Asking Questions ...
Tips to help bring forth Shared Visions within teams
The Fifth Discipline Fieldbook, pg 312, Bryan Smith
A vision is not really shared unless it has staying power and
evolving life-force that lasts for years, propelling people through a
continuous cycle of action, learning and reflection.
A shared vision is often a culmination of months (sometimes up to
a year) of intense conversation and dialogue. Everyone in it, takes
part in at least one shared vision session, talking about their
aspirations for their lives and their work. The resulting vision is a
creative synthesis (note, not convergence) of all that has
emerged. It is like a diamond with many diverse facets and each
member can see through at least one facet as a personal window
into the larger vision (mouse-over the diamond on the right -
smile). Every member had heard his or her own aspirations
reflected somewhere.
Six months later, the process continues. People throughout the
organisation continue to meet in small teams at work, at local
gathering places after work, and even in each others' homes.
Conversations focus on what they can (note, not why the
cannot!) - individually and as a team - do to move toward the
vision. Their pride, energy and commitment is even more evident
that it was six months earlier.
What has happened here?
A vision is not really shared unless it has staying power and
evolving life-force that lasts for years, propelling people through a
continuous cycle of action, learning and reflection.
A shared vision is often a culmination of months (sometimes up to
a year) of intense conversation and dialogue. Everyone in it, takes
part in at least one shared vision session, talking about their
aspirations for their lives and their work. The resulting vision is a
creative synthesis (note, not convergence) of all that has
emerged. It is like a diamond with many diverse facets and each
member can see through at least one facet as a personal window
into the larger vision (mouse-over the diamond on the right -
smile). Every member had heard his or her own aspirations
reflected somewhere.
Six months later, the process continues. People throughout the
organisation continue to meet in small teams at work, at local
gathering places after work, and even in each others' homes.
Conversations focus on what they can (note, not why the
cannot!) - individually and as a team - do to move toward the
vision. Their pride, energy and commitment is even more evident
that it was six months earlier.
What has happened here?
 | Start with Personal Vision. "Co-creating" places every member in a creative | |
| orientation. Every step involves choice. Individuals begin by drawing forth aspects of their personal vision. As individuals and teams define what is of primary importance in their work, a new meaning emerges for the organisation as a whole. Current reality may present them with a dilemma (because if we changed immediately, we would be unable to match our competitors' promises and we would be out of business!). If so, we may develop a strategic migratory plan. Engage the customers on the direction that you have chosen. Put your plan into motion. Within a year, watch your business grow exponentially and profits skyrocket! | ||
| Treat everyone as equal | |
| Seek alignment, not agreement | |
| Among teams, encourage interdependence - and diversity | |
| Avoid "sampling" | |
| Have people speak only for themselves | |
| Expect and nurture reverence for each other | |
| Consider using an "interim vision" to build momentum | |
| Focus on dialogue, not just the vision statement. | |
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