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Building, Embedding and Sustaining a CI
Programme
Dr. Owen Jones
The Logic of Improvement
To organise around the practice of continuous Improvement
The Logic of Improvement
To organise around the practice of continuous Improvement
Instead of…
Organising around Control, Status, and Established Identities
Organising around the practice of CI?
Mark Pyne, 2015
Organising around the practice of CI?
Mark Pyne, 2015
Organising around the practice of CI?
Mark Pyne, 2015
We can’t do it
I won’t have anything
to performance
report
Training &
Development
Programmes
Managing
League table
performance
HR policies &
Procedures
Hiring new staff
Staff Survey
Inspections &
Audits
Re-structuring
IT Projects &
Business Cases
Managing
External
Reputation
Reporting on
performance to
targets
Meetings /
Committees
Engaging with
top-down
initiatives
Checking that
workers are
busy
Performance
Measuring
workers
Doing & writing
up one to ones
Organising
activities for
workers
Existing Management Commitments?
Notes from the 10th floor
• The MoJ should resist changes which would deliver big
improvements to the [Criminal Justice] system, but which could be
claimed by other Departments. Why should we fall on our sword?”
• The Sources of Goal Incongruence in a Public Service
Network, Jones 2013 p. 116
Notes from the 10th floor
“A participant suggested that in the year before the election it would be
better to run prisons empty rather than close them. This would defer
redundancy payments and increase the amount of savings the MoJ could
claim.
A colleague gently dismissed the idea by reminding the room of its
similarity to a Yes Minister episode in which a hospital had been run with
no patients in order to save money.
In response the originator of the idea speculated that: you might be able
to run the prison half-empty and sell it as a pilot”
The Sources of Goal Incongruence in a Public Service
Network, Jones 2013 p. 155
Are we pointing the right way?
What does yes mean?
Do we (they) really mean it?
What are we going to start doing?
What are we going to keep doing?
What are we going to stop doing?
Thank You
Dr. Owen Jones
Owen.jones@buckingham.ac.uk

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Owen Jones - “Building, embedding and sustaining a CI programme”

  • 1. Building, Embedding and Sustaining a CI Programme Dr. Owen Jones
  • 2. The Logic of Improvement To organise around the practice of continuous Improvement
  • 3. The Logic of Improvement To organise around the practice of continuous Improvement Instead of… Organising around Control, Status, and Established Identities
  • 4. Organising around the practice of CI? Mark Pyne, 2015
  • 5. Organising around the practice of CI? Mark Pyne, 2015
  • 6. Organising around the practice of CI? Mark Pyne, 2015 We can’t do it I won’t have anything to performance report
  • 7. Training & Development Programmes Managing League table performance HR policies & Procedures Hiring new staff Staff Survey Inspections & Audits Re-structuring IT Projects & Business Cases Managing External Reputation Reporting on performance to targets Meetings / Committees Engaging with top-down initiatives Checking that workers are busy Performance Measuring workers Doing & writing up one to ones Organising activities for workers Existing Management Commitments?
  • 8. Notes from the 10th floor • The MoJ should resist changes which would deliver big improvements to the [Criminal Justice] system, but which could be claimed by other Departments. Why should we fall on our sword?” • The Sources of Goal Incongruence in a Public Service Network, Jones 2013 p. 116
  • 9. Notes from the 10th floor “A participant suggested that in the year before the election it would be better to run prisons empty rather than close them. This would defer redundancy payments and increase the amount of savings the MoJ could claim. A colleague gently dismissed the idea by reminding the room of its similarity to a Yes Minister episode in which a hospital had been run with no patients in order to save money. In response the originator of the idea speculated that: you might be able to run the prison half-empty and sell it as a pilot” The Sources of Goal Incongruence in a Public Service Network, Jones 2013 p. 155
  • 10. Are we pointing the right way? What does yes mean? Do we (they) really mean it?
  • 11. What are we going to start doing? What are we going to keep doing? What are we going to stop doing?
  • 12. Thank You Dr. Owen Jones Owen.jones@buckingham.ac.uk