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SYSTEMS THINKING
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VANGUARD
JOHN SEDDON
VANGUARD CONSULTANTS



  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 systems thinking tactics series.

The Vanguard Guide to Understanding your Organisation as a System

The Vanguard Service Audit