P Ch9 Linking Vision and Change Flashcards
1
Q
Whether visions are meaningful depends on:
A
- content
- context (where and by whom it is used)
- process (how does it emerge and how has input into it)
2
Q
Director and vision
A
- vision is essential
- drives change
- need for clear vision aligned with business mission
- analytical or benchmarking process utilized
- vision telling or selling as top-down
3
Q
Navigator and vision
A
- important
- not necessarily able to be achieved because of competing visions that exist among org. parties and stakeholders
- navigator should navigate through change through competing visions and vision collision
4
Q
Caretaker and vision
A
- vision is immaterial to the way change will proceed
- change is rarely the outcome of visionary actions
- even visionary leaders will have limited impact
5
Q
Coach and vision
A
- important
- emerges more likely when the leader interacts with the followers shaping their agendas and desired futures
- vision produced through co-creation
- vision will fail where there is little participation in its development
6
Q
Interpreter and vision
A
- vision as ability to articulate the inner voice of the org.
- intuitive approach to vision development relying on imagination and imagery
- vision may emerge during change
- not as a driver of change
7
Q
Nurturer and vision
A
- vision is emergent from the clash of chaotic and unpredictable change forces
- vision as temporary and always in the process of being rewritten
- vision as an attribute of org. rather than individuals
8
Q
effective visions have
A
- cognitive component
(which focuses on outcomes anyhow to achieve them) - affective component
(which helps to motivate people and gain their commitment to it)
9
Q
four generic features of vision that are likely to inhale org. performance
A
(read not learn)
- possibility (should entail innovative possibilities for dramatic org. improvements)
- desirability (draws upon shared org. norms and values)
- actionability (ability of the people to see in the vision actions that they can take that are relevant to them)
- articulation (vision has imagery that is powerful enough to communicate clearly a picture of where the org. is hedging)
… there are more of these lists
10
Q
Levin and vision as storytelling
A
- becoming informed
- visiting the future
- creating a story
- deploying the vision
11
Q
Mission
A
- depicts what the org. is and does
- not where it is headed in the future
12
Q
Philosophy
A
- values and beliefs about how work should be carried out
- without prescribing what the future looks like
13
Q
Goals and strategy
A
- define specific outcomes
- articulate how org. will progress toward the future
- not what the actual future will be
14
Q
external dimension of vision
A
- shared view within the org. of what the market, customers are
15
Q
internal dimension of vision
A
- beliefs and values
16
Q
How context affects vision
A
- rigid org.
- bold org.
- overmanned org.
- liberated org.
17
Q
rigid org.
A
- little resources
- lack acceptance of the need for change
18
Q
bold org.
A
- low resources
- high acceptance of the need for change
- more organic structure, less rule-bound
- visionary leadership is likely to emerge
19
Q
overmannaged org.
A
- high resource availability
- little acceptance of the need for change
- stable environment
20
Q
liberated org.
A
- where visionary practices are most successful
- resources, and need for change
21
Q
consulting for creating a vision
A
when the CEO needs help in developing the vision
22
Q
co-creating a vision
A
- when CEO want identify shared, compatible visions
23
Q
selling a vision
A
when CEO is attracted to the vision and want other in org. to adapt to it
24
Q
Leader-dominated approach
A
telling and selling
25
pump-priming approach
testing and consulting
26
facilitation approach
- co-creating
- CEO as facilitator crating the process
- this approach is like to produce better vision s and more successful org. change as people will have contributed to its development.
27
Holpp and Kelly: three approach how vision may be acquired
- intuitive approach
- analytical approach
- benchmarking approach
28
intuitive approach
- relies on imagination and imagery to encourage staff to participate in vision development
- internally focused
- follows tenants of OD approach
29
analytical approach
- vision defined in relation to org. or departmental missions and roles
- externally focused
- may neglect inspirational elements
30
benchmarking approach
- vision developed by focusing on actions of org. thoughts competitors
- externally focused
31
flanking
exploiting a weakness in a dominant competitor
32
encircling competitors
gaining greater control of the market
33
destabilizing a market
changing the competitive rules that operate
