2.2.4 Solutions implementation through inclusive communication processes

Requirement 1: The organisation has an effective program for recruiting and developing people with the capabilities necessary not just to do a job but to shape future strategic success.

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A shortage of competencies and/or developmental programs exists

Some competencies exists but much is being wasted

A steady supply of highly expert personnel exists & they actively contribute to reshape strategic goals

Supporting Observations:

Requirement 2: The enterprise has an environment capable of sustaining individual needs.

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No "sparks" of individuality are present

Some idea people are present but too often smothered

Individuality & diversity of thinking is encouraged and supported

Supporting Observations:

Requirement 3: The enterprise has built-in provisions capturing feedback on system problems.

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Those in power are often isolated from, and fail to see what is really going at the 'coal face'

Certain organisational members are allowed to offer feedback on management systems but many more are not able to do this

An atmosphere exists in which problems with systems can be reported to managers at all levels

Supporting Observations:

Requirement 4: The organisation responds to feedback.

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Obstacles prevent feedback on problems being actioned

A guarded, often unspoken, formal system prevails where feedback is acknowledged but not actioned

An open and spontaneous feedback system prevails where problems are identified and removed

Supporting Observations:

Requirement 5: The organisation has functional flexibility, a fluidity of internal process and teams.

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Each section works to its goals in isolation to other processes/ business units

Units may cooperate but boundaries tend to be relied upon unless individual interests are met

Process and teams exist but goals and flexibility are collectively actioned to achieve mutual benefits

Supporting Observations:

Requirement 6: The organisation has the means for appraisal or professional development sessions to be used by staff to suggest means to improve processes and procedures.

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Total reliance on and subservience to procedures

Procedures are set in manuals that are updated by designated staff

Procedures are perceived as means to ends and any formal contact with staff is used as an opportunity to address process problems

Supporting Observations:

Requirement 7: The organisation has the means to build a sense of common purpose with employees and people in the community.

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Members and their sub-units hold on ferociously to their turf and input from 'outside' is not sanctioned

Teams are embraced but divergent opinions or societal needs are not incorporated into team decision making

Members seek input from individuals within and outside the organisation in order to maximise results

Supporting Observations:

Requirement 8: The organisation is interested in what it will do in the long term, not solely focused on what it has done and is doing in the short term.

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Members rest on their laurels and pay homage to the organisation's historical roots

Members look forward to the future but are constrained by stories of past successes

Members habitually look ahead and develop contingencies to cope with the future

Supporting Observations:

Requirement 9: The organisation has members who have strong convictions developed through participative involvement.

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Most members are apathetic and lack commitment to the organisation's development

Members tend to get worn down by their continued efforts to change the organisation

Members have a strong belief in the organisation and link their involvement with its success

Supporting Observations: