Post on 25-Feb-2016
description
BUILDING SHARED VISION
Krith KarnjanakittiPh.D. Candidate
COURSE OBJECTIVES Introduction to the Fifth Discipline An understanding of the principles underpinning a
shared vision Show case study of FH-CMU and Montfort School
“IF YOU WANT TO BUILT A SHIP, DON’T DRUM UP PEOPLE TO COLLECT WOOD AND DON’T ASSIGN THEM TASKS AND WORK, BUT RATHER TEACH THEM TO LONG FOR THE ENDLESS IMMENSITY OF THE SEA.”
ANTOINE DE SAINT–EXUPERY
LEARNING ORGANIZATION DEFINITION: PETER SENGEFrom The Fifth Discipline, 1990:
“…organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.” 4
Fundamental Orientation:
Vision, Aspiration, Purpose, Meaning(What you want)
Current Reality(What you have)
Creative Tension
The Art & Practice of the Learning organization
Peter Senge
1.Personal Mastery. Learning organizations must be fully committed to the development of each individual's personal mastery--each individual's capacity to create their life the way they truly want.
2.Mental Models. Our vision of current reality has everything to do with the this discipline--mental models--because what we really have in our lives is constructions, internal pictures that we continually use of interpret and make sense out of the world.
3.Building Shared Vision. The idea of building shared vision stresses that you never quite finish it--it's an ongoing process.
4. Team Learning. Individual learning, no matter how wonderful it is or how great it makes us feel, if fundamentally irrelevant to organizations, because virtually all important decisions occur in groups. The learning unit of organizations are "teams," groups of people who need one another to act.
5. Systems Thinking. The last discipline, the one that ties them all together, is systems thinking.
Senge, Peter. 1990. The fifth discipline: The art and practice of the learning organization. New York: Doubleday.
Ray, Michael & Rinzler, Alan. (Eds). 1993. The new paradigm in business: Emerging strategies for leadership and organizational change. Los Angeles: Tarcher/Perigee.
CORNERSTONES OF A LEARNING ORGANISATION
Aspiration: Individual & Collective
Understanding Complexity & Change Collaboration
Personal MasteryShared Vision
Mental Models
Systems Thinking Team Learning
Creative tension in rubber band
Aspirations
Reality
Practices
Principles
Essences
Personal Mastery
Holding Creative Tension Structural Conflict: The
Power of your Powerlessness
Commitment to the truth
Using the Subconscious
Personal Vision
Leaps of Abstraction
Left-Hand Column
Balancing Inquiry and Advocacy
Espoused Theory versus Theory-in-Use
Mental Models
Shared Vision
EncouragingPersonal Vision
Guidelines for Enrollment andCommitment
Spreading Visions
Anchoring Vision In a set of
Governing Ideas Creative Tension and
Commitment to the Truth
Positive versusNegative Vision
From Personal VisionsTo Shared Visions
Dialogue and Discussion
Conflict and Defensive routines
Team Learning
Systems Thinking
Reinforcing
Feedback
Balancing Process
Delays
SystemsThinking
PersonalMastery
Shared Vision
Team Learning
Mental Models
INTRODUCTION
SV is the answer to the question “What do we want to create?”
