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Building Shared Vision. Krith Karnjanakitti Ph.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.

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building shared vision

Building Shared Vision

Krith Karnjanakitti

Ph.D. Candidate

course objectives
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
slide3

“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 senge
Learning Organization Definition: Peter Senge
  • 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.”
slide5

Fundamental Orientation:

Creative Tension

slide6

The Art & Practice of the Learning organization

  • Peter Senge
  • 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.
  • 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.
  • Building Shared Vision. The idea of building shared vision stresses that you never quite finish it--it's an ongoing process.
slide7

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

Personal Mastery

Aspiration: Individual

& Collective

Shared Vision

Mental Models

Systems Thinking

Team Learning

Understanding Complexity & Change

Collaboration

Cornerstones of a Learning Organisation
slide10

Essences

Principles

Practices

slide11

Personal Vision

Holding Creative Tension

Personal

Mastery

Structural Conflict: The

Power of your Powerlessness

Commitment to the truth

Usingthe

Subconscious

slide12

LeapsofAbstraction

Left-Hand Column

Mental

Models

Balancing Inquiry

and Advocacy

Espoused Theory

versusTheory-in-Use

slide13

Encouraging

Personal Vision

Positive versus

Negative Vision

From Personal Visions

To Shared Visions

Shared Vision

Spreading Visions

Guidelines for

Enrollment and

Commitment

Anchoring Vision

In a set of

Governing Ideas

Creative Tension and

Commitment to the Truth

slide14

Dialogue and

Discussion

Team Learning

Conflictand

Defensive

routines

slide15

Reinforcing

Feedback

Systems

Thinking

BalancingProcess

Delays

slide16

Personal

Mastery

Mental Models

Shared Vision

Systems

Thinking

Team Learning

introduction
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
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
slide19

Shared vision

person1

person2

person3

why shared visions matter
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
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
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
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 vision
The Discipline of Building Shared Vision
  • 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

building shared visions continued
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

commitment compliance
Commitment < > Compliance

Wants it

Will make it happen

Owns it

Which one will u chose?

level of compliance
Level of Compliance
  • GENUINE: SEES THE BENEFITS, DOES EVERYTHING EXPECTED AND MORE, GOOD SOLDIER
  • FORMAL: SEES THE GENERAL BENEFITS, DOES WHAT’S EXPECTED AND NO MORE, PRETTY GOOD SOLDIER
  • GRUDGING: DOES NOT SEE BENEFITS, DOES ENOUGH TO GET BY, RELUCTANT SOLDIER
  • NONCOMPLIANT: DOES NOT SEE THE BENEFITS, WILL NOT DO WHAT’S EXPECTED, REBELLIOUS SOLDIER
  • 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
How Org. Creates a Shared Vision

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 ision1
How Org. Creates a Shared Vision

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 ision2
How Org. Creates a Shared Vision

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.
relationships between purpose vision and values
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
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 die1
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.

slide38

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

slide39

Step 1

Define Team Purpose

Step 2

Create Future Images

Step 3

Display Individual Images

Step 4

Create a Shared Vision

Step 5

Share the Vision

Overview of key steps

model for the validate building shared vision
Model for the validate building shared vision

Tacit

Tacit

Individual

Collective

Building shared vision

Tacit

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

Apply dialoguing ba: as Team learning::

Articulating each nationality by sharing skills, knowledge, ideas in groupof each nationality and converting into each nationality’s conceptof vision

Explicit

Applying originating ba:

Sharing feelings, emotion, sympathizing which were related to sense of belongingbased on the results of Developing Phase

Design Specification

Practice:

-

- To integrate the shared vision ideas of each group of nationalities and administrators.

Originating ba

Dialoguing ba

  • Face to face interaction

Exercising ba

Systemizing ba

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.

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.

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

Apply Systemizing ba:

Offers a context for combination of existing explicit knowledge in terms of shared vision statement disseminate knowledge

Explicit

Tacit

Building shared vision

Explicit

Explicit