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permits a comprehensive and coordinated view of all of its strategic, <br />tactical, and operational efforts. <br /> <br />10. <br /> <br />Identification of "BREAKTHROUGH LEADERSHIP TARGETS" which reflect <br />significant issues that do not seem to lend themselves to traditional <br />decision-making practices and management procedures. These issues, <br />frequently, are really ones that require extraordinary insight and <br />commitment for their resolution. As such, these issues require whole new <br />levels of thinking and perspective which must be integrated back in to the <br />goal-setting And MAPping process. <br /> <br />11. <br /> <br />Conducting an initial assessment of the current quality and extent of <br />organizational TEAMWORK essential for goal achievement. Frequently, an <br />organization will have an outstanding set of goals and supporting <br />objectives. However, difficulties may arise in the implementation phases <br />due to factors reflecting the level and quality of teamwork existing between <br />groups that must work in a collaborative manner. <br /> <br />12. <br /> <br />Establishing COMMUNICATIONS PROCESSES through which the critical <br />issues, specific performance outcomes, goals, and MAPs are <br />communicated throughout the organization so that all leadership groups <br />and affected parties have a full appreciation for the direction the <br />organization is taking and the role they have in the achievement of its <br />goals. <br /> <br />39 <br /> <br /> <br />