The Whitehall Effect ~ John Seddon - Online Notes
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Links below take you to the chapter notes:
Introduction 1. Prelude Part 1: The industrialisation of public services 2: Call centres 3. Back Offices 4. Shared Services 5. Outsourcing 6. Information Technology Part 2: Delivering services that work Introduction 7. A better philosophy 8. Effective change starts with ‘study’ 9. Better thinking, better design 10. ‘Locality’ working 11. IT as pull, not push Part 3: Things that make your head hurt 12. Targets and standards make performance worse 13. Inspection can’t improve performance 14. Regulation is a disease 15. It’s the system, not the people 16. Incentives always get you less Part 4: ideology, fashions and fads 17. Choice 18. Personal Budgets 19. Commissioning 20. Managing demand 21. Nudge 22. Procurement 23. Risk management 24. Lean 25. IT: features over benefits Part 5 Change must start in Whitehall 26. Beware economists bearing plausible ideas 27. Whitehall is incapable of doing evidence 28. Getting a focus on purpose 
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19. Commissioning
1] Rick Wilson, ‘Living the Life You Choose: The Introduction of the Vanguard Method into an Organisation Providing Support to People with Learning Disabilities’, Systemic Practice and Action Research, February 2014, Volume 27, Issue 1, pp.57-74. 2] As presented by Karen Burton at the ‘Better for Less’ conference, 20 March 2014 at the ICC Birmingham. See Simon Caulkin’s write-up of the event here. 3] Ann Anderson and Fred Parkyn, ‘“Design to understand” in health and social care’ in Charlotte Pell, 2012, Delivering Public Services that Work (Volume 2), The Vanguard Method in the Public Sector: Case Studies, Triarchy Press. See also a feature on BBC Radio 4’s ‘You and Yours’ programme on the Somerset work here. |
