Interrelation refers to the harmonious balance of components within the organisation, and the smooth functioning of the circuits by which resources such as information are shared and transmitted or decisions communicated. Two dimensions of interrelation which are emphasised by all frameworks reviewed are open and honest communication, and fairness. Identity refers to the relationship between the parts and the whole. Identity is often referred to in the literature using terms such as ‘cohesiveness’ and ‘shared values’. Identity includes both structures and perceptions. A healthy organisation is one which is structured in such a way that the role of each component contributes to the overall function of the whole. It is also one in which these structures are clearly perceived and shared throughout the organisation, creating a “sense of belonging” (Quick et al. 2007). Different theories of organisational health adopt different views on the process of change which promotes identity, with some strongly emphasizing the integrity and consistency of individual leaders within the organisation (Quick et al. 2007), and others referring in more neutral terms to a process of “alignment” throughout the organisation (De Smet et al. 2006). The theory of organisational culture (section 3.6 below) may be valuable for understanding this process. The process by which parts and whole are aligned also ensures that the organisation’s values are effectively propagated. Hence, a further characteristic which forms part of the identity dimension is “clarity of purpose”, which is mentioned by virtually all theorists of organisational health.