Tag Archives: performance management

Targets and wholes

The following post is written by Rob Warwick. Rob works in areas of strategic change in the UK’s National Health Service. He is particularly interested in how policy makes its way from Government to the front line. This is currently … Continue reading

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The tyranny of targets and performance measures

John Seddon’s book Systems Thinking in the Public Sector is a well-written and powerful reminder of the limitations of targets and performance measures in public services. Targets, he argues oblige managers to pay attention to the wrong things, what politicians … Continue reading

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Performance as improvisation

In previous posts I have pointed to some of the difficulties that arise in the not-for-profit sector of importing management methods from the private sector uncritically. I have been suggesting that the imperatives of for-profit organisations are much narrower than … Continue reading

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Tying ourselves up in knots – performance management

This posting examines the thinking that underpins the idea of performance management A number of not-for-profits have  adopted from the private sector the practice of setting Key Performance Indicators, or KPIs, not just for one aspect of the work they … Continue reading

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Performance as social practice

One way of thinking about the way we act socially is that we are born into a world where there is already a play going on. The play arises out of a history of social interaction and creates ways of … Continue reading

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