This week saw the publication of another report into an organisation, the Mid-Staffordshire hospital, which was deemed to have been poorly managed, and therefore to have seriously and dangerously failed its service users. Some of the contributing factors to organisational failure were thought to be the management team and board’s slavish persuance of government initiatives, which led to keeping an over-tight rein on the budget in order that the hospital might qualify to become a Foundation hospital, and/or superficial management to targets. By implication the inspection regime must also be at fault since the hospital seems to have passed a variety of inspections.
From this and other examples, what are some repeating patterns in organisational life, and assumptions informing them? What sorts of things do leaders and managers, board members and government ministers seem to be thinking about management and leadership that might be contributing to the mess?
Apologies in advance for the caricature – it is the weekend. Continue reading