A workplace introducing new efficiency targets discovered that figures did not describe the whole operation. Countable tasks appeared in reports, while time supporting a new colleague or explaining a difficult issue almost disappeared. Employees therefore prioritised measurable results even when other tasks were equally important. Management initially saw improvement, but gradually noticed weaker cooperation. At a joint meeting they discussed what the organisation actually wanted to achieve. Participants proposed combining numbers with descriptions of experience and quality. This made assessment harder but could provide a more accurate picture. The question was not whether to measure, but what measurement made easy to see and easy to overlook. If the system rewards a narrow part of work, employees can act rationally while weakening the whole. The example shows why management needs both clear goals and professional judgement. Care and cooperation should not become invisible simply because they are difficult to count. Such considerations must also be discussed concretely, so they do not become an excuse to avoid any assessment.