SV creates commitment, connectedness to those who hold it
Provides the focus and energy for learning SV is subscribed to because it reflects the
holder’s personal vision
Prepared by James R. Burns
WHAT IS SHARED VISION? Ability to maintain a collective picture of a future that is sought Reflects a desire to be connected and
becomes part of pursuing a larger purpose that is embodied in the organization’s services
Commitment is by choice, not compliance
Scenario planning: tool to build shared vision 18
Shared vision
person1
person2person3
Personal visions: variation
Shared vision : fully aligned
WHY SHARED VISIONS MATTER Visionaries like Henry Ford, Steve Jobs, Theodore
Vail, Kennedy were able to articulate their visions in ways that galvanized people to join with them
Shared Vision uplifts people’s aspirations Making the motorcar affordable by everyone Accelerating learning through use of PC’s Bringing the world into communication through
telecommunication Leaving footsteps on the Moon Making the world accessible through travel
Prepared by James R. Burns
WHY ELSE DO SHARED VISIONS MATTER Shared Visions are exhilarating, exciting, galvanizing Allows people who mistrusted each other to work
together High-performing teams have a strong sense of shared
vision and purpose according to Abraham Maslov Shared Visions compel courage--doing whatever is
needed in pursuit of the vision Learning organizations do not exist without Shared
Vision
Prepared by James R. Burns
LEARNING ORGANIZATIONS AND SHARED VISION
Vision establishes the overarching goal Shared Vision compels new ways of thinking and
acting Shared Vision provides a rudder for keeping the
learning process on course
Prepared by James R. Burns
SV FOSTERS A LONG-TERM VIEW
Japanese believe building a great organization is like growing a tree It takes 25 to 50 years
Parents of young children try to lay a foundation of values and attitude that will serve an adult 20 years hence
Strategic planning tends to reflect more of the “short-term” than “long-term” Corporate leaders are more immersed in the problems of
today than the opportunities of tomorrow
Prepared by James R. Burns
THE DISCIPLINE OF BUILDING SHARED VISIONShared Vision emerges from personal
visionsPeople with a strong sense of personal
direction can join together to create a powerful synergy toward what I/we truly want
PM is the bedrock for developing shared visions
Prepared by James R. Burns
BUILDING SHARED VISIONS, CONTINUED We can’t force people to develop personal
visions
We can create a climate that encourages personal vision
Prepared by James R. Burns
SV IN TERM OF LEVEL OF PRACTICE, PRINCIPLES, AND ESSENCE
Essences•COMMONALITY
OF PURPOSE
Principles
•SHARED VISION AS
“HOLOGRAM”
•COMMITMENT VS. COMPLIANCE
Practices•VISION PROCESS
--SHARING PERSONAL VISIONS
--LISTENING TO OTHERS
--ALLOWING FREEDOM OF CHOICE
•ACKNOWLEDGING CURRENT REALITY
•PARTNERSHIP
BUILDING SHARED VISION
COMMITMENT < > COMPLIANCE Commitment Compliance
Dedication Conformity Loyalty Ceremony Pledge Formal procedure Devotion Falling in line Allegiance Acquiescence Responsibility Submission Resoluteness Giving in
Wants it Will make it happen Owns it
Which one will u chose?
MISUNDERSTANDING
LEVEL OF COMPLIANCE
oGENUINE: SEES THE BENEFITS, DOES EVERYTHING EXPECTED AND MORE, GOOD SOLDIER
oFORMAL: SEES THE GENERAL BENEFITS, DOES WHAT’S EXPECTED AND NO MORE, PRETTY GOOD SOLDIER
oGRUDGING: DOES NOT SEE BENEFITS, DOES ENOUGH TO GET BY, RELUCTANT SOLDIER
oNONCOMPLIANT: DOES NOT SEE THE BENEFITS, WILL NOT DO WHAT’S EXPECTED, REBELLIOUS SOLDIER
oAPATHY: DOES NOT CARE, NOT INTERESTED, WHATEVER, INDIFFERENT SOLDIER
ADAPTED FROM “THE FIFTH DISCIPLINE” BY PETER SENGE
HOW ORG. CREATES A SHARED VISIONTo be considered 1/3 Shared vision begins with employees developing their
personal visions Org. must determine its core value, core purpose, and
envision the desired future by asking employees the following questions:
a) What are guiding principles for how we operate and work together?
b) Why do we exist? c) What do we want to create?
HOW ORG. CREATES A SHARED VISIONTo be considered 2/3 The emerging shared vision must be consistent with
the org’s core, purpose and value. Likewise, it must in some way reflect the individual
visions upon which it was built. This is the crucial point of creating harmony and commitment.
