I recommend you read a recently published book from Triarchy Press entitled ‘Delivering Public Services that Work’ (http://www.triarchypress.com/pages/book5.htm)  [Follow them on Twitter @TriarchyPress]. It’s a series of case studies about the benefits of systems-thinking in the public sector. Don’t believe simply what I say, here’s an account of what Glyn Lumley thought as outlined in a recent blog   http://www.glynlumley.co.uk/wordpress .

The chapter that caught his eye in particular was Stockport Metropolitan Borough Council’s account of improving HR department and services. Reading the account of their journey, he was struck by the parallels with his recent experience of bringing improvement to HR.
 
Work with managers to understand their issues.
 
HR has one key role – to support organisational leaders provide a continuously improving service to customers. This is wholly in line with taking a systems-view of the organisation; HR must not be self-serving. If there are barriers to the provision of outstanding customer service, we need to get to the ‘coal-face’ of our business to understand what’s happening. Breaking out of our ‘Dilbert cubicle world’ is challenging, but so enlightening.
 
Wait for an opportunity to demonstrate a different way of thinking.
 
Systems-thinking does not come naturally – we are too wedded to conventional management approaches. Rather than take people into a classroom, look for a chance to demonstrate new thinking and method in the workplace. Learning systems-thinking in a practical setting is far more effective. Discovering something that’s keeping managers ‘awake at night’ might well provide you with the opportunity you need. While this is happening, others can continue with their conventional ways of working.
 
Take ownership.
 
Once you’ve identified where systems-thinking can be deployed effectively, don’t walk away. You need to make things happen by providing direction and resources, as well as finding a way around obstacles. Continue where you started; make sure you refresh your understanding of the issues faced by your managers – things will change.
 
Build curiosity.
 
Be clear that as you work in different ways, others will be watching your progress. Some will be more enthusiastic than others. Peter Scholtes has a wonderful picture of how people’s response to change can differ. At the head of the queue are the explorers, with the pioneers not far behind. The settlers are a little more risk averse and the stragglers will slowly embrace change. At the end of the line: the urbanites will visit the frontier of change only when it is a theme park. Always be ready to answer the ‘why are you doing that?’ question. For me, having an underlying theory is a key element of being able to answer that question.
 
Don’t bother with a plan.
 
Because the starting point is with the line manager’s ‘pain’, you need to be open to finding unexpected factors that are causing the system not to function effectively. Often the careful gathering and analysing of data will shed new light. Trying to plan your improvement project in advance is usually of little benefit and will often restrict your view. If the issue of concern needs to be remedied sooner rather than later, don’t set arbitrary timescales (targets). Instead, use the Plan-Do-Study-Act cycle, but implement each stage with a degree of urgency.
 
Be aware of the impact on the wider system.
 
As you work with line management on improvement, it is essential to remain open to other systemic links to the matter in hand. If you make changes to ‘x’, what impact will this have on ‘y’?
 
And so what does John Seddon have to say about the challenges for HR?
 
I interviewed John Seddon (the founder and MD of Vanguard Consulting) a couple of months ago and you can listen to or download the recording from here:
http://www.vanguardscotland.co.uk/HR/johnseddon_hrm_interview.mp3
Enjoy!

Andy