Although all these developments undoubtedly focus on the production of relevant and empirically correct information about the performance and accountability of these organizations, there is more and more evidence that they also have unintended and even undesirable side effects. Or, as Schwarz puts (in press) it, There are different reports of examples of these unintended consequences. In 1991, Bouckaert and Balk wrote about 13 diseases of public productivity measurement. These diseases were the result of wrong assumptions underlying measurement, measurement errors, and problems concerning the content, position, and amount of measures. The authors wondered whether it is indeed possible, desirable, or even necessary to measure public sector performance (Pangloss disease) because “government is efficient, because if it is not efficient, why hasn’t it already been changed?” People can get disoriented about public sector performance as a result of measurement. For example, “Northern Great Britain seems to have more fires thanother European countries because it has a better statistical technique for measuring.”Bouckaert and Balk call this the Mandelbrot disease. They call for a management of the meaning of measurement.