Organizational Change :: Vision [7]

We’re in the homestretch…here’s the end of my paper:

Scattered

While a good vision statement provides incredible focus for an organization, a poor or nonexistent statement sends efforts into very scattered directions. If a reasonable and imaginable end goal is not put in front of employees, they may assume that any project, program or decision will be suitable. Organizations may survive this way for a time, but eventually the distraction of so many options and choices will cause good leaders to pull back and re-evaluate.

No one wants a “transformation effort [that] easily dissolves into a list of confusing and incompatible projects that can take the organization in the wrong direction or no where are all” (Kotter, 2006, p. 244). This will ultimately lead to increased frustration, employee exits and uncontrolled chaos.

Havoc

Action without clear direction is chaos. Multiple actions of many people in an organization, without any idea of the desired outcome, create havoc. As previously mentioned, without a compelling purpose or vision, individuals tend to forge ahead making decisions that benefit their segment of the organization. Change management then becomes chaos management and leaders are forced to put out fires and pick up the broken pieces. God designed the human world to function in order. A vision statement can provide that order at every level of an organization.

Looking beyond what was to what could be is not easy. “Few of us can see beyond the present. Each of us must see into the future, and thus help create it, if we are to successfully accomplish our mission” (Jones, 1996, p. 72). Leaders must carefully guide their teams to understand their part in creating the future of their organization in an orderly, purposeful way.

Conclusion

Developing a clear and compelling vision is the third step in Kotter’s eight-stage change process. None of his determined stages can drive change independently of the others, but communicating a vision that people can get behind is crucial to the success of any change project. A good vision will drive action and demand a response from those following. Leaders can choose for their organizations to flourish under a clear vision or watch them quickly perish without clear direction.

[Jones, L.B. (1996). The path: Creating your mission statement for work and for life. New York: Hyperion.]

[Kotter, J. (2006). Leading change: Why transformation efforts fail. In J. V. Gallos (Ed.) Organizational development a Jossey-Bass reader (pp. 239-251). San Francisco: Jossey-Bass.]

Organizational Change :: Vision [6]

I know, I know. Some of you are so over this. Bear with me…it’s been my life for the last eight weeks.

Some more of my paper and more of what can happen without a clear, compelling vision…

Resistance

Generally, people are very resistant to change. The transition feels unsafe and unpredictable. The “way things used to be done” does not seem to matter anymore. Kotter shares one example, “a company gave out four-inch-thick note-books describing…procedures, goals, methods and deadlines. But nowhere was there a clear and compelling statement of where all this was leading…most employees were either confused or alienated” (2006, p. 245).

A good vision statement can help alleviate some of this expected resistance. The goal would be to get as many people as possible to “buy in” to the new plan, therefore reducing the confusion and alienation.

Indecision

Indecision can be eradicated with clarity of direction. When a clear vision is established, it drives all decision making. Rather than wondering what next step to take, or whether to implement this program or that strategy, leaders can ask “one simple question—is this in line with the vision?” (Kotter, 1996, p. 69). If not, the answer is simple.

Clarity of direction also eliminates compromise. Because the vision drives decision making, critical decisions can be made ahead of time. Leaders are not left to ponder whether or not a certain proposition would be a good idea. Much of that has already been outlined in the vision statement and one must only consult it to determine the next right step.

[Kotter, J. (1996). Leading change. Boston: Harvard Business School Press.]

[Kotter, J. (2006). Leading change: Why transformation efforts fail. In J. V. Gallos (Ed.) Organizational development a Jossey-Bass reader (pp. 239-251). San Francisco: Jossey-Bass.]

Organizational Change :: Vision [5]

So…to summarize. A clear and compelling vision has the following characteristics:

V: Value
I: Inspirational
S: Strategy
I: Intentional
O: Oneness
N: Niche

And…moving on with my paper:

PERISH

In as much as a good vision statement can drive change in an organization, the ambiguity caused when the vision is lacking can be incredibly detrimental. Following are six reasons to avoid the chaos of a poorly defined, or nonexistent, vision. Each coincides with the letters in the word “perish.”

