Vision Community

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Co creating the vision and making people rally around - here are tips to inspire and achieve the vision . One man's dream and many who share that can work wonders

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Vision Community

  1. 1. DR.SARMA10 OCTOBER 2012 DR.SARMA/OCTOBER 2012 1
  2. 2. PRESENTATION OBJECTIVES1. Appreciate how “self-limiting” mental models weaken creativity and thinking processes.2. Appreciate an alternative way to defining Vision3. Understand the concept of shared vision and its importance DR.SARMA/OCTOBER 2012 2
  3. 3. Old or youngwoman- whatdo you see?Paradigmparalysis orparadigmpliancy? DR.SARMA/OCTOBER 2012 3
  4. 4. LIFE FROM MANY ANGLESIs there only one way to see things? Is there only one TRUTH? How can we develop multiple perspectives? DR.SARMA/OCTOBER 2012 4
  5. 5. we can make a difference if only we think we can? DR.SARMA/OCTOBER 2012 5
  6. 6. OUR PRESENT ECONOMICSYSTEM IS “PERFECTLY”DESIGNED TO PRODUCEOUR PRESENT MEDIOCRERESULTS!IF WE WANT THE SAMERESULTS, LET US KEEP THESYSTEM.MILLIONS OF DOLLARSAND LOADS OF POLICIESYET POVERTY NEVER GOESAWAY WHY? DR.SARMA/OCTOBER 2012 6
  7. 7. DR.SARMA/OCTOBER 2012 7
  8. 8. IF NEED TO CHANGECHANGE MENTALMODELSREFORM MINDSETSELIMINATE BIASES DR.SARMA/OCTOBER 2012 8
  9. 9. POWER OF SHARINGCo creation Can makeextraordinary things happen DR.SARMA/OCTOBER 2012 9
  10. 10. ON EYESIGHT AND VISION“There is nothingmore pathetic than aman with eyesight buthas no vision”.Helen Keller DR.SARMA/OCTOBER 2012 10
  11. 11. WHAT ARE SELF-LIMITING MENTAL MODELS? HOW DO THEY INFLUENCE OUR THINKING PROCESSES?Self-limiting mental models are assumptions or beliefs that “define” what is “easy to do, “possible”, “realistic” or “achievable” and restrict what people DR.SARMA/OCTOBER 2012 11 aspire for.
  12. 12. “ I WILL BEHAPPY WITHJUST ONEMORE COW! DR.SARMA/OCTOBER 2012 12
  13. 13. MANY IDEAS MET WITH OPPOSITION“Who the hell wants to hear actors talk?Harry Warner, Warner Brothers, 1927On introduction of sound for film DR.SARMA/OCTOBER 2012 13
  14. 14. “THERE IS NO LIKELIHOOD THAT MAN CANEVER TAP THE POWER .IF SOMEONE DID NOT THINK DIFFERENTLYWORLD WOULD HAVE BEEN DARKAR DR.SARMA/OCTOBER 2012 14
  15. 15. “I THINK THERE IS A WORLD MARKET FOR ABOUTFIVE COMPUTERS.”Thomas Watson Jr. Founder and Chairman of IBM, 1943 DR.SARMA/OCTOBER 2012 15
  16. 16. “EVERYTHING THAT CAN BE INVENTED HAS BEENINVENTED.”Charles H. Duell, Commissioner, US Office of Patents, urging President William McKinley to abolish the patents office, 1903. DR.SARMA/OCTOBER 2012 16
  17. 17. “HORSES ARE HERE TO STAY. THE AUTOMOBILE IS ONLY ANOVELTY, A FAD.”President, Michigan Savings Bank, advising Henry Ford’s lawyer not to invest in Ford Motor. Disregarding the advice, the lawyer invested $5,000 which he later sold for $12.5 million. DR.SARMA/OCTOBER 2012 17
  18. 18. FROM 1977: THERE IS NO REASON FOR ANYINDIVIDUAL TO HAVE A COMPUTER IN HIS HOME.FROM 1992: PEOPLE WILL GET TIRED OFMANAGING PERSONAL COMPUTERS AND WILLWANT INSTEAD TERMINALS, MAYBE WITHWINDOWSKen Olsen, President, Digital Equipment, 1977 DR.SARMA/OCTOBER 2012 18Compaq now owns Digital
  19. 19. Leadership starts with vision.dedication anddetermination.Strong leaders challenge the status quo DR.SARMA/OCTOBER 2012 19
