Building Shared Vision

1. Building Shared Vision Krith Karnjanakitti Ph.D. Candidate

2. 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

3. “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

4. 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.”

5. Fundamental Orientation: Creative Tension

6. 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.

7. 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.

8. Personal Mastery Aspiration: Individual & Collective Shared Vision Mental Models Systems Thinking Team Learning Understanding Complexity & Change Collaboration Cornerstones of a Learning Organisation

9. Creative tension in rubber band Aspirations Reality

10. Essences Principles Practices

11. Personal Vision Holding Creative Tension Personal Mastery Structural Conflict: The Power of your Powerlessness Commitment to the truth Usingthe Subconscious

12. LeapsofAbstraction Left-Hand Column Mental Models Balancing Inquiry and Advocacy Espoused Theory versusTheory-in-Use

13. 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

14. Dialogue and Discussion Team Learning Conflictand Defensive routines

15. Reinforcing Feedback Systems Thinking BalancingProcess Delays

16. Personal Mastery Mental Models Shared Vision Systems Thinking Team Learning

17. 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

18. 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

19. Shared vision person1 person2 person3

20. Personal visions: variation

21. Shared vision : fully aligned

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. Sv IN TERM OF LEVEL OF PRACTICE, PRINCIPLES, AND ESSENCE

29. Commitment < > Compliance Wants it Will make it happen Owns it Which one will u chose?

30. Misunderstanding

31. 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

32. 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?

33. 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.

34. 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.

35. 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

36. 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.

37. 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.

38. 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

39. 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

40. 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

42. It should be……

43. Thank you for your attention and cooperation