Roy Lilley (NHSManagers.net) sums up the cognitive dissonance behind the NHS' problems:
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Roy Lilley (NHSManagers.net) sums up the cognitive dissonance behind the NHS' problems:
If the NHS top management 'believes that hospitals are run by plans and structures, it will keep producing them.
If it understood that hospitals run through empathy, tender moments, joy, sorrow, effort, judgement, relationships, innovation, determination, inventiveness & skill...
... it might behave differently'!
The problem (as so often is management by spreadsheet).
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Roy Lilley (NHSManagers.net) sums up the cognitive dissonance behind the NHS' problems:
If the NHS top management 'believes that hospitals are run by plans and structures, it will keep producing them.
If it understood that hospitals run through empathy, tender moments, joy, sorrow, effort, judgement, relationships, innovation, determination, inventiveness & skill...
... it might behave differently'!
The problem (as so often is management by spreadsheet).
The NHS might be an exceptional example, but the modern business approach to Taylor-style productivity improvement seems to involve as much, if not more resource being directed at the collection and measurement of productivity data as the resource dedicated to productive work.
The return of 'Taylorism'? | BPS
Joe Postings on ‘scientific management’, then and now.
BPS (www.bps.org.uk)
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