Systems Thinking in Public Sector -has the time for application finally come?

It started with the Stefan Stern article in the Financial Times ‘Change the way you work’. However, failure of large systems, whether in financial services, public sector or industry, is not big news any more. Yet, little has been said about practical and long lasting ways to deal with this global and endemic problem. So, it is refreshing to read the following:

“Systems thinking requires a profound shift in … the design and management of work,…reversing current norms to go from ‘push’ to ‘pull’, and placing the development of workers, individually and collectively, at its heart.”

If companies want to get better at what they do, then their people have to be able to learn. …
Working within a rigid framework that is designed to achieve imposed targets makes it almost impossible for employees to learn.

Then today The Times has article ‘New way’ thinker John Seddon aims at council targets’
While ‘systems thinking’ here is an interpreted version, the approach is clearly catching attention and strikes at the core of some burning issues by:

Mr Seddon advocates what he calls “systems thinking” — designing services entirely to meet the demands of local customers. …

Mr Seddon rejects the term “best practice”, replacing it with “better practice” because, he says, each problem requires its own solution. He believes that the focus on best practice has caused “the worst ideas from the private sector to be copied in the public”. …

“… I’m in the business of helping people to think,” he says bluntly.

In reply, Norman Strauss wrote the following comment also published in The Times:

Mr Seddon is right to champion systems thinking. The customer’s
appreciation systems ( my phrase ) are indeed the ultimate and proper
masters and arbiters of public services, their design, systems, processes,
products, people, costs and delivery.

However, care must be taken to ensure that learning systems, innovation
systems and service ecosystems are not driven by public opinion ab initio;
or nothing strikingly new will ever be envisioned, created, tested,
developed and produced again.

Major improvements and new demand technologies have to be created by
visionaries, made to work, and their purpose explained effectively, before
they can be best appreciated and needed by customers.

Progress does not come easily.

Simplistic targets can indeed prevent creativity, design and change. They
can kill commitment.

Researching present and future customer needs/demands cannot be done by
focus groups or surveys alone.

Customers cannot create major technological, scientific or industrial
breakthroughs. They can only comment on them once they have been
developed, communicated and used to create new demands.

The phrase alternative demand technologies says it all.

What all three items show is that the time of real application of systems thinking has come. The expertise needed to make this happen is not widely spread in spite of a growing number of knowledge workers in the workforce.