"Resistance to change & The Vision Thing"
>Subj: Re: Shared Vision Tough Spots LO704
>Date: Thu, 06 Apr 1995 19:51:55 GMT
>From: Michael@kbddean.demon.co.uk (Michael McMaster)
<<<< some stuff deleted >>>>
>When "vision" is being used, does it just mean a goal? Is it the kind of
>thing about which we can have "roadmaps", "indicators of positive
>movement", and "determinants of what is relevant"? Can any kind of
>planning system be brought to this arena?
The vision is not a goal, but it can guide action. It can be like a
roadmap that shows us the general direction in which we are
moving. It is an indicator of positive movement, but I don't think
that it can be used to measure progress because vision is a changing
thing - dynamic. De Geus (HBR, Planning as Learning) seems to
indicate that vision can be used to learn about what the organization
needs to do/learn/develop/etc to be what it wants to be some time
down into the future.
<<< some deletions here >>>
>There are distinctions and operational definitions missing from this
>conversation which are fatal to its success, I predict. My use of vision
>is that it is the expressions - constantly interative and changing - which
>is the first tentative speaking about what is desireable and might be
>possible in a world where many possibilities are attractive and none of
>which will be realised in any but the most general of ways - and by
>unpredictable actions and means.
The Vision has to be changing, because the business game never
ends, but the rules and conditions of the game are affected and
modified by the players as they play. Since the vision defines the
organization's desired position in the changing environment, it has
change many times to be aligned with the rest of the scenario.
Related to this discussion also is the resistance to change...
>Subj: Re: Resistance to change LO692 (Was: Reinforcing...)
>Date: Tue, 04 Apr 1995 19:17:58 GMT
>From: Michael@kbddean.demon.co.uk (Michael McMaster)
>IN Replying to LO562 --
<<<< some stuff deleted here >>>>
>However, one approach to situations that would normally be "overcoming
>resistance" is to get alignment that there is an unwanted gap between what
>is present and/or occurring and what is possible. Then to explore what is
>possible and, from that exploration develop how to pursue the
>possibility. (This is not a recommendation for "backwards planning".)>
>
>At its best, this exploration will allow those pursuing it
>to decide that there is no "gap" or that there is a gap but that it isn't
>going to be pursued by one or more of the individuals involved in the
>dialogue.
>
This is also a very important and useful approach where the vision
of the organization can help tremendously. When change is
desirable it is becuase "what is" may not be enough, and we must
move to "what can be". I would say that in most sitautions where I
have seen the vision thing in operation, there has always been a
"what can be" statement. So, the vision thing coul be a vehicle that
we can use in helping others accept the need to leave the "what is"
and enter the "what can be".
Thanks, Ivan
***************************************************************
R. IVAN BLANCO, Ph.D. Voice 305 899-3515
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International Business Programs
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"Las naciones marchan hacia el termino de su grandeza, con
el mismo paso que camina su educacion." "The nations march
toward their greatness at the same pace as their educational
systems evolve." Simon Bolivar
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