Perplexity

Without a sense of where an organization is headed, individuals grow increasingly perplexed, frustrated and confused. A lack of trust in leadership can develop and individuals begin making their own decisions based on what they believe is in their best interest, giving no regard to the greater good or the bigger picture. Individuals desire order and purpose, but “without a shared sense of direction, interdependent people can end up in constant conflict” (Kotter, 1996, p. 70). By providing even a basic framework for where things are heading, a clear vision takes away the perplexing questions and ambiguity.

Exit

Without a clear vision, critical team players may often face thoughts of planning their exit from the organization. It is very hard for individuals to continue their day-to-day tasks, which may be mundane, without understanding where they are headed. Even if it is not possible to understand all the “whys” associated with their position, leaders must help their employees see their part in the bigger picture.

Leaders should consider the strengths and weaknesses of their teams and design strategies based on the vision that will utilize the knowledge and skills of their employees. To lessen turnover during any change effort, leaders must “build synergistic relationships with their employees, which stimulate them to achieve personal and organizational excellence” (Gilley, Boughton and Maycunich, 1999, p. 170).

[Gilley, J., Boughton, N., & Maycunich, A. (1999). The performance challenge. New York: Persus Books.]

[Kotter, J. (1996). Leading change. Boston: Harvard Business School Press.]

Organizational Change :: Vision [4]

Alright…if you’re just joining us and you’re lost, go down about three posts to the beginning of this “series” on Organizational Change and Vision. This post will wrap up the acronym for “vision” and then we’ll move on to “perish.” Lost? Go here…Organizational Change :: Vision [1].

And…once again, directly quoted from my paper…

Oneness

Organizations are made up of individuals. These individuals, when led by good leadership and a compelling vision, can make up a team that is far greater together than any one person could be on their own. Building an effort on the unity and oneness of a team will increase the likelihood of long-lasting change within an organization. “With a shared sense of purpose, you can achieve anything” (Bennis, 2002, p. 104).

Before crafting a vision statement, leaders should take great care in determining who on their team might help in writing it. As part of the change effort, the guiding coalition (a hand selected group of formal and informal leaders within the organization) could assist in developing the vision. Even the greatest of leaders should not attempt to write a vision statement without the input and consideration of their team. As Kouzes and Posner explained, “leadership is not a monologue, nor should the creation of a vision statement be done individually and without the active involvement of others” (2006, p. 532)

In order to successfully guide a team of people through change that will last, it is critical to establish a group of individuals who are committed to seeing the new vision become a reality. Leaders must emphasize the need for teamwork, trust and a common goal. At its basic function, a team works together toward one common end. At its core function, vision should unify individuals and “align [them], thus coordinating the actions of motivated people in a remarkably efficient way” (Kotter, 1996, p. 70).

Niche

Providing focus, and a determined niche, is a key benefit of a well-written vision statement. Because vision paints a clear picture of where an organization is headed, the statement also helps anyone who reads it understand exactly what can be expected. With this in mind, it must be easy to communicate. Simplicity is essential and people on the team should be able to explain the vision to others, even outsiders, in less than five minutes.

As an example, Give Kids the World Village, located in Kissimmee, provides a very succinct and simple vision statement. Even someone not familiar with the organization can read it and understand the niche they’ve chosen to focus on. It reads, “Give Kids the World is a non-profit organization that exists only to fulfill the wishes of all children with life-threatening illnesses and their families from around the world to experience a memorable, joyful, cost-free visit to the Central Florida attractions, and to enjoy the magic of Give Kids the World Village for as long as there is a need.” Because the leadership at Give Kids the World has chosen a specific vision, their niche in the marketplace has been defined.

[Bennis, W. (2002). Become a tomorrow leader. In L.C. Spears & M. Lawrence (Ed.) Focus on leadership: Servant leadership for the 21^st century (pp. 101-109). New York: John Wiley & Sons, Inc.]

