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
