Presentation on theme: "B UILDING S HARED V ISION Krith Karnjanakitti Ph.D. Candidate."— Presentation transcript:
B UILDING S HARED V ISION Krith Karnjanakitti Ph.D. Candidate
C OURSE O BJECTIVES Introduction to the Fifth Discipline An understanding of the principles underpinning a shared vision Show case study of FH-CMU and Montfort School
“I F 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.” A NTOINE DE S AINT –E XUPERY
L EARNING O RGANIZATION D EFINITION : P ETER S ENGE From 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
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.
C ORNERSTONES OF A L EARNING O RGANISATION A Aspiration : Individual & Collective Understanding Complexity & Change Collaboration Personal Mastery Shared Vision Mental Models Systems Thinking Team Learning
Creative tension in rubber band Aspirations Reality
Personal Mastery Personal Mastery Holding Creative Tension Structural Conflict: The Power of your Powerlessness Structural Conflict: The Power of your Powerlessness Commitment to the truth Using the Subconscious Using the Subconscious Personal Vision
Leaps of Abstraction Left-Hand Column Balancing Inquiry and Advocacy Balancing Inquiry and Advocacy Espoused Theory versus Theory-in-Use Espoused Theory versus Theory-in-Use Mental Models Mental Models
Shared Vision Encouraging Personal Vision Encouraging Personal Vision Guidelines for Enrollment and Commitment Guidelines for Enrollment and Commitment Spreading Visions Anchoring Vision In a set of Governing Ideas Anchoring Vision In a set of Governing Ideas Creative Tension and Commitment to the Truth Creative Tension and Commitment to the Truth Positive versus Negative Vision Positive versus Negative Vision From Personal Visions To Shared Visions From Personal Visions To Shared Visions
Dialogue and Discussion Dialogue and Discussion Conflict and Defensive routines Conflict and Defensive routines Team Learning
Systems Thinking Systems Thinking Reinforcing Feedback Reinforcing Feedback Balancing Process Delays
Systems Thinking Personal Mastery Shared Vision Team Learning Mental Models
I NTRODUCTION 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
W HAT IS S HARED V ISION ? 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
W HY S HARED V ISIONS M ATTER 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
W HY ELSE DO S HARED V ISIONS M ATTER 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
L EARNING O RGANIZATIONS AND S HARED V ISION 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
T HE D ISCIPLINE OF B UILDING S HARED V ISION Shared Vision emerges from personal visions People 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
B UILDING S HARED V ISIONS, C ONTINUED We can’t force people to develop personal visions We can create a climate that encourages personal vision Prepared by James R. Burns
S V IN TERM OF LEVEL OF PRACTICE, PRINCIPLES, AND ESSENCE
C OMMITMENT C OMPLIANCE CommitmentCompliance 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?
L EVEL OF C OMPLIANCE o GENUINE: SEES THE BENEFITS, DOES EVERYTHING EXPECTED AND MORE, GOOD SOLDIER o FORMAL: SEES THE GENERAL BENEFITS, DOES WHAT’S EXPECTED AND NO MORE, PRETTY GOOD SOLDIER o GRUDGING: DOES NOT SEE BENEFITS, DOES ENOUGH TO GET BY, RELUCTANT SOLDIER o NONCOMPLIANT: DOES NOT SEE THE BENEFITS, WILL NOT DO WHAT’S EXPECTED, REBELLIOUS SOLDIER o APATHY: DOES NOT CARE, NOT INTERESTED, WHATEVER, INDIFFERENT SOLDIER ADAPTED FROM “THE FIFTH DISCIPLINE” BY PETER SENGE
H OW O RG. C REATES A S HARED V ISION To 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?
H OW O RG. C REATES A S HARED V ISION To 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.
H OW O RG. C REATES A S HARED V ISION To 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.
R ELATIONSHIPS BETWEEN P URPOSE, V ISION, AND V ALUES 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
C OMMON R EASON W HY V ISIONS D IE 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.
C OMMON R EASON W HY V ISIONS D IE 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 1 Define Team Purpose Step 2 Create Future Images Step 3 Display Individual Images Step 5 Share the Vision Step 4 Create a Shared Vision Overview of key steps
M ODEL FOR THE VALIDATE BUILDING SHARED VISION Design Specification Practice: -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 Specification Practice: - - To integrate the shared vision ideas of each group of nationalities and administrators. Design Specification Practice: -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 Specification Principle:: -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 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 baDialoguing ba Systemizing ba Exercising ba Explicit Tacit Face to face interaction