The chart below is one I have used since the 90's to focus on the affinities of the critical variables of an organization. The system depictions centers itself around the Vision and Vaues corner stones and the interdependencies of the components to obtain a desired outcome/s. The starting place for our behaviors and actions come from the prepondorous of the values demonsrated. These dominating values create a set of operating principles that pedict our behaviors. These principles color our glasse of the real view of our customer needs.
We are created for a purpose which is defined as our mission. We then should take What we do and set our goals to achieve our Vision. We then are able to define the processes we need to successfully meet our customer needs.
This is how this affinity diagram is used to design and/or diagnose our organizations.
Vision - The importance of articulating a Vision of the organization serves as the directional compass for the leaders and personnel of the organization to test their thoughts and ideas for "value". An example of a fire service vision is "to live in a community with no harm". This idealistic phrase represents the best outcome of the mission which could be "prevent harm".
Mission - The mission is the "What" the organization does to create the vision. It is the description that defines the difference between the what to do if it is a police department or a fire department (example). The coordinating of missions of the police department and the fire department is responsibility of government that establishes the quality of life for the community (authority having jurisdiction).
Customer Needs - Having established these definitions, the reason for these outputs are based on the needs of the customers. This is the difficult portion of this discussion. It is this process where most organizations have their most difficulty. Goals must be set on the capabilities to deliver that are balanced with the needs. Worth the cost becomes the discussion as the needs of the customer drives the Goal setting for the organization.
Goals - This is the how much of the "what". Goals are better written if they have some continuity year over year. The goals determine the processes needed to resource and the level of execution needed to meet the customer needs / desires. This degree of quality has to be balanced with the capability, cost and defect performance. If goals have continuity, the organization has constancy of purpose.
Processes - This defines our work. The system is the collection of all the processes. There are three systems in the model. 1. Leadership, 2. Management, 3. Service Delivery . Leadership is the strategic part, Management is the control part and the service delivery is the do part. Leadership outputs are directly consumed by the Management system and the Management outputs are consumed by the Delivery system.
The value added work becomes the critical process variables that will be managed. The critical variables need to perform in a stable range. The organization establishes the variance needed and set the objectives