Leaders had not only to listen actively but also find time and arrange meetings sometimes just to listen to the people. It was not as important to give decisions as to listen to the staff and the community. The leaders were liked more by the staff if they were active …show more content…
It was highlighted that at every level there are different values and different measures of success. At the corporate level for example, value may be most efficient services and cost saving could be the measure of success; however at the ground level, value may giving ample time to patient for their issues and measure of success may be the highest level of patient satisfaction. Often these values and measure of success at different levels may not match and hence the differences arise and terminology likes ‘us and them’ development in the institution. In the same example as above, spending more than necessary time with the patient may be seen as loss of affectivity by the corporate sector team, since the values and measures of success are different at both these levels. This has the potential to lead to differences amongst staff and impaired coordination. In the rural area, the cog wheels need to be well aligned since each cog has higher value in the total output, as opposed to urban areas where cogs are small and hence the overall effect of few dis-coordinated cogs is not as pronounced as in the rural areas. The concept of ‘values and measure of successes also applied to individual levels at work place in rural areas. For example, value of the clinician may be in the successful