Organisational Change Management Volume 2

Principles of Developing a Purpose/Vision

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"...many visions are doomed from the outset because those who articulate them, whether consciously or not, are coming from a position of powerlessness. If we believe that someone else has created our present reality, what is the basis for believing that we can create a different reality in the future? When this happens, people formulate visions that are disconnected from a shared understanding of present reality and a sense of shared responsibility for that reality......they create, in a sense, an external vision which amounts to a kind of change strategy for fixing problems which they have not yet seen their part in creating. Only when people begin to see from within the forces that shape their reality and they see their part in how those forces......that vision becomes powerful.....this is why most visions that management teams come up with are superficial. Even if they embody a lot of good thinking, they're still a product of a fragmented awareness, and usually of one or two people's ideas imposed upon the group..."

Peter Senge et al, 2005

On the other hand,

"...when people in leadership positions......serve a vision infused with a larger purpose, their work shifts naturally from producing results to encouraging the growth of people who produce results..."

Peter Senge et al, 2005

. Maximum participation from key stakeholders in creating the purpose means that they will own it and speed up its implementation (stakeholders include customers, suppliers, employees, financiers and shareholders)

. The process of developing the purpose is as important as its realisation

. Purposes are best stated in the language of the key stakeholders for ease of communication and appeal to stakeholders

. A purpose helps to focus the strategic planning process; thus it needs to be developed before planning takes place and must extend beyond the numbers found in 5 year business plans

. Initially it can be blurry, and sometimes be initiated by one person and refined by others

. Needed to give direction to activities and projects involved in the change process

. It involves both the hearts and minds, and is always visually imaginable or exceptionally simple.

 

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