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My colleague @manosdaskalou’s recent blog Do we have to care prompted me to think about how data is used to inform government, its agencies and other organisations. This in turn led me back to the ideas of New Public Management (NPM), later to morph into what some authors called Administrative Management. For some of you that have read about NPM and its various iterations and for those of you that have lived through it, you will know that the success or failure of organisations was seen through a lens of objectives, targets and performance indicators or Key Performance Indicators (KPIs). In the early 1980s and for a decade or so thereafter, Vision statements, Mission statements, objectives, targets, KPI’s and league tables, both formal and informal became the new lingua franca for public sector bodies, alongside terms such as ‘thinking outside the box’ or ‘blue sky thinking’. Added to this was the media frenzy when data was released showing how organisations were somehow failing.
Policing was a little late joining the party, predominately as many an author has suggested, for political reasons which had something to do with neutering the unions; considered a threat to right wing capitalist ideologies. But policing could not avoid the evidence provided by the data. In the late 1980s and beyond, crime was inexorably on the rise and significant increases in police funding didn’t seem to stem the tide. Any self-respecting criminologist will tell you that the link between crime and policing is tenuous at best. But when politicians decide that there is a link and the police state there definitely is, demonstrated by the misleading and at best naïve mantra, give us more resources and we will control crime, then it is little wonder that the police were made to fall in line with every other public sector body, adopting NPM as the nirvana.
Since crime is so vaguely linked to policing, it was little wonder that the police managed to fail to meet targets on almost every level. At one stage there were over 400 KPIs from Her Majesty’s Inspectorate of Constabulary, let alone the rest imposed by government and the now defunct Audit Commission. This resulted in what was described as an audit explosion, a whole industry around collecting, manipulating and publishing data. Chief Constables were held to account for the poor performance and in some cases chief officers started to adopt styles of management akin to COMPSTAT, a tactic born in the New York police department, alongside the much vaunted ‘zero tolerance policing’ style. At first both were seen as progressive. Later, it became clear that COMPSTAT was just another way of bullying in the workplace and zero tolerance policing was totally out of kilter with the ethos of policing in England and Wales, but it certainly left an indelible mark.
As chief officers pushed the responsibility for meeting targets downwards through so called Performance and Development Reviews (PDRs), managers at all levels became somewhat creative with the crime figures and manipulating the rules around how crime is both recorded and detected. This working practice was pushed further down the line so that officers on the front line failed to record crime and became more interested in how to increase their own detection rates by choosing to pick what became known in academic circles as’ low hanging fruit’. Easy detections, usually associated with minor crime such as possession of cannabis, and inevitably to the detriment of young people and minority ethnic groups. How else do you produce what is required when you have so little impact on the real problem? Nobody, perhaps save for some enlightened academics, could see what the problem was. If you aren’t too sure let me spell it out, the police were never going to produce pleasing statistics because there was too much about the crime phenomenon that was outside of their control. The only way to do so was to cheat. To borrow a phrase from a recent Inquiry into policing, this was quite simply ‘institutional corruption’.
In the late 1990s the bubble began to burst to some extent. A series of inquiries and inspections showed that the police were manipulating data; queue another media frenzy. The National Crime Recording Standard came to fruition and with it another audit explosion. The auditing stopped and the manipulation increased, old habits die hard, so the auditing started again. In the meantime, the media and politicians and all those that mattered (at least that’s what they think) used crime data and criminal justice statistics as if they were somehow a spotlight on what was really happening. So, accurate when you want to show that the criminal justice system is failing but grossly inaccurate when you can show the data is being manipulated. For the media, they got their cake and were scoffing on it.
