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A fundamental change and a fundamental challenge. Systems thinking is a better way to make work work. It is diametrically
opposed to command and control thinking.
Command
and control Thinking |
|
Systems
Thinking |
Top-down
hierarchy |
Perspective |
Outside-in
system |
Functional
specialisation and procedures |
Design
of work |
Demand,
value
and flow |
Contractual |
Attitude
to customers |
What
matters? |
Separated
from work |
Decision-making |
Integrated
with work |
Output,
targets, activity, standards:
Related to budget |
Measurement |
Capability,
variation:
Related to purpose |
Contractual |
Attitude
to suppliers |
Co-operative |
Control
budgets, manage people |
Management
ethos |
Learn
through action on the system |
Extrinsic |
Assumptions
about motivation |
Intrinsic |
To change performance, change thinking.
Systems thinking means customer-driven
Manufacturing is 'service' too
Useful resources:
Getting started with systems thinking? Try our lean tactics series.
The Vanguard Guide to Understanding your Organisation as a System
The Vanguard Service Audit
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