[Kouzes, J. & Posner, B. (2006). Enlist others. In J. V. Gallos (Ed.) Organizational development a Jossey-Bass reader (pp. 518-539). San Francisco: Jossey-Bass.]

[Kotter, J. (1996). Leading change. Boston: Harvard Business School Press.]

Organizational Change :: Vision [3]

Alright…here’s a little bit more of my paper. Knock yourselves out.

Strategy

While a good plan can only take an organization so far, an action-provoking vision can help leaders determine the proper strategy and direction for their organization. By specifically explaining where an organization is headed, leaders give their teams a framework that helps “clarify the direction in which an organization needs to move” (Kotter, 2006, p. 244).

Vision is a broad look at where an organization is headed while strategy is more narrowly focused. Strategy centers on the specific steps and actions a team must take in order to see the vision come to fruition. The options may be numerous, but ultimately the vision will determine what action is taken. For example, “strategy says, ‘we’re going west, but we ran into this grand canyon. We can go around to the north or south. Let’s choose south’” (Robbins, 2006). If vision is communicated properly, teams will be empowered to make decisions regarding the strategic direction of their organization.

Intentional

As previously mentioned, a good vision statement provides the direction needed to allow leaders to make intentional decisions that will continue to shape the organization. This keeps ambiguity low as it relates to the change effort. Rather than tossing ideas, strategies and programs against the wall to see what sticks, leaders can use a compelling vision to help make deliberate decisions about what will be successful in the organization.

Vision also helps leaders put parameters around what behaviors will be acceptable in the new life of the organization. This gives employees an idea of what is expected and allows leaders to model what they are asking of their teams. When it comes to making intentional decisions about individual actions and behavior, Warren Bennis suggests that leaders “specify the steps that behaviorally fit into that vision, and then reward people for following those steps” (2002, p. 105).

[Bennis, W. (2002). Become a tomorrow leader. In L.C. Spears & M. Lawrence (Ed.) Focus on leadership: Servant leadership for the 21^st century (pp. 101-109). New York: John Wiley & Sons, Inc.]

[Kotter, J. (2006). Leading change: Why transformation efforts fail. In J. V. Gallos (Ed.) Organizational development a Jossey-Bass reader (pp. 239-251). San Francisco: Jossey-Bass.]

[Robbins, S. (2006). Successful vision, strategy and tactics. Retrieved on June 21, 2009 from http://www.steverrobbins.com/articles/vision-strategy-tactics.htm]

Organizational Change :: Vision [2]

Moving on with part of my final paper from the Leading Organizational Change course I just completed. If you’re lost, check out yesterday’s post.

And here’s some more…quoted directly from my paper…

VISION

A convincing vision is the foundational driving force behind any successful organization and change effort. While there are innumerable benefits to a thought out vision statement, following are six that coincide with the letters in the word “vision.”

Value

While providing a picture of the future of an organization, a vision that motivates teams to take steps toward change also provides significant value and purpose to those actions. In many ways—socially, emotionally and monetarily—the value an organization receives from a compelling vision statement cannot be tangibly measured.

Leaders should take great care in crafting a statement that will help their teams grasp the purpose behind the impending change. By answering questions like, “How does this change add purpose and value to our decisions and actions?” leaders can give their teams a sense of the greater picture. Ultimately, Kouzes and Posner suggest that leaders be “convinced of the value of that vision themselves and share that genuine belief with others.”

Inspirational

Creating an effective and compelling vision requires both head and heart. Visions that inspire create an emotional connection with team because most individuals are looking to be a part of something greater than themselves. Good leadership will inspire action and change with a vision that demands a response.

As it relates to the process of change, leaders are charged with some of the most difficult tasks. After determining the vision for their organization, they must take what is intangible and make it concrete. By using powerful language and positive communication, leaders can inspire their teams to move forward in appropriate action. A compelling vision motivates everyone involved—even those on the fringe of an organization—to see the future dream become a reality. This hope for a new future reality, “breathes life into a vision [and by] making the intangible vision tangible, leaders ignite constituents’ flames of passion” (Kouzes & Posner).

