Adaption Notes,

The metaphor of Vectors is to be replaced with strategies for ensuring team work and staff buy in. This must be complemented with the leadership employing an affiliate style.

Level 1

• Create an organisational chart and specify details.
  • List all of the members of the organisation and their main responsibilities.
  • This should show all relationships between each of the functions.
  • Study the chart for redundancies and areas not covered.
  • Adjust responsibilities as required to ensure all vital areas are covered.
  • The structure should be as such the staff report to one boss.
  • There should be no mixing of responsibilities as this leads to confusion and bad feeling.
  • Care must be taken that those who manage do not manage too many or too little staff members. This balances waste vs an unmanageable team.
  • If several jobs have similar characteristics, they can often be effectively combined under a single manager’s responsibility or employee’s responsibility.
• Clarify each employee’s responsibilities and the boundaries of those responsibilities.
• The chart should be placed, where it will be seen in several places. If the responsibilities are complex have a detailed structure in a meeting room or staff room with simplified charts in other areas.

Level 2

• Expand the organisational chart so it becomes a part of an organisational structure. Ensure the direction of command is not vague and specific and thus is easy to act on.
  • Set some procedures and bylaws on the chart.
  • Structure the hierarchy such that it has mid-level managers that have the optimal choice to effect change (See “occupying the centre” strategy in the youtube resources)
  • Quantify objectives – specify who is to do what when and (if possible) how.
  • Care should be taken for managers give clear direction and objectives. This is so that those following these know that they are the ones who must accomplish this task.
  • Break down objectives down to the level of detail that is appropriate to the division or individual.
• All objectives are broken down clearly and logically as instructions passed down the chain of command.
• Objectives are quantifiable and goals put on charts to track progress easily.

Level 3

Level 2 often results in a “Clockwork style” is in place, clear instruction is coming down from the top with rational division of responsibilities. The organisation is running like gears in a clock.

• Create goals. These goals are shared and staff understand the need to have all “vectors” aligned for progress on objectives. Vectors are areas of focus that if not aligned (not pulling in the same direction) then efforts (including herculean) may not result in actual improvement. Staff should not only agree on a shared plan but the strategy that will allow the plan to happen (See the related video in the youtube resources)
• Create clear lines of communication bi-directional from top to bottom. Ensure adequate feedback from lower levels of the organisation. e.g See you said, we did boards.
• Use Vector alignment check sheets or some other inter-level co-ordinating system and hold regular meetings. These meetings must include staff across all levels

Co-operation and teamwork is essential for success. Leadership is fundamental to this. Time and effort should be placed in ensuring those who are to leaders perform their role. please see the section relating to leadership.

Level 4

Meetings are being held regulatory at all levels and some meetings that include all levels – e.g improvement events

• Harmonise the practices objectives.
• Emphasis the improvement of the individual with training and protected time. This ensures flexibility in the staff to adapt to changing goals or changes to the environement in the practice serves, Staff with this level of flexibility can find solutions to problems or can take advantage of opportunities as they arise.
• Reconcile personal and organisational goals.
• Goals should be almost universally shared across the staff.

Level 5

To achieve level 5 all goals, objectives are fully realised with systems and strategies that ensure success.

There are systems in place that facilitate mutual and self development of staff.

• 6 monthly goal and strategy meetings are held
• Use of shared calendars to set important dates and milestones for projects.
• There are systems in place that allow the practice to react with speed and confidence if events outside the practice create significant challenges.
• Create a substantial disaster recovery plan. All staff engage in the creation of the plan. The plan is then kept near to hand in case it is needed.