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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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 |
