Roy Lilley (NHSManagers.net) sums up the cognitive dissonance behind the NHS' problems:
If the NHS top management 'believes that hospitals are run by plans and structures, it will keep producing them.
If it understood that hospitals run through empathy, tender moments, joy, sorrow, effort, judgement, relationships, innovation, determination, inventiveness & skill...
... it might behave differently'!
The problem (as so often is management by spreadsheet).
The NHS might be an exceptional example, but the modern business approach to Taylor-style productivity improvement seems to involve as much, if not more resource being directed at the collection and measurement of productivity data as the resource dedicated to productive work.
indeed; the person with the clipboard needs to be paid
Hyper-accountancy is a diagnostic feature of a profit-led, over-financialised economy?
I like the term 'hyper-accountancy' - not come across it before but it encapsulates so much I complain about
Not sure it's a proper term really, but I've been repeatedly struck by the excessive amounts of micro-accounting and reporting activity that goes on inside most organisations in the name of improvement and efficiency.
Its a proper term now..... you've coined it! 😀
Are you having you accounts done in the Matrix?
Haha!
No, but it occurred to me that hyper-accountancy sounds way cooler than it actually is.....
Emeritus Prof Christopher May
Reg
