Organizational Assessment Tool for management and processes and systems
We were building the first school that would use exclusively alternative energies such as sun, wind, and passive solar. At the time the traditional western organizational methods and pyramid structures of management and org charts had their inherent obstacles, certainly, as it applied to this community project, which included their new business on producing solar panels through out other Indian Reservations in the USA.
I was sent in to help with the establishment of a business plan and to give advise on organizational structure and processes. After some weeks I was still going through a frustrating time in designing organizational methods that would bring about necessary changes.
Traveling one day, early in the morning driving in the Painted Desert along a dusty road, I was thinking about my woes and the difficulty I was having with using western organizational structures in a traditional culture. Just then a beautiful eagle came in view and was circulating the sky above me. Visualizing and seeing my problem from an eagle’s eye or his vantage point an image from the top of org chart looking down on an organizational pyramid structure flashed in my mind.
I saw a possible solution for an organizational chart of relationships and integrations in three levels, concentric circles from center to the outside with lines connecting and intersecting. I felt then, that this would be more reflective, accurate and comfortable in relating to this traditional matriarchal culture.
Soon after, I designed circular charts for not only organizational leadership but based on the integration of the functions and service levels for various projects and enterprises. It did not take long for Native Americans involved in these projects to refer my charts as organizational medicine wheels. By 1980 I was using these types of visuals in Emergency Medical Services and organizational change processes for ambulance organizations.
The following is one of those visual tools we use to view the interconnectivity of functions when establishing action plans and applying management processes and systems in Prospective Management. This non-traditional way to assess the needs of service internally and externally for service partners brought clarity to leadership and their understanding of the distinct functions within organizations. This led to our development of historical high performance public private partnerships in EMS and is used today by many organizations and agencies.
AMBULANCE SERVICE – A NEW MODEL FOR EMS
Today, an organization can design high performance readiness, availability, reliability and accountability for best possible outcomes.
Implement strategic management processes and systems that are distinct in their perspective and inter operative practice. These processes, when applied and deployed appropriately, in real-time, operate with continuous precision in improved organizational and clinical ways in EMS or for an ambulance service. Through a variety of internal services controls, communication loops and through-put, data and information exchanges fusing synchronized functions, that are all unique drivers in high performance service delivery such as:
5.Materiel & Resources
7. Accounting Services
11.Legal / Compliance
12.Customer & Partnering Services