Tag Archives: thinking not tools

Fedoras and other hallmarks of failure

Have you noticed the HUGE amount of men in their 20s and 30s who wear Fedoras? A fedora is a hat that Humphrey Bogart or Indiana Jones wears. However the typical fedora wearer these days looks more like this… As Urban Dictionary … Continue reading

Posted in all wrong, systems thinking, thinking, tools, vanguard method | 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

101 tactics for revolutionaries

You say you want a revolution, well you know we all want to change the world. John Lennon sang that, now I’m writing this. 101 tactics for low level, cubicle-dwelling systems thinkers. You’ve had the strategy, now here are your … Continue reading

Posted in change, learning, me doing it, systems thinking | Tagged , | 4 Comments

Great Minds Tuesday

“Great minds talk about ideas Average minds talk about events Small minds talk about people.” – Eleanor Roosevelt Your task today at work is to see the ideas and thinking that lie behind Tuesday 16th October 2012 and avoid the … Continue reading

Posted in change, command and control, purpose, systems thinking, Uncategorized, vanguard method | Tagged , , | 2 Comments

Ooooohhh Matron!

  Quick! This patient is haemorrhaging fast! We need to get him to the Lean Project Room! Nurse, 30 mils of Takttime and VSM intravenous! Intubate and bag him! He’s going AS-IS!

Posted in systems thinking, very short posts | Tagged , , | 1 Comment

Magic Goggles

“Any sufficiently advanced technology is indistinguishable from magic.”. You’ve probably come across this quote, not thinking it applied to you and people like you. When you think of it you probably nod indulgently, imagining some kind of tribesmen cowering beneath … Continue reading

Posted in plausible but untrue, systems thinking | Tagged , , | 2 Comments

Documents ‘Я’ Us

Remember when I had a gas leak? Click above, or read it below in 66 dull words. My gas meter was exchanged for a newer gas meter, a few days later there was a lingering strong smell of gas, I … Continue reading

Posted in command and control, plausible but untrue, psychology | Tagged , , , , | 4 Comments

Everything you could possibly need to know about Six Sigma

What a six sigma black belt sees when he looks in the mirror…. What a six sigma black belt probably looks like… EDIT: The point I am cack-handidly trying to make is nicking the idea of “black-belt” from martial arts … Continue reading

Posted in all wrong, plausible but untrue, psychology, systems thinking | Tagged , , | 8 Comments

Change thinking

“Things do not change; we change” Henry David Thoreau

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Who’s trained the system?

A colleague is leaving and is clearing their desk and cupboards of decades of training manuals, never used, as the training was never used. It is like unearthing the last few decades of training fads that have plagued the public sector. … Continue reading

Posted in all wrong, deming, knowledge, plausible but untrue, systems thinking, Uncategorized, vanguard method | Tagged , , , | 6 Comments

3 reasons why job descriptions are phooey

Silly. Un-needed. Harmful at times. They not worth the paper they are written on.   The paper they are written on Read on for why!

Posted in all wrong, clarity of purpose, customer, Uncategorized | Tagged , , , | Leave a comment

I too used to be a toolhead

I genuinely understand the attraction, I used to be one too. But it’s all just bells and whistles.  When you strip it all away, tool-led approaches are just old fashioned command and control, as new fangled as the Audit Commission with a … Continue reading

Posted in all wrong, plausible but untrue, systems thinking, very short posts | Tagged , , | 3 Comments

Command and control makes me sick

And you. And everyone around you. That’s a SCIENTIFIC FACT.

Posted in systems thinking, Uncategorized, vanguard method | Tagged , , , , | 6 Comments

Myths about Systems Thinking

Myth: Systems Thinking is only applicable in areas where a spot of process improvement would be just the ticket.

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