Personal trainer, gym membership from them you must flea. If only one listens to the smallest of a plea. You’ve got to be a salmon and swim upstream with me. Open your eyes somnambulist wake up, you must see.
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The reality here is that labor wants us to thrive labor wants us to be the best in the health care industry and labor wants us all to be more fully engaged in realizing our full potential together with our respective partners in the partnership.įinally to sum it all up with a poetic insight on "The Value Compass": The most recent agreement have very specific language around the purpose and meaning of the value compass for all of us. It became so import to all parties that it is now a part of several national agreements spanning from 2005 to the present. The way to more perfect balance is taking action on the points around the compass that all positively impact the patient / member and when done in conjunction takes us on a transformational journey to high performance.”Īt some point after initial development and approval of the various unions of the CKPU the value compass then found its way to the Office of Labor Management Partnership for Kaiser Permanente in California and it was formally accepted as our visual means to focus our work going forward. While a compass always points north, our compass leads us to the center the center of our universe is our patients and our members. John exclaimed with hands outstretched toward us as staff of Kaiser Permanente saying “The particular direction of the value compass is towards the patient towards the member!" He continued saying “A compass is in perfect balance and because of this always points north and so using it on our own balancing score card of sorts allows us to identify what things when considered together puts us in perfect balance as an organization. What happened next is not quiet clear in the value compass developmental time line however, resulted in the development of the compass idea as a way to visualize what we all are to do in our everyday work life to balance all things in a particular direction. What he described was to become a foundational outline or base for the making of our own “score card” that would guide, balance and focus all of us on transformation to a high performing and learning organization both for the labor unions, the coalition and for Kaiser Permanente. With a gleam in his eye and a proud smile he proceeded with a brief description that you can research on your own if you are interested in balancing score cards. Part of the tour included an explanation of what is commonly called a balancing score card. He was accompanied by several representatives from the various regions of the Coalition of Kaiser Permanente Unions. He recounted a trip to Sweden to a particular county to tour their health care system there in 2007. One Thursday evening over a simple yet elegantly spread dinner with an intimate group of labor staff from the Mid Atlantic States region, the executive director of the Coalition of Kaiser Permanente Unions, John August, gave his account of where our value compass came from as a discussion around what we the labor staff thought it represents to our organization.
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