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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

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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.    












 



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