Download PDF We Don't Make Widgets: Overcoming the Myths That Keep Government From Radically Improving, by Ken Miller
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We Don't Make Widgets: Overcoming the Myths That Keep Government From Radically Improving, by Ken Miller
Download PDF We Don't Make Widgets: Overcoming the Myths That Keep Government From Radically Improving, by Ken Miller
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Written for middle- and senior-level managers in state, city and county government, We Don't Make Widgets: Overcoming the Myths That Keep Government from Radically Improving explodes the myths that prevent dramatic improvement in government operations. If you're interested in a new way of thinking about what you do, who you do it for and why you do it, this book - part of the Governing Management Series - is for you. Read it and manage with the best!
- Sales Rank: #115948 in Books
- Published on: 2006
- Number of items: 1
- Binding: Paperback
- 124 pages
Most helpful customer reviews
7 of 7 people found the following review helpful.
We Don't Make Widgets
By J. Lindner
This book exposes three myths about government: we don't make widgets, we don't have customers, and we're not here to make a profit. It then works to expose these myths as barriers to efficient government but then show how governments are indeed production factories with a bottom line and customers; pretty much everything a real business has. One obstacle is the elected official who wins office by claiming the need to tighten government spending and establishing commissions to investigate government waste. There is a paradox between what the government employee is expected to do and the elected official who wants to remain elected.
Ken Miller is a dynamic speaker and if you've heard any of his presentations, you've heard what is in this book. The book allows the reader to revisit the concepts that likely went ion one ear and out the other during Ken's presentation. But Miller does have experience in leading government change at the state agency level. He attempts to share the ideas of that change though he only hints at the actual steps his organization took to get to where they wanted to be. He does this intentionally because all dynamics and circumstances will always be different depending on the organization involved.
This is not a difficult book to read, though a reader may feel overwhelmed if the agency he or she works for is not focused on the improvements Miller writes about. Too many government organizations are caught up in the immediate; the current budget, the cuts they are facing, the need to get through another day. This inhibits any real change. Miller says change must happen at all levels and for reasons that make sense. Having in place a bunch of performance measures that provide no real information that anyone cares about is missing his point. He writes to clarify how change should happen, but many government employees are adrift on a sea of indifference.
Miller has good ideas and has some positive experiences to prove how his theories work. It is now up to the millions of government managers, administrators, and employees to bring about new ideas in a world of constant government reorganizations.
4 of 5 people found the following review helpful.
PROCESS RULES IN GOVERNMENT AND IN BUSINESS
By Waggle
This book's title is designed to appeal to government employees but its system and process message applies equally to businesses too. Processes enable people to serve customers in government and in business. This book parodies re-organization as an technique that may give the impression of improvement. All of us should know that re-organizing does not work in government or in organizations that make widgets. It reminds us that true leaders attend to the system and its processes to help people do good work. No matter whether employees work in governmental or commercial organizations, both types of organization should work to satisfy the needs of internal and external customers. Many people want to blame someone and they are not satisfied by being told the system is the cause of the problem. Too often this is the driving force for indulgent and ineffectual re-organization. Yes, we need yet another reminder of the overwhelming importance of developing and improving process-based management systems to add value faster and prevent loss sooner. I guess the need for constant reminders of this message (improve the organization's system instead of blaming its employees) is a reflection of the human condition.
2 of 2 people found the following review helpful.
A compelling premise that's worth reading by all government managers
By Patrick C. Sheehan
This book is written to reorient government managers' perception of how we achieve our goals.
I'm not a fan of most "customer service" centered works, but this book provides a useful rubric to determine who your "customers" are for a given product and how to determine the appropriate products ("widgets") to achieve your programmatic ends.
Government employees and those with an interest in improving government could benefit from reading this book
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