"Most organizations are optimized for local success and global failure.
In a metric proposal that will change incentives, the conversation keeps returning to what you do not know. The practical question is what you will do anyway.
When the boundary is unwritten, people optimize for what is legible and defensible, not for what is true. That is how you get busywork and brittle systems. Clarity is not certainty; it is a small commitment the team can execute without reopening the decision at every update. If you introduce a measure, name the distortion it creates, because the distortion is part of the cost you are choosing.
Put the assumption into words, then choose the signal that forces you to revisit it. That is how you turn stress into clarity instead of theater. A clear line beats a long explanation.