[Kouzes, J. & Posner, B. (2006). Enlist others. In J. V. Gallos (Ed.) Organizational development a Jossey-Bass reader (pp. 518-539). San Francisco: Jossey-Bass.]

Organizational Change :: Vision [1]

So…just to catch you up to speed (in case you missed something)…for the last eight weeks I took two grad school classes at once–one in class on Monday nights and one as a directed study. Both classes were good and I enjoyed them.

For my directed study class, I wrote a final research paper on the topic of developing a compelling vision in the midst of organizational change. I came up with a little acronym based on a familiar verse from Proverbs. I thought I’d share parts of my paper here. I’ll split it up in sections because it’s pretty long.

I’m not silly enough to believe that this will interest all of you, but maybe someone will get something out of it.

Quoted directly from my paper:

Introduction

A compelling vision is central to all change efforts. Even the most basic vision statement serves three purposes. It helps to clarify the general direction for change, motivates individuals to action and coordinates the efforts of a group of people. A unifying vision is so critical that Solomon even mentioned it in Proverbs: “Where there is no vision, the people perish” (Proverbs 29: 18, King James Version).

Based on this verse, I developed an acronym using the words “vision” and “perish” that describe the benefits of developing a compelling vision and the pitfalls of disregarding this critical step in a change effort. A useful statement of vision will: add value; provide inspirational motivation; define the best strategy; give leaders the ability to make intentional decisions; unify the team in oneness; focus an organization on a particular niche. Without the focus that vision brings, teams are: plagued by perplexity; inclined to make swift exits from the organization; experience increased resistance; guided by leaders driven by indecision; follow ideas and programs that are scattered; disband because of havoc. I will outline, in more depth, the benefits and pitfalls associated with vision.

New Celebrity Crush

I have a new celebrity crush thanks to The Proposal. Have you seen it?

How cute is Ryan Reynolds?!

Oh my goodness…so cute.

Loved the movie. So fun.

Picture Fun

Because I have no desire to sit and write something for my blog (because I’m doing so much writing for school/work), here’s some picture fun from last night’s dinner at Seasons 52. Enjoy.

Me, Kati, Paul and Grandpa

Pops, Grammy and Paul

Paul and Mimi.

Mommy and Paulie

Transition vs. Change :: the neutral zone…

Learning to make it through the neutral zone is one important aspect of transition. Bridges points out that this uncertain time could last months, or even years. In chapter four of Managing Transitions, the neutral zone is described by Bridges as “a nowhere between two somewheres…forward motion seems to stop while you hang suspended between what was and will be.” Feels like my life right now…

Some more thoughts from the book…again, direct quotes:

“It’s not so much that we’re afraid of change or so in love with the old ways, but it’s that place in between that we fear…It’s like being between trapezes. It’s Linus when his blanket is in the dryer. There’s nothing to hold on to.” -Marilyn Ferguson, American Futurist

“One doesn’t discover new lands without consenting to lose sight of the shore for a very long time.” -Andre Gide, French Novelist

“One of the most difficult aspects of the neutral zone is that most people don’t understand it. They expect to be able to move straight from the old to the new. But this isn’t a trip from one side of the street to the other. It’s a journey from one identity to another, and that kind of journey takes time.”

“Moses took care of transition’s ending phase when he led his people out of Egypt, but it was the 40 years in the neutral zone wilderness that got Egypt out of his people.” 

“The neutral zone is not the wasted time of meaningless waiting and confusion it sometimes seems to be. It is a time when reorientation and redefinition must take place, and people need to understand that.”

“People need to recognize that it is natural to feel somewhat frightened and confused at such a time.”

“To exist is to change, to change is to mature, to mature is to go on creating oneself endlessly.” -Henri Bergson, French Philosopher

“Where all think alike, no one thinks very much.” -Walter Lippman, American Journalist

“The key…is to look at the neutral zone as a chance to do something new and interesting–and to pursue that goal with energy and courage.”

“Neutral zone creativity is the key to turning transition from a time of breakdown to a time of breakthrough.”