JMoore

1/18/06, pages 38-77

Takara Too becomes the point of interest for Rhonda.  She soon recognizes the insightfulness of this very popular sushi restaurant as a route to follow in inserting continuity into the 6th floor at Good Samaritan Hospital.  She learns ways that management create experiences that customers value.  Ishy, the owner of the restaurant, tell of her personal vision of IT--defined as the way she sees her restaurant going in the future.  Ishy converses with Rhonda.  Conversation becomes a necessary tool in moving forward.  (More on that later.)

Rhonda returns to the hospital and "converses" with Ping, a nurse.  In turn, Ping does the same with other nurses.  I see conversation as a way of getting others to "buy in" into the vision (mission statement).  Thus, new comers feel part of the team. 

Nurse Scallpell comes from corporate headquarters as new hospital head nurse.  She is a page out of the old book.  Immediately, she faults the staff with their silly trinkets and orders them removed. Rhonda worries about the progress her floor has made.  Destroyed, she thinks, but she talks positively with other nurses.  Rhonda tells others that Nurse Scappell as an opportunity to move their outward ideas, which may be only temporary, inwardly.  Nurses came up with their own ideas--example of bottom-up management.

Enter the thrust of Fish Sticks:  Find IT, Live IT, and Coach IT.  Personalize the organization's vision statement--Find IT.  Experience vision moments--Live IT.  Everyone participatges in teaching others--Coach IT

I'm seeing this book as helpful in individualizing our school's vision statement.  Putting it in my own words.  Showing how it pertains to me and my fellow teachers in our quest to teach 6 grade students.  As the book continues, I expect to learn ways to adapt to East Central.