1. Articulation of objectives
South Australia Health’s plan goals were clear. How it was going to get there was not so clear. Its objectives included connecting the aspirations from the organization’s strategic plan to action.
In particular, the strategic plan’s subtle and tacit objectives such as:
- an inspired and supported workforce
- fostering innovation
- teamwork accomplishing shared goals
were, effectively, not measured.
Given we pay attention to what we measure it seemed unlikely—to us, management and staff—such strategic goals would drive performance.
Our consulting engagement—the program became called an Integral Performance Framework—and consequential train the trainer program—holding and supporting internal staff to practically implement significant shifts for teams—addressed this.
Throughout the four-year process there was a continuous dialogue and a reporting of the choices we all made towards meeting these objectives. Such articulation was key to the success of the program.