Mastodawn

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).

#NHS #health #management #politics

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Reg Feb 26

@ChrisMayLA6

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.

https://www.bps.org.uk/psychologist/return-taylorism

The return of 'Taylorism'? | BPS

Joe Postings on ‘scientific management’, then and now.

BPS

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David John Crook Feb 26

@ReggieHere @ChrisMayLA6 It is a while since I worked in the NHS, but I would say this is 100% true. It is not quite Taylorism as originally developed, but is very much a command and control model that consumes resources beyond the objective of caring for the health of the population.
The correct reporting can become more important than the correct performance.

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Reg

@DavidjCrook

Agreed, and "The correct reporting can become more important than the correct performance" is a perfect way of summing this up.

@ChrisMayLA6