We Don't Make Widgets: Overcoming the Myths That Keep Government from Radically Improving

Author: Ken Miller
Copyright: 2006
Publisher: Governing Books
Location: Washington
# of Pages: 124
Price:  $24.95
ISBN-10: 0-87289-480-0
ISBN-13: 978-0872894808
Date of Review: January, 2008

Miller's book about performance management in government asserts that in order to radically improve government operations, we should first radically change our beliefs about three myths. The myths are that we don't make products, we don't have customers, and we are not here to make a profit. Miller says that beliefs are powerful; they drive our behaviors. It is only through changing our beliefs that we can change our results.

Miller explains each of the three myths. We don't make widgets refers to the belief that government work is service-oriented rather than product oriented. Because of this, the work is difficult to define, measure and improve.

"We don't have customers" refers to the common belief that in government, our customers did not choose us nor did they ask for our services. In fact, the people who pay for our services are not the people receiving them.

We're not here to make a profit. This myth, Miller explains, refers to the lack of incentive to improve. Improvements get taken away from us.

Miller says these myths are not true. These myths, according to Miller, prevent us from seeing the reality of our organizations. No matter whether your organization is a public or private enterprise, all systems use the same model to get work done. Miller supplies examples of systems of work ranging from a system of work for a Ford Mustang to a system of work for a Child Abuse Investigation Report.

After identifying and countering the three myths, Miller explains in Chapter Six how to lead a large-scale change initiative. First, he shares what not to do by indicating the five ways to ruin your change initiative. The five ways are to focus internally on issues like communication and employee satisfaction; give it a name; pick low-hanging fruit; train everyone and assume everyone must participate.

Miller says that what we should do is to define the desired results (the profit) for the organization, identify the key systems (the widgets) most vital to achieving the results, and form teams to improve the key systems.

We Don't Make Widgets applies to both public and private organizations. It is a thoroughly enjoyable, potent read for policymakers who aspire to affect change.

Review by : Sherry Joyner