  20. 20. YOUR LEADERSHIP LESSON STARTS WITH A VISION. Erik Weihenmayer climbed Mt. Everest in 2001 He is completely blind! DR.SARMA/OCTOBER 2012 20
  21. 21. WHO DARES WINS!“It is not that things are difficult that we do not dare, it is because we do not dare that things are difficult!”SenecaRoman Philosopher16 BC DR.SARMA/OCTOBER 2012 21
  22. 22. Which level do leaders operate? Beyond Imagination That’s Impossible Looks Difficult Easy to do DR.SARMA/OCTOBER 2012 22
  23. 23. Evidence-based thinking and science ofthe day Science X Y Solutions Problems DR.SARMA/OCTOBER 2012 23
  24. 24. What happens when the problem liesoutside of the science of the day? X ScienceProblems Y Solutions ? DR.SARMA/OCTOBER 2012 24
  25. 25. What happens when the problem liesoutside of the science of the day? That’s difficult! That’s impossible! That’s beyond X imagination! ScienceProblems Y Solutions ? DR.SARMA/OCTOBER 2012 25
  26. 26. OUR BEST THINKING GOT US HERE.The problems that we face cannot be solved by the same level of thinking that created them.Albert Einstein DR.SARMA/OCTOBER 2012 26
  27. 27. We need to find solutions outside of theframework of the day! Y X Solutions ScienceProblems DR.SARMA/OCTOBER 2012 27
  28. 28. SCIENCE VALUES INTUITION ANDIMAGINATION TOO!“Imagination is more important than knowledge.”Albert Einstein DR.SARMA/OCTOBER 2012 28
  29. 29. Where do leaders operate? Science ten years from now Tomorrow’s science Today’s science X Y Solutions Yesterday’s Science Problems DR.SARMA/OCTOBER 2012 29
  30. 30. WHAT IS DIFFICULT? IMPOSSIBLE?BEYOND IMAGINATION? We the humans are in two different stages of development One lacks vision and other driven by power of positive vision DR.SARMA/OCTOBER 2012 30
  31. 31. WE DO NOT REACH VISIONS, WE CREATETHEM. “The future is not a result of a choice among alternative paths offered by the present, but a place that we create, first in the mind, next in will, then in action. The future is not some place where are going, but a place we are creating. We do not discover the paths but make them, and the action of making the future changes both the maker and destination.” John Schaar DR.SARMA/OCTOBER 2012 31
  32. 32. HOW MUCH CAN A PERSON ACHIEVE?Unlikely more than the vision.We can turn things around and say,a vision limits what we can do! DR.SARMA/OCTOBER 2012 32
  33. 33. THE ONLY TRUE LIMITS ARE THE ONES THAT THEMIND ACCEPTS.Thomas Edison failed 10,000 times before he perfected the light bulb!Abraham Lincoln lost 8 elections (local) before he became President of the United States! DR.SARMA/OCTOBER 2012 33
  34. 34. “There are no rules here, we aretrying to achieve something!”Thomas Edison DR.SARMA/OCTOBER 2012 34
  35. 35. HOW DO WE USUALLY DEFINE PROBLEMS”?1. “Deviation from a norm” or impossible”2. Existing tool box - skills-ability to do - attitude-willingness to do3. Knee-jerk “this way and only way” DR.SARMA/OCTOBER 2012 35
  36. 36. DEVIATION FROM THE “NORM”. Who determines the “norm”? CEO?12. What if “norm” is the source of the problem?3. Restoration of “norm” is system maintenance not improvement DR.SARMA/OCTOBER 2012 36
