Worked with the senior management of the Nelson-Marlborough District Health Board at Nelson Hospital (1614 full-time equivalent staff, $254M funding) to bring them through an analysis to their core problem.
The chief operating officer, senior medical officer, general manager of funding and planning, three general practitioners contracted as hospital liaison, the medical services manager, surgical services manager, and the administrative staff manager were present (The CEO was called away by auditors). Each staff member gave 6-10 major problems that make it difficult for them to carry out their particular job. These were then grouped in an affinity diagram, and composite headings made of the common complaints.
These common complaints were then “worked” through a device known as a current reality tree which starts with symptomatic problems at the top and works down to underlying systemic or core problems at the base, or maybe a core conflict. In this particular case the staff decided that a “silo mentality” was the core problem. Although this particular “tree” does not have many entities, or that many levels, it does, through numerous feedback loops capture the “complexity” that the staff felt that their system operated under.
To gain agreement amongst such a group of people is a substantial undertaking and I know of no other method that is capable of doing this.
This is a project made by Dr. Kelvyn himself
