B S V

frizzflowerUrban and Civil

Nov 29, 2013 (3 years and 6 months ago)

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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

Fundamental Orientation:

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.

C
ORNERSTONES

OF

A

L
EARNING

O
RGANISATION

Aspiration
: Individual



&
Collective

Understanding
Complexity & Change

Collaboration

Personal Mastery

Shared 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

Encouraging

Personal Vision

Guidelines for

Enrollment and

Commitment

Spreading Visions

Anchoring Vision

In a set of

Governing Ideas


Creative Tension and

Commitment to the Truth

Positive versus

Negative Vision

From Personal
Visions

To Shared Visions


Dialogue and

Discussion




Conflict

and


Defensive


routines




Team
Learning


System
s



Thinking




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


Shared
vision

person1

person2

person3


Personal visions: variation


Shared vision : fully aligned

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


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
C
OMMITMENT

< > C
OMPLIANCE


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?

M
ISUNDERSTANDING


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

Building shared vision

Applying originating
ba
:



S
haring 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
ba

Exercising
ba

Explicit

Explicit

Explicit

Explicit

Tacit

Tacit

Tacit

Tacit

Face to face interaction

It should be……

Thank you for your
attention and
cooperation