Tag Archives: command and control thinking

One weird trick to outfox the Henry Ford gambit

I done got a letter from a reader! Here is a dramatic reconstruction…. Remember these two diagrams? THIS one, the usual, the boring old triangle? And then there is this one, the one thats not a triangle, the one that … Continue reading

Posted in all wrong, command and control, plausible but untrue, public sector, purpose, strategic, systems thinking | Tagged , , , , ,

The loneliest whale in the world.

Meet the loneliest whale in the world. She doesn’t speak the same language as other whales so they can’t hear her. This is the same as systemsy talking. Once your mental model changes from stupid ol’ command and control to … Continue reading

Posted in command and control, communication, human brains are weird, psychology, systems thinking, thinking | Tagged , , | Leave a comment

Your cheatsheet for why league tables are total balls

Public Sector bodies waste huge amounts of money on total balls. One of the most futile are the self-created league tables of performance indicators, showing where their organisation is on sorted lists against other similar organisations. Even though the government got rid … Continue reading

Posted in all wrong, command and control, public sector, systems thinking | Tagged , , ,

Curry by default

Yes, you heard, don’t act shocked.

Posted in all wrong, customer, public sector, systems thinking, systemz comix | Tagged , , | 14 Comments

7 ways to do the Vanguard Method all wrong

Read this first. It was very popular and there’s marbles in it. If you’re too lazy here’s a summary: I went to the executive leadership team, I talked to them about something that started with studying demand and eventually led to huge … Continue reading

Posted in me doing it, systems thinking, vanguard method | Tagged , , , | 2 Comments

The Highlander principle

Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed. Every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will … Continue reading

Posted in command and control, systems thinking, thinking | Tagged , , | 1 Comment

Mordecai and Rigby clear up a few common misconceptions

Performance Management doesn’t manage performance. Distance from the work doesn’t provide senior leaders with a strategic view. Distance provides distance. Signing off reports does not ensure quality. It ensures they are slightly worse. Not doing the right thing because “we’ve … Continue reading

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