  37. 37. USE EXISTING SOLUTIONS - WHEN WE HAVE AHAMMER, EVERYTHING LOOKS LIKE A NAIL! 1. Manager - everything is a Employee problem. 2. Employee- everything is a management problem. 3. CEO- everything is a capability problem. 4. Clients-everything is delivery problem. DR.SARMA/OCTOBER 2012 37
  38. 38. CONSTRAINED BY LACK OF RESOURCES-CANNOT BRING IN CHANGE1. Resources are universal constraints - when will we ever have enough?2. Are we using existing resources effectively?3. How resourceful are we? DR.SARMA/OCTOBER 2012 38
  39. 39. IS THERE ALTERNATIVE WAY TO DEFINING PROBLEMS?Define problems in terms of why there isa difference between what we want(shared vision) and what is happening(current situation) and how to bridgethis gap DR.SARMA/OCTOBER 2012 39
  40. 40. APPROACH REQUIRES TWO THINGS1. need to know clearly what we want.2. need to know clearly what is happening now. DR.SARMA/OCTOBER 2012 40
  41. 41. LEADERSHIP PRINCIPLEEffective leaders inspire a shared vision.A shared vision is a picture of a desired future that all stakeholders want to create. The emphasis is on shared, not on vision. DR.SARMA/OCTOBER 2012 41
  42. 42. THINK LIKE ARCHITECTS, NOT LIKE MECHANICS.PROBLEM SOLVING MIND SET IS DIFFERENT FROM THATOF CREATING SOMETHING NEW! Mental creation must come first than physical creation DR.SARMA/OCTOBER 2012 42
  43. 43. FEW QUESTIONS TO BE ASKED BY CEO 1. Have we shared vision in our organization? 2. Is there personal vision and shared? 3. Can everyone relate and identify with shared vision of the organisation ? 4. If there is no alignment why? DR.SARMA/OCTOBER 2012 43
  44. 44. THEN COMES STRATEGYFour levels of strategy1. Grand strategy2. Strategy3. Operational strategy4. Tactics DR.SARMA/OCTOBER 2012 44
  45. 45. GRAND STRATEGY DEFINES EVERYTHINGShould we go to war? If aim is to leap frog market shareWho is our enemy? Who the nearest competition isWho are our internal allies?What price do we want to pay if we fail? DR.SARMA/OCTOBER 2012 45
  46. 46. DECLARING WAR MAY TAKE TIME!WWII - Roosevelt, Stalin, ChurchillIt took the US two years after Nazi Germany invaded parts of Europe before it declared war! DR.SARMA/OCTOBER 2012 46
  47. 47. HOW DO STRATEGY CONCEPTS COMPARE WITH MILITARY CONCEPTS?Grand strategy Shared visionStrategic level PolicyOperational level Program strategyTactical level Process and campaign strategy DR.SARMA/OCTOBER 2012 47
  48. 48. HOW DO HEALTH STRATEGY CONCEPTS COMPARE WITH MILITARY CONCEPTS?Grand strategy Shared visionStrategic level PolicyOperational level Program strategyTactical level Campaign strategy DR.SARMA/OCTOBER 2012 48
  49. 49. HOW DO HEALTH STRATEGY CONCEPTS COMPARE WITH MILITARY CONCEPTS?Grand strategy Shared visionStrategic level PolicyOperational level Program strategyTactical level Campaign strategy DR.SARMA/OCTOBER 2012 49
  50. 50. HOW DO STRATEGY CONCEPTS COMPARE WITH MILITARY CONCEPTS?Grand strategy Shared visionStrategic level PolicyOperational level Program strategyTactical level Campaign strategy DR.SARMA/OCTOBER 2012 50
  51. 51. “I HAVE A DREAM!” It took one man to dream big Martin luther or Gandhi DR.SARMA/OCTOBER 2012 51
  52. 52. HE DID NOT SAY….“I HAVE A “STRATEGIC PLAN!” DR.SARMA/OCTOBER 2012 52
  53. 53. WHAT IS SHARED VISION?Emphasis is on shared not on vision.Description is in the present tense. Must be easy for people to draw mental picture of that future state DR.SARMA/OCTOBER 2012 53
