reversal (implementation of reversal).
In the examples given, they seem very likely to be “policy-sneaking”.
Similar thoughts. How one organisation defines “experiment” may be different to another, or how the employees themselves could interpret (business speak vs weasel). There’s also the factors of company values and culture which provide the guardrails for what “experimentation”, along with other hefty words such as “productivity” (depth of work vs breadth vs quality vs so on), means to them specifically. Assuming the employees have bought into those values for the most part (and hopefully why they became employees in the first instance) maybe there’s an implied, unique understanding of these terms.
Such broad concepts are often used to paint employee satisfaction surveys, and might appear to policy-sneak, but it’s easy to miss seemingly unimportant definitional particulars from multiple angles. Not to say that sneaking doesn’t occur, and values can definitely be lost in translation, especially if management only takes a top-down approach and stakes the goalposts but doesn’t elicit, receive or adequately respond to feedback. The ability to metricise arises from wrangling with the devil in the details, and not every company takes the time to.
Yeah, I should point out that not all cases of experiments without evaluation are “sneaking” by any means—sometimes one might have a well-intentioned idea for a change and just not go about testing it very systematically. However, in some ways the negative consequences can be similar.
Indeed, these aren’t controlled experiments at all, but sometimes they are also not policy-sneaking. Sometimes they are just using the phrase “experimenting with” in place of “trying out” to frame policy-implementation. At that point, the decision has already been made to try (not necessarily to assess whether trying is a good idea, it’s already been endorsed as such), and presumably the conditions for going back to the original version are: 1) It leads to obviously-bad results on the criteria “management” was looking at to motivate the change in the first place or 2) It leads to complaints among the underlings.
The degree of skepticism, then, really just depends on your prior for whether the change will be effective, just like anything else. Whether there should have been more robust discussion depends either on the polarity of those priors (imagine a boardroom where someone raises the change and no one really objects vs. one where another person suggests forming an exploratory committee to discuss it further), or on whether you believe more people should have been included in the discussion (“you changed the bull pen without asking any of the bulls?!”). It has little to do with the fact that it was labeled an experiment, since again, it’s likely being used as business-speak rather than as a premeditated ploy. I would love to have data on that though- do people who specifically refer to experimentation when they could just use a simpler word tend to use it innocuously or in a sneaky way?
“trying out” also has the implication of reversibility, and should get (some of) the same criticism as “experiment” as a policy weasel-word. The degree of skepticism depends on your prior for the effect of the change, and also for the motivation of the proposer, and also of whether there is actually a path to measurement (decision to reverse) and reversal (implementation of reversal).
In the examples given, they seem very likely to be “policy-sneaking”.
Similar thoughts. How one organisation defines “experiment” may be different to another, or how the employees themselves could interpret (business speak vs weasel). There’s also the factors of company values and culture which provide the guardrails for what “experimentation”, along with other hefty words such as “productivity” (depth of work vs breadth vs quality vs so on), means to them specifically. Assuming the employees have bought into those values for the most part (and hopefully why they became employees in the first instance) maybe there’s an implied, unique understanding of these terms.
Such broad concepts are often used to paint employee satisfaction surveys, and might appear to policy-sneak, but it’s easy to miss seemingly unimportant definitional particulars from multiple angles. Not to say that sneaking doesn’t occur, and values can definitely be lost in translation, especially if management only takes a top-down approach and stakes the goalposts but doesn’t elicit, receive or adequately respond to feedback. The ability to metricise arises from wrangling with the devil in the details, and not every company takes the time to.
Yeah, I should point out that not all cases of experiments without evaluation are “sneaking” by any means—sometimes one might have a well-intentioned idea for a change and just not go about testing it very systematically. However, in some ways the negative consequences can be similar.