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The Whitehall Effect ~ John Seddon - Online Notes

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

Picture
20. Managing demand

1] Anna Randle and Henry Kippin, 2014, Managing Demand: Building Future Public Services, The RSA. View 

2] Western Morning News (Plymouth) 26 February 2008 ‘“Computer says no” to contacting your council’. Byline: Matt Chorley.

See also The Observer 22 March 2009, ‘7 days: Pendennis: So much for open government’ Byline: Oliver Marre. “Francis Maude, Tory Chairman, tells me he’s discovered an official government policy of reducing ‘avoidable contact’ with the electorate (intended to speed up services and cut out timewasting, but it's not going to win much support from people who hope to be in touch with officials or make a complaint). Says Maude: ‘The prime minister is cutting himself off from an angry and disillusioned electorate. He is following his own barmy Whitehall targets to the letter and avoiding contact with the public.’”

3] Keivan Zokaei et al., 2010, Lean and Systems Thinking in the Public Sector in Wales, Lean Enterprise Research Centre report for the Wales Audit Office, Cardiff University, p.55. View