building shared vision

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

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Thank you for your attention and cooperation