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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9. Better thinking, better design
1] See Denise Lyon and Andy Brogan, ‘East Devon District Council Housing Benefits Transformed’ and Anne McKenzie, ‘Stroud District Council Systems Thinking Results In Housing Benefits’ in Middleton, P (ed.), 2010, Delivering Public Services that Work (Volume 1): Systems Thinking in the Public Sector Case Studies, Triarchy Press. 2] See Jo Lane and Phil Badley, ‘Stockport Metropolitan Borough Council Implementing Systems Thinking in IT and HR’ in Middleton, P (ed.), 2010, Delivering Public Services that Work (Volume 1): Systems Thinking in the Public Sector Case Studies, Triarchy Press. 3] The journal Systemic Practice and Action Research devoted a special issue to the Vanguard Method including articles about applications in higher education, children’s services and in a domiciliary care provider for adults with learning disabilities. View See also: Charlotte Pell, 2012, Delivering Public Services that Work (Volume 2), The Vanguard Method in the Public Sector: Case Studies, Triarchy Press John Seddon and Brendan O’Donovan, 2012, ‘Process Innovation at Portsmouth Housing’ in Macaulay, L.A et al (Eds) Case Studies in Service Innovation, Springer Science + Business Media Keivan Zokaei, John Seddon and Brendan O’Donovan, 2010, Systems Thinking: From Heresy to Practice, Palgrave Macmillan. A longer list of published examples can be found here. |