But it isn’t just about the data being accurate, it is also about it being politically acceptable at both the macro and micro level. The data at the macro level is very often somehow divorced from the micro. For example, in order for the police to record and carry out enquiries to detect a crime there needs to be sufficient resources to enable officers to attend a reported crime incident in a timely manner. In one police force, previous work around how many officers were required to respond to incidents in any given 24-hour period was carefully researched, triangulating various sources of data. This resulted in a formula that provided the optimum number of officers required, taking into account officers training, days off, sickness, briefings, paperwork and enquiries. It considered volumes and seriousness of incidents at various periods of time and the number of officers required for each incident. It also considered redundant time, that is time that officers are engaged in activities that are not directly related to attending incidents. For example, time to load up and get the patrol car ready for patrol, time to go to the toilet, time to get a drink, time to answer emails and a myriad of other necessary human activities. The end result was that the formula indicated that nearly double the number of officers were required than were available. It really couldn’t have come as any surprise to senior management as the force struggled to attend incidents in a timely fashion on a daily basis. The dilemma though was there was no funding for those additional officers, so the solution, change the formula and obscure and manipulate the data.
With data, it seems, comes power. It doesn’t matter how good the data is, all that matters is that it can be used pejoratively. Politicians can hold organisations to account through the use of data. Managers in organisations can hold their employees to account through the use of data. And those of us that are being held to account, are either told we are failing or made to feel like we are. I think a colleague of mine would call this ‘institutional violence’. How accurate the data is, or what it tells you, or more to the point doesn’t, is irrelevant, it is the power that is derived from the data that matters. The underlying issues and problems that have a significant contribution to the so called ‘poor performance’ are obscured by manipulation of data and facts. How else would managers hold you to account without that data? And whilst you may point to so many other factors that contribute to the data, it is after all just seen as an excuse. Such is the power of the data that if you are not performing badly, you still feel like you are.
The above account is predominantly about policing because that is my background. I was fortunate that I became far more informed about NPM and the unintended consequences of the performance culture and over reliance on data due to my academic endeavours in the latter part of my policing career. Academia it seemed to me, had seen through this nonsense and academics were writing about it. But it seems, somewhat disappointingly, that the very same managerialist ideals and practices pervade academia. You really would have thought they’d know better.
The new year is here. At its last knockings, the previous year offered hope of some sort of return to normality. The second new vaccine was on its way, far easier to store and distribute, it offered hope. Unfortunately, the joy of the new year has been somewhat muted as we have witnessed Covid-19 cases rise to new heights. Talks of stricter measures have turned into our new reality, as one minute the government insisted on schools opening then the next a partial U-turn before a forced full-scale retreat. But as we watch all of this unfold, I am reminded of a comment I heard from a radio presenter on the lead up to Christmas. Her view was that there was much to be happy about, we know more about the virus now than we ever did and scientists have developed a vaccine, several vaccines, in record time. Over the Christmas and new year period I reflected on last year and tried to think about what we have learnt.
Brexit has just proved to be a complete farce. Promises of a good deal turn out to be not so good, ‘no deal is better than a bad deal’ the politicians said. And then in desperation, realising that any deal was better than no deal and that the best deal was the one where we were in the European Union they settled on something and thanked the gods that there was far more pressing bad news to hide their incompetence. So, we are now a ‘sovereign’ nation but poorer to boot and whilst we think we have regained control over our borders, it is only limited to bureaucratic, time consuming form filling, as we beg people to come here to work in our care homes and on the farms for a pittance. Perhaps the refugees that we have reluctantly accepted might help us out here. Brexit has been delivered but at what cost? No wonder Stanley wants to take up his opportunity for a French passport.
We are all equal its just that some are far more equal than others. We saw the rise of the Black Lives Matter movement and I have a feeling that I wouldn’t be able to do that discussion justice; I’ll leave that to others that are far more capable. It did have a profound impact on me though as a former serving police officer, I would like to think it had an impact on others both retired and serving, but I’m not so sure. I think that quite often the police are simply a reflection of our society and I’m not willing to bet much on that changing rapidly. I remember Michael Holding, a former West Indian cricketer, turned commentator, talking about ‘white privilege’ and he provided what I thought at the time was a good example. Now I’m not so sure, this so called ‘white privilege’, isn’t privilege at all, it’s rights. It’s the rights that white people avail themselves of everyday in a democratic society (well that’s what we are supposed to be in anyway) without a second thought. The problem isn’t that white people have those rights, it’s that Black and ethnic minority individuals don’t, or where they do, the rights are somehow conditional. I might be wrong in my thinking, but I know one thing, without some very clear leadership from government, institutions and general societal attitudes are unlikely to change sufficiently. Although footballers and staff take a knee before every match, I fear that the momentum is likely to be lost. By the way, I’m not holding out much hope on the leadership gambit.
