• Like
  • Save
They should do something   northants3
Upcoming SlideShare
Loading in...5
×
 

They should do something northants3

on

  • 209 views

 

Statistics

Views

Total Views
209
Views on SlideShare
209
Embed Views
0

Actions

Likes
0
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    They should do something   northants3 They should do something northants3 Presentation Transcript

    • April 2013They Should Do Something:The Public Service HeroProf. Peter Latchford OBE
    • April 2013This Story1. What’s going on?2. Why it happened3. Why it was hard to stop4. Some new ways of seeing5. Heroes and catalysts
    • April 2013What’s Going On?
    • April 2013The Machine StoppedPicture of Wm Blake
    • April 2013Why It Happened
    • April 2013The Spanner & The Nut
    • April 2013Machines or Organisms?Machine OrganismEnvironmentKey attributeLeadershipManagement
    • April 2013Machines or Organisms?Machine OrganismEnvironment Consistent ChaosKey attribute Stability ResponsivenessLeadership Engineering MeaningManagement Control, compliance Tension, team,tidings
    • April 2013Why It Was Hard to Stop
    • April 2013Somebody Else’s ProblemPicture of Columbia shuttle disaster
    • April 2013Somebody Else’s ProblemPicture of Columbia shuttle disasterPicture of Magritte’s “This is not apipe”
    • April 2013Boundaries
    • April 2013Boundaries
    • April 2013Boundaries
    • April 2013Some New Ways of Seeing
    • April 2013Organisations as OrganismsOrganism:• Senses (use more input types)• Integrity of parts (customerjourney)• Nervous system (feedbackloops)• Purpose/meaning• Blood (information)
    • April 2013Organisations as OrganismsOrganism:• Senses (use more input types)• Integrity of parts (customerjourney)• Nervous system (feedbackloops)• Purpose/meaning• Blood (information)Relationship-driven
    • April 2013Organisations as OrganismsQuality Assurance:• Specify and control• Peer pressure• Professional standards• Mission clarity• Open information
    • April 2013Organisations as OrganismsQuality Assurance:• Specify and control• Peer pressure• Professional standards• Mission clarity• Open informationframework developmgmt as servicetranslatorsbehaviour not wordsfairness
    • April 2013Organisations as OrganismsOrganism:• Senses (use more input types)• Integrity of parts (customerjourney)• Nervous system (feedbackloops)• Purpose/meaning• Blood (information)
    • ManagementTechniqueOwnership ReframeThree Perspectives
    • April 2013Progresst-x
    • April 2013Heroes and Catalysts
    • April 2013Accountability/Blame
    • April 2013Need/Response Matrix
    • April 2013OwnershipWe do not inherit the Earth fromour ancestors, we borrow it fromour children.
    • April 2013The Rebirth of Judgement(Qualityassurance)
    • Nuremberg DefencePicture of electrical plugPeople obeyed orders to deliver shocks to otherpeople, even when the recipients were clearly inpain. 68% of participants delivered the maximumpotentially lethal shock of 450 volts. The shockswere faked and those being shocked were actors.Personality, time, culture and place were not afactor.
    • The Balanceenterprise welfare
    • The Balanceenterprise welfare
    • April 2013They Should Do Something:The Public Service HeroProf. Peter Latchford OBE