  54. 54. KEY PURPOSE OF A VISIONGenerate new levels of inspiration and energy to change the current situation and create a new future. DR.SARMA/OCTOBER 2012 54
  55. 55. TYPES OF VISIONSPersonal - What do I want to happen or create?Shared - What do we want to happen or create? DR.SARMA/OCTOBER 2012 55
  56. 56. PERSONAL AND SHARED VISIONShared visions emerge from personal visions.Personal visions come from an individual’s deep caring.Shared visions come from a common caring. DR.SARMA/OCTOBER 2012 56
  57. 57. CONVENTIONAL APPROACH TO “STRATEGYDEVELOPMENT”1. Where are we now? 1. Situation analysis2. Where do we want to go? 2. Strategic objectives3. How do we get there? 3. Strategy partners DR.SARMA/OCTOBER 2012 57
  58. 58. DISADVANTAGES OF COMMON PRACTICE1. Situation analysis is often more descriptive (indicators list) and less analytical.2. “Visions” are set lower because reference point is the current situation (often depressing).3. Encourages only incremental changes, not fundamental ones. DR.SARMA/OCTOBER 2012 58
  59. 59. SHOULD VISIONS BE BASED ON SITUATIONANALYSIS?Should we want only what we can havegiven the current situation? Should we aim for what we truly want and change the current situation? DR.SARMA/OCTOBER 2012 59
  60. 60. AN ALTERNATIVE WAY1. Where do we want to go?2. Where are we now?3. Why is there a difference?4. What needs to change?5. How do we get there? DR.SARMA/OCTOBER 2012 60
  61. 61. AN ALTERNATIVE WAY - DIFFERENT LANGUAGE1. What do we want to happen?2. What is happening now?3. Why is there a difference?4. What needs to change?5. How do we nurture change and accountability? DR.SARMA/OCTOBER 2012 61
  62. 62. COMPARISONCurrent practice Alternative way Shared visionSituation Situation statementanalysis Root cause analysisStrategic objectivesStrategy Strategic objectives Strategy DR.SARMA/OCTOBER 2012 62
  63. 63. ADVANTAGES OF THE NEW WAY Shared vision clarifies what is1. important and empowers people to take initiative.2. Nurtures analytical thinking.3. Encourages focus and creativity.4. Highlights the need for change.5. Forces confrontation of the “dragons”. DR.SARMA/OCTOBER 2012 63
  64. 64. WHAT DO YOU WANT TOHAPPEN?REACH THE CASTLE ORFOCUS ON DRAGONS? DR.SARMA/OCTOBER 2012 64
  65. 65. ARE YOU AVOIDING THEDRAGONS?SET MILESTONE FORPROGRESS? Smart objectives Mile stones DR.SARMA/OCTOBER 2012 65
  66. 66. SMART STRATEGIC OBJECTIVESSpecificMeasurableAction-orientedRealisticTime bound DR.SARMA/OCTOBER 2012 66
  67. 67. TO IMPROVE YOUR SCORE, KEEP EYE ON THE BALL!Are people engaged in “target chasing”?A “revenue number ” is not the ball.It is the score! DR.SARMA/OCTOBER 2012 67
  68. 68. SHARED VISIONARIES ASK:What do we want to happen?Or What do we want to create?NOTWhat is feasible given present conditions? DR.SARMA/OCTOBER 2012 68
  69. 69. HOW “BIG” SHOULD OUR VISION BE? The answer is how deeply do we care? How much are we willing to change? Every vision has a price. If stakeholders really want something, they must be willing to pay the price. DR.SARMA/OCTOBER 2012 69
  70. 70. HOW “BIG” SHOULD VISION BE?1. “ Floor setting” - “At least” we should…..2. “Go for ceiling” - What we truly want “no matter what ”. DR.SARMA/OCