Shared Vision

Peter Senge By Chad, Joey, Melissa and Viola

Key Precepts to Build a Shared Vision

* Deeper Purpose - history * Sharing - reflect/listen * Creative Tension - vision vs. reality

Reflect and talk about: What is important and why?

Our Organization's vision and mission

Shared Personal Real meaning Frustration -> satisfaction Devotion Engaged Multiple strands bind together

Organizations
Volunteers belong to the organization, but also to overlapping communities within an organization.

Community
Each team should be encouraged to have its own shared meaning.

Shared Meaning

If organizations were seen as communities then members would be volunteers.

Sharing requires communication

Managers...put aside fears!

Visions must be shared!

Guiding Principles

Vision Values Purpose Goals

Vision
...the future you imagine *present tense * detailed * direction

Values
...how we will operate on daily basis *behave *regard * lines to cross/not

Purpose
...what are we here to do? *mission *reason *ongoing

Goals
...what people commit to do *short-term *realizable *surpass barriers

New challenges for a manager

What used to seem like beating dead horses to move has suddenly become trying to steer wild horses!!!

Controlling & Evaluating Listening & Channeling

Remember.....
* Don't lose momentum * A vision is constantly evolving

.90 share

$40 share

"They go to work to build what they want to build, rather than because the boss wants them there."

"We will not succeed in navigating the complex environment of the future by peering relentlessly into a rear view mirror" -Ken Robinson

Building a Shared Vision

Every stage of the process should help build the listening capacity of the top leaders leadership capacities of the rest of the organization

Stage 1: Telling

The team or organization will not necessarily get a vote or say in the vision Old-fashioned and authoritarian. Vision is needed to stay in business or head in a new direction for competitive reasons

 Tips for Telling

Inform people directly, clearly, and consistently Tell the truth about current reality Be clear about non-negotiables Paint the details, but not too many

Stage 2: Selling

The leaders attempt to enlist the commitment of the team or organization. Boss knows the vision but needs "buy-in"

Tips for Selling

Keep channels open for responses Support enrollment, not manipulation Build relationships with your employees Focus on benefits Move from the "we" to the personal "I"

Stage 3: Testing

The "boss" attempts to

o tEnlist the commitment of the team or organization.

When the team is able to provide input and test the vision they will be more likely to support the new vision.

Tips for Testing

Provide as much information as possible Make a clean test Protect people's privacy Combine survey questionnaires with face to face interviews Test for motivation

Stage 4: Consulting

Consulting

Soliciting input from team members Preferred stage

Input
Members Adopt

Consulting: Tip 1

Use "Cascade" Process to Gather Information

Utilizes small teams of individuals from every level

Enhances natural working relationships Debriefing

Consulting: Tip 2

Build Protection Against Distortion of the Message

Video Tape Letter

Consulting Tips: 3 & 4

Gather and Disseminate Results

Collect anonymous comments

Do Not Tell and Consult Simultaneously

Do not prejudice the team

Lay out boundaries

Consulting Limits

Create one vision not a shared vision assumption Limited cooperation No complete buy-in

Great Video
http://www.youtube.com/watch?v=jIYlayPzw z8

Stage 5: Co-Creating

Co-Creating
o

Individual contribution creates a collective vision

Collective vision Individual personal visions Common purpose Team effort = Team control

Co-Creating: Tips 1 & 2

Start with Personal Vision

Starts with a shared vision Alignment not anarchy

Treat Everyone as Equals

One member = One vote Discourage status differences

Co-Creating: Tips 3 & 4

Seek Alignment, Not Agreement

Use skillful discussions Do not yield to temptation

Avoid "Sampling"

Sample population vision

Co-Creating: Tips 5 & 6

Among Teams Encourage Interdependence and Diversity

Teams members are linked Team leaders are members

Expect & Nurture Reverence for Each Other

Strategic Priorities

Next step beyond cocreating a vision Means to turn visions into specific goals Unless "chunks of work" are defined and approached, the organization may never achieve its vision.

What is a "Good" Strategic Priority?

Clearly linked to the shared vision Capable of galvanizing commitment from team Accountability Must be distinct enough that a single person or task force can "put their arms around it"

Example of a Strategic Priority

Increase the number of students that meet or exceed proficiency on benchmark assessments.

**Note the goal is measurable.

Where to Go from Here?

Personal Mastery o shared visions and personal mastery are simultaneous pursuits Team Learning o natural step from a shared vision o team members learn how to learn together

Where to Go from Here?

Systems Thinking o essential tool to make any shared vision a reality o people recognize they need strategies for pursuing the vision o collaboration among teams to pursue vision Mental Models o shared vision creates a strong need for working with the relevant mental models o Encourages reflection and inquiry skills

Final Thoughts
"The future belongs to those who see possibilities before they become obvious." John Scully "The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it." Michelangelo

"Vision without execution is hallucination. Thomas Edison