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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23. Risk management
1 Michael Power, 2007, Organized uncertainty: designing a world of risk management, Oxford University Press. 2 Prime Minister’s Strategy Unit, 2002, Risk: Improving a government’s capability to handle risk and uncertainty – Summary Report. View 3 HM Treasury, October 2004, The Orange Book: Management of Risk - Principles and Concepts. View 4 National Audit Office, 17 August 2000, Supporting innovation: Managing risk in government departments, HC 864 Session 1999-2000. View 5 See more about HBOS whistleblower Paul Moore at BBC News, Robert Peston blog 11 February 2009 ‘Why Sir James Crosby resigned’. View 6 BBC News, 31 October 2011, ‘Baby P whistleblower Dr Kim Holt says it is important to speak out’. View 7 John Seddon and Brendan O’Donovan, 2013, ‘The Achilles’ heel of scale service design in social security administration: The case of the United Kingdom’s Universal Credit’, International Social Security Review, Vol. 66, 1/2013. |