Sticking to the we are all equal theme; the pandemic has shone a spotlight on poverty in this country. Yes, Mr high and mighty Reece-Mogg, there really are very poor people in this country and they do need a helping hand. The fact that food banks are even required is shameful. The fact that foodbanks rely on charity is an even more shameful indictment of our government. The fact that a senior politician can stand up in the house of commons and accuse a charity of political motives when distributing aid beggar’s belief. I find it extraordinary that pre pandemic, homeless people were left to their own devices on the streets, reliant on charity and handouts and yet as soon as we went into lockdown, the government found money from somewhere to house them. What changed? My worry is that when the pandemic is over, the government are going to be more concerned about balancing the books than they are about the pervasive poverty endemic in our nation.
Children returning to school has been a huge issue for government and they rely on evidence that suggests that the best place for children is at school. A headmaster reminded us in an interview on the radio that this ‘online learning’ phrase that trips off the tongue is far easier to talk about than to achieve. What hits home is the huge disparity in opportunity for children to avail themselves of online learning. Poorer families cannot provide the technology required. Poorer families are likely to live in cramped conditions making it impossible for children to concentrate on work as siblings run around trying to keep themselves amused. And let’s not forget the plight of the parents who are more likely to be in jobs that require them to be at work, not home. Then of course there are those children that are vulnerable where school is a safe haven from abuse, whether that’s physical or mental or simply because school is where they will be fed. So, in a sense for many, school is a better place than home, but we really ought to be asking why that is. What does that say about our society? If I were to hazard an educated guess, I’d say its broken. The return of children to school had wider implications. What about the teachers and staff? It seems to me that government have different standards of risk depending on what suits. I’ll come back to this in time but I think the closure of schools owes itself more to the action of teachers in their refusal to turn up to work in an unsafe environment than it does any sensible government strategy.
Sticking to the education theme, the pandemic shone a rather harsh spotlight on higher education too. What became increasingly obvious was that the return of students to campus was purely financially driven. At least one vice chancellor put his head above the parapet and stated as much. His university would fail if he did not fill the halls of residence. So here we had a situation where scientific advisors were stating it was folly to open universities and yet universities did so with the backing of government. The reason, we can’t put education on hold and yet how many students take a gap year, before going to university? Putting education on hold doesn’t appear to be that damaging to the individual, but it is very damaging to a morally corrupt educational business model that needs halls of residence to be filled to prop up the system. To make matters worse, students flocked to university only to find that face to face teaching was patchy, the university experience was not what they were promised or envisaged it would be, and more time was spent in isolation and lock down than was healthy. If education was supposed to be good for their mental health, it had the opposite effect for many. I don’t think it required a rocket scientist to work out that online teaching was really going to be a default position, so either management and government were very naïve and reckless, or they were somewhat economical with the truth. Time to revisit higher education, I think.
