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The Whitehall Effect: How Whitehall Became the Enemy of Great Public Services - and What We Can Do About it

Seddon, John

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ISBN 10: 1909470457 / ISBN 13: 9781909470453
Published by Triarchy Press
New Condition: New Hardcover
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John Seddon is back with an uncompromising account of Whitehall's effect on public services. It's a damning read. He explains how successive governments have undermined our public services and the devastation that three decades of political fads and bad theory have caused. Then he sets out unprecedented opportunity now available to us. Num Pages: 216 pages. BIC Classification: JPP; KNV. Category: (G) General (US: Trade). Dimension: 156 x 235 x 21. Weight in Grams: 456. . 2014. Hardcover. . . . . Books ship from the US and Ireland. Bookseller Inventory # V9781909470453

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Title: The Whitehall Effect: How Whitehall Became ...

Publisher: Triarchy Press

Binding: Hardcover

Book Condition:New

About this title


In The WHITEHALL Effect, John Seddon explains how and why it is that governments repeatedly fail to deliver what our public services need and exposes the devastation that three decades of political fads, fashions and bad theory have caused. Although his examples come from the UK, he and his colleagues at Vanguard consult with government and public sector bodies in 10 countries and the problems he identifies (outsourcing, incentives, targets, standards, inspection) can be found in all Western political systems. With specific examples and new evidence, he chronicles how the Whitehall ideas machine has failed on a monumental scale - and the impact that this has had on public sector workers and those of us who use public sector services. The WHITEHALL Effect provides fresh insights into some of the most challenging issues of our time (because of their impact on health, education, policing and all public services) and reveals the unprecedented opportunity we now have to create the public services we all deserve.

About the Author:

John Seddon is visiting professor at The University of Hull Business School and Managing Director of Vanguard Consulting. Service organisations following his ideas are achieving profound improvements in service, efficiency and morale. John has been a long-term critic of the UK's public-sector 'reform programme', arguing that reforms (targets and other specifications) make performance worse. He has repeatedly attacked current management thinking where it supports economies of scale, quality standards like ISO9000, the use of targets, inspection and centralised control of local services, and areas of public sector reform including 'deliverology'. He is well known for having adapted the Toyota Production System and the work of Deming and Taiichi Ohno into 'The Vanguard Method' for improving service performance. He describes the Vanguard Method as a form of systems thinking. John Seddon makes an important distinction between 'failure demand' - demand caused by a failure to do something or do something right for the customer and 'value demand' - what the service exists to provide.

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