Once a shared vision is developed, it is important to set success indicators or benchmarks that mark progress toward realizing the vision.
A vision requires sustenance. It will die without ongoing dialogue.
HOW ORG. CREATES A SHARED VISIONTo be considered 3/3 Org. need to view itself as a community where people are
bound to the org. by the promise of what they can contribute, not by what they can get.
“Ask not what your country can do for you, ask what you can do for your country” JFK, 1961
A servant leader is one who emphasizes service to others, a holistic approach to work, creating a sense of community, and shared decision-making. Robert Greenleaf in Servant Leadership
Everyone in org. will need to develop patience, perspective, and perseverance as you embark on this journey. Developing shared vision is a change process, and like any change process, it will be harder to manage initially than it will be further in to the process.
RELATIONSHIPS BETWEEN PURPOSE, VISION, AND VALUES Visions make the purpose (mission) more
concrete and tangible Core values are necessary to help people
with day-to-day decision making Purpose is abstract, vision is long term But core values must be translatable into
concrete behaviors
Prepared by James R. Burns
COMMON REASON WHY VISIONS DIE Org. believes employees are committed to the
vision when in fact they are only compliant During the process of SV, the diversity of personal
visions, the diversity of personal visions creates the conflicting visions and polarization. (just a set of personal visions)
The gap between the current reality and the vision is too wide
Employees have not developed the ability to hold the visions in face of current reality.
COMMON REASON WHY VISIONS DIE The immediacy of the day-to-day demands competes
with the need for long planning. Employees may complain it takes too much time and/or feel unproductive.
Org. believes that they are done – it does not see the visioning process as an on-going dialogue that maintains its sense of community.
Note: Although creating a shared vision is a time- consuming process that often feels lacking in direction, it sets the stage for achieving the desired future. It is the foundation upon which all else will be constructed and without a solid foundation, future works will be shaky as best.
Communities of practice:
A group of people who:• Share an interest in a topic (Domain),
• Interact and build relationships (Community)
• Share and develop knowledge (Practice).
Communities of practice: The organizational frontier -- Harvard Business Review, Jan/Feb 2000
Cambridge U Press, 1998
Step 1Define Team Purpose
Step 2Create Future Images
Step 3Display Individual
Images
Step 5Share the Vision
Step 4Create a Shared
Vision
Overview of key steps
MODEL FOR THE VALIDATE BUILDING SHARED VISION
Design SpecificationPractice:-To enable the EP staffs realize the building shared vision- To practice the articulation of personal vision To evolve the completed hand out format in term of shared EP vision
Design SpecificationPractice:-- To integrate the shared vision ideas of each group of nationalities and administrators.
Design SpecificationPractice:-To in form the final the EP vision to all EP staffs- To make commitment the EP vision amongst the EP staffs that everyone should apply the vision to use for individual’s task- To shared vision effort of every member of the EP to build on the organization’s success.
Design SpecificationPrinciple::-To gain a mutual understanding of current realities-To completed building shared vision as a refined vision statement by representative of seven nationalities and administrators
Building shared vision
Building shared vision
Applying originating ba: Sharing feelings, emotion, sympathizing which were related to sense of belonging based on the results of Developing Phase
Individual Collective
Apply dialoguing ba: as Team learning:: Articulating each nationality by sharing skills, knowledge, ideas in group of each nationality and converting into each nationality’s concept of vision
Apply Systemizing ba:Offers a context for combination of existing explicit knowledge in terms of shared vision statement disseminate knowledge
Apply Exercising ba: -Individuals embody explicit knowledge that can communicate openly and clearly to each other -Every member of the organization understands very well after on the job training or orientation and is able to utilize document, manual for his own jobs.
Originating ba Dialoguing ba
Systemizing baExercising ba
Explicit Explicit
Explicit
Explicit
Tacit Tacit
Taci
tTa
cit
Face
to fa
ce in
tera
ctio
n
It should be……
Thank you for your attention and cooperation