Talking about government advisors, what’s the point in having them? Everything I read suggests that government advisors say one thing and government does something else or dillies and dallies its way into a dead end where it finally admits the advisors are in some way right, hence another eleventh hour lock down. The advisor’s said universities should not go back, they did and is it coincidence it coincided with a rise in Covid-19 cases? Advisors were saying schools shouldn’t go back but the government insisted they should and many did for just one day. There is a saying about tactics and strategy. Strategy is unlikely to be achieved without tactics but tactics without a strategy are useless. I have yet to understand what the government strategy is, there is however a plethora of disparate (or is that desperate?) tactics . The result though, anguish and suffering to more than is necessary. Some of the tactics seem to be based on decision regarding who is most at risk. We hear that term an awful lot. I watched the prime minister at lunch time, the man who promised us a fantastic Brexit deal, as he explained how important it was that children went back to school. Children are at very little risk going to school he said and then added, and teachers are not at very much risk or at least at no more risk than they would be normally. He bumbled and blustered over the latter part; I wonder why? A few hours later he told us schools would be closed until at least the 15th February. What happened to ‘no risk’? When we talk about risk, there are a number of ways of viewing it. There is the risk of death, easily understood and most definitely to be avoided, but what seems to be neglected is the risk of serious illness or the risk of ‘long Covid’. By ordering schools to be opened or that universities resume face to face teaching, the policy seems to have been that as long as you are not at a high risk of death then it is an acceptable risk. Time for a bit of honesty here. Does the government and do managers in these organisations really think that a group of people in a room for a number of hours with inadequate ventilation is not a serious risk to the spreading of the disease? Maybe some of the managers could reassure us by doing most of the face to face teaching when we prematurely come out of lock down again.
It seems to me that much is being made, on the news in particular, about the effect a lock down has on mental health, especially children. And I do understand the mental health issues, I can’t help but think though that whilst this is a very valid argument there is the elephant in the room that is either ignored or conveniently understated. The elephant; the fear engendered by the virus, the fear and anguish of those that have had to face the loss of a loved one. Just to put that in perspective that’s over 70,000 people whose families and friends have had to go through firstly the fear and anxiety of a loved one being ill and then the additional fear and anxiety of having lost them. Add to this the fear and anxiety of those that have caught the virus and ended up in hospital coupled with the fear and anxiety of their loved ones. Now add to this the fear and anxiety of those who have to work in conditions where they are at serious risk of catching Covid and the fear and anxiety of their loved ones. And then of course there is the fear and anxiety caused to the general population as the virus spins out of control. Somehow I think a little perspective on mental health during lock down might be needed. Is it any wonder teachers decided that what they were being asked to do was unsafe and unnecessary?
And then I think about all of those parties and gatherings despite restrictions. The shopping trips from tier 4 areas into tier two areas to snap up bargains in the sales. The Christmas and New years eve parties that defy any logic other than pure self-indulgence. Just as we see all of those selfless people that work in organisations that care for others or keep the country running in some capacity, we see a significant number of selfish people who really don’t care about the harm they are causing and seem to be driven by hedonism and a lack of social values. Unfortunately, that accusation can also be aimed at some of the very people that should be setting an example, politicians.
We should of course be happy and full of hope. We have a new vaccine (that’s providing it still works on the mutated virus) and normality is around the corner, give or take a few months and a half decent vaccination strategy (that’s us done for). A vaccine that was found in an extraordinary time period. I wonder why a vaccine for Ebola wasn’t found so quickly? I agree with my colleague @paulaabowles when she says we all must do better but more importantly I think its about time we held government to account, they really must do better. After the second world war this country saw the birth of the NHS and the welfare state. What we need now is a return to the fundamental values that prompted the birth of those provisions. There are so many pressing needs and we really mustn’t allow them to be forgotten. A strategy to tackle poverty might just ameliorate a raft of other ills in our society and the cost of tackling it might easily be mitigated by a reduction in demand in the NHS and many other public services. I can but dream, but my reality envisages a nightmare world driven by finance, political imperatives and a lack of strategy.
A good few years ago a senior colleague asked me that very question. It was more of a statement, than a question and it was designed to make me think about how I approached work and perhaps more importantly how others saw me in the workplace. It fits very nicely with another saying, ‘if you want the job done, give it to a busy person’. It seems there are those in the workplace that get the job done and those that don’t. There are those that always say ‘yes’ and others that often say ‘no’. There are those that solve problems and those that don’t. Another saying from a senior manager, ‘don’t bring me problems, just bring me solutions’ sums up the majority of relationships in organisations.
