1. April 2013
They Should Do Something:
The Public Service Hero
Prof. Peter Latchford OBE

2. April 2013
This Story
1. What’s going on?
2. Why it happened
3. Why it was hard to stop
4. Some new ways of seeing
5. Heroes and catalysts

3. April 2013
What’s Going On?

4. April 2013
The Machine Stopped
Picture of Wm Blake

5. April 2013
Why It Happened

6. April 2013
The Spanner & The Nut

7. April 2013
Machines or Organisms?
Machine Organism
Environment
Key attribute
Leadership
Management

8. April 2013
Machines or Organisms?
Machine Organism
Environment Consistent Chaos
Key attribute Stability Responsiveness
Leadership Engineering Meaning
Management Control, compliance Tension, team,
tidings

9. April 2013
Why It Was Hard to Stop

10. April 2013
Somebody Else’s Problem
Picture of Columbia shuttle disaster

11. April 2013
Somebody Else’s Problem
Picture of Columbia shuttle disaster
Picture of Magritte’s “This is not a
pipe”

12. April 2013
Boundaries

13. April 2013
Boundaries

14. April 2013
Boundaries

15. April 2013
Some New Ways of Seeing

16. April 2013
Organisations as Organisms
Organism:
• Senses (use more input types)
• Integrity of parts (customer
journey)
• Nervous system (feedback
loops)
• Purpose/meaning
• Blood (information)

17. April 2013
Organisations as Organisms
Organism:
• Senses (use more input types)
• Integrity of parts (customer
journey)
• Nervous system (feedback
loops)
• Purpose/meaning
• Blood (information)
Relationship-
driven

18. April 2013
Organisations as Organisms
Quality Assurance:
• Specify and control
• Peer pressure
• Professional standards
• Mission clarity
• Open information

19. April 2013
Organisations as Organisms
Quality Assurance:
• Specify and control
• Peer pressure
• Professional standards
• Mission clarity
• Open information
framework develop
mgmt as service
translators
behaviour not words
fairness

20. April 2013
Organisations as Organisms
Organism:
• Senses (use more input types)
• Integrity of parts (customer
journey)
• Nervous system (feedback
loops)
• Purpose/meaning
• Blood (information)

21. Management
Technique
Ownership Reframe
Three Perspectives

22. April 2013
Progress
t-x

23. April 2013
Heroes and Catalysts

24. April 2013
Accountability/Blame

25. April 2013
Need/Response Matrix

26. April 2013
Ownership
We do not inherit the Earth from
our ancestors, we borrow it from
our children.

27. April 2013
The Rebirth of Judgement
(Quality
assurance)

28. Nuremberg Defence
Picture of electrical plug
People obeyed orders to deliver shocks to other
people, even when the recipients were clearly in
pain. 68% of participants delivered the maximum
potentially lethal shock of 450 volts. The shocks
were faked and those being shocked were actors.
Personality, time, culture and place were not a
factor.

29. The Balance
enterprise welfare

30. The Balance
enterprise welfare

31. April 2013
They Should Do Something:
The Public Service Hero
Prof. Peter Latchford OBE