They should do something northants3

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They should do something northants3

  1. 1. April 2013They Should Do Something:The Public Service HeroProf. Peter Latchford OBE
  2. 2. 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
  3. 3. April 2013What’s Going On?
  4. 4. April 2013The Machine StoppedPicture of Wm Blake
  5. 5. April 2013Why It Happened
  6. 6. April 2013The Spanner & The Nut
  7. 7. April 2013Machines or Organisms?Machine OrganismEnvironmentKey attributeLeadershipManagement
  8. 8. April 2013Machines or Organisms?Machine OrganismEnvironment Consistent ChaosKey attribute Stability ResponsivenessLeadership Engineering MeaningManagement Control, compliance Tension, team,tidings
  9. 9. April 2013Why It Was Hard to Stop
  10. 10. April 2013Somebody Else’s ProblemPicture of Columbia shuttle disaster
  11. 11. April 2013Somebody Else’s ProblemPicture of Columbia shuttle disasterPicture of Magritte’s “This is not apipe”
  12. 12. April 2013Boundaries
  13. 13. April 2013Boundaries
  14. 14. April 2013Boundaries
  15. 15. April 2013Some New Ways of Seeing
  16. 16. April 2013Organisations as OrganismsOrganism:• Senses (use more input types)• Integrity of parts (customerjourney)• Nervous system (feedbackloops)• Purpose/meaning• Blood (information)
  17. 17. April 2013Organisations as OrganismsOrganism:• Senses (use more input types)• Integrity of parts (customerjourney)• Nervous system (feedbackloops)• Purpose/meaning• Blood (information)Relationship-driven
  18. 18. April 2013Organisations as OrganismsQuality Assurance:• Specify and control• Peer pressure• Professional standards• Mission clarity• Open information
  19. 19. April 2013Organisations as OrganismsQuality Assurance:• Specify and control• Peer pressure• Professional standards• Mission clarity• Open informationframework developmgmt as servicetranslatorsbehaviour not wordsfairness
  20. 20. April 2013Organisations as OrganismsOrganism:• Senses (use more input types)• Integrity of parts (customerjourney)• Nervous system (feedbackloops)• Purpose/meaning• Blood (information)
  21. 21. ManagementTechniqueOwnership ReframeThree Perspectives
  22. 22. April 2013Progresst-x
  23. 23. April 2013Heroes and Catalysts
  24. 24. April 2013Accountability/Blame
  25. 25. April 2013Need/Response Matrix
  26. 26. April 2013OwnershipWe do not inherit the Earth fromour ancestors, we borrow it fromour children.
  27. 27. April 2013The Rebirth of Judgement(Qualityassurance)
  28. 28. 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.
  29. 29. The Balanceenterprise welfare
  30. 30. The Balanceenterprise welfare
  31. 31. April 2013They Should Do Something:The Public Service HeroProf. Peter Latchford OBE

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