My experience of managers (both middle and upper) has been varied, but unfortunately most have fallen into the category of poor, bordering on awful. Perhaps that colours my judgement, but I do know that I’ve also had some very good managers. The good managers always made me feel like I was working in partnership with them and, yet I knew who was the boss. I always tried to find a solution to a problem but if I couldn’t then the boss knew that it was a problem he or she needed to deal with, they trusted my judgement. Often what appears to be the most trivial of problems can be a show stopper, a good boss knows this. If I said ‘no’ to a piece of work, then the boss negotiated which other piece of work would be set to one side for now. Sometimes everything is a priority, and everything is important, it is for those at the most senior level to make the decisions about what will or will not get done. Making no choice is an abrogation of responsibility, suggesting it is another person’s problem is just as bad if not worse.
Good managers understand how much work people are doing and trust their workers to get on with the job in hand. A good manager knows that even the most menial of tasks takes more time than might be imagined and that things rarely go exactly to plan. There is always an element of redundancy. When someone says ‘no’ to a piece of work they understand that there is a reason for that ‘no’ and rather than simply seeing that person as being difficult or lazy, they listen and seek solutions. More importantly, they take responsibility for the problem, ‘bring me the problem and I’ll help you find the solution’.
As we move into a summer of uncertainty where the ‘new normal’ is an anxious time for most, where the ‘yes’ people are needed more than ever, and the managers need to lead from the front, if you are a manager, what will you response be when your undervalued ‘yes’ person says ‘no’?
I love horology, my passion is antique grandfather clocks. My pride and joy stands in the hallway of my home. Lovingly restored, it makes me smile when it strikes on the hour. Each strike reminds me of the time and effort I put into getting it to work. I’m reminded of the trials and tribulations of having to understand how it worked, what was wrong with it and how to fix it. I have become quite adept at fixing clocks, I understand them, I know them. Each part of the clock has a specific job, each part is dependent on another, each part makes it a clock that works. From the smallest cog to the largest, take any one of them away and the clock no longer functions. It is the same for all time pieces, whether they are driven by weights, springs, or battery. They all have intrinsic parts that make them function, that are inter dependent.
My clock, to anyone else, is a grand functioning timepiece. They would have little or no knowledge of the inner workings, save perhaps, they would know there were inner workings. Perhaps too complicated to understand, the workings would have no significance to them unless they owned the clock and then only if the clock didn’t function, kept stopping or perhaps was running a little slow or a little fast owing to some fault.
Compare the clock to an organisation, the workings are the departments, units or what ever you want to call them. The manager is the owner, the person that winds the clock up, occasionally ensures it is cleaned, even serviced, they make sure it works and works correctly. The manager might decide they no longer wish the clock to chime and they have that part of the mechanism removed. Perhaps they no longer want the clock to have a second hand, that too can be removed, even the minute hand. It would still be recognisable as a time piece. Organisations go through such changes all the time. Who though would the manager call on to make these alterations? Who would advise what is best? A specialist of course, someone who knows the inner workings of the clock, who understands how it works, who understands that some pieces can be removed and that others cannot. Well not if it is still to function as a time piece rather than a useless lump of furniture in the corner. Of course, if the inner workings of the clock could talk, each would be able to tell you what their function is. If you want to make alterations to the clock, you need to understand how it functions, not just that it functions.
Understanding what the right thing to do is often difficult for managers in organisations particularly when dealing with change. They pride themselves on seeing the bigger picture, sometimes they do, sometimes it’s simply a mirage. And like departments in organisations, the chime, the second hand and the minute hand, with all their associated mechanisms would argue that they are needed, that somehow the clock would fail if they were not there. The manager believes this is not the case and dismisses such protests. But such are the intricacies of the inner workings that knowing what will cause something to fail and what won’t is often difficult to discern. When an expert tells you that a cog in the timepiece is failing do you leave it to one side or address it? Do you bury your head in the sand and hope the problem will go away? A good manager listens, a good manager discerns what is important and what is not. A good manager recognises that there are times when understanding the implications of a faulty cog are more important than the grand vision (or mirage). But that means sometimes getting into the workings of the clock, being shown how it functions and understanding what the problem really is. If you want to maintain some sort of time piece, as a manager, you cannot afford to simply ‘leave things to one side’. Ignoring issues because you don’t understand them or you only see the mirage will leave you in a void where time has stopped.