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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
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.