• UKCES: Understanding Human Centred Management

      York, Peter; Bonwick, Graham A.; Birch, Catherine S.; University of Chester (UKCES, 2016-04-03)
      The Human Centred Management project was required to solve the problem of supply chain inefficiencies brought about by unproductive human behaviours. Specifically, the project sought to used Behavioural Economics to improve the decisions made by making people aware of their illogical ‘Biases’ and ‘Heuristics’. Use of Transactional Analysis to make people more aware of their impressions and their audience to reduce antagonism in communication. Combine these methods using Behavioural Management Theory to create one unified approach which will create a 21st century solution to behavioural inefficiencies. The project primarily targeted two supply chains, led by two larger or ‘Prime’ organisations that had SME’s feeding the production process. The two supply chains underwent a number of interventions in the form of one-to-one sessions, workshops, master classes and simulations, in order to understand and influence the behavioural inefficiencies they were suffering. An Action Research methodology was used to both provide a flexible approach and also generate qualitative data. Before each intervention, questionnaire data and in some cases a behavioural health check was carried out in order to gain baseline data. Once complete the same questionnaires were completed and interviews with key participants were carried out. The interventions were a success producing a large amount of positive change and behavioural insights for analysis. Such improvements included dramatically improving the supply chain communication leading to claims of improved supply chain effectiveness over all, development of closer ties between supply chains in a geographically separated area and improved logical decision making where managers are aware of their biases and take the time to reflect on all the options. The three areas of psychology introduced proved to combine extremely well, complimenting one another’s weaker areas in order to produce the unified approach envisaged. Behavioural Economics was found to be an excellent analytical tool capable of deconstructing the root causes of behaviours. Transactional Analysis provided a suite of easily implementable and practical techniques for improving communication. Behavioural Management Theory provided a flexible approach to implementing the changes required. From the experience of the project and analysis of the data a Behavioural Framework was generated in order to allow other supply chains to benefit from this effective 21st century solution to behavioural inefficiencies.