Survey after survey across the U.S. Army continue to reveal broad
concern about the Army's top-down performance evaluation system. Many
claim that it drives behavior in organizations that not only inhibits
the exercise of mission command, but also rewards image management over
organizational leadership. Colonel Curtis Taylor takes a hard look at
this system, its benefits and its cultural incentives. More importantly,
he asks if the current system promotes or impedes the exercise of
mission command. After examining the history of the Army's performance
evaluation system and alternative models outside the military, Colonel
Taylor concludes that a more holistic system that combines top-down
evaluations, peer and subordinate evaluation, and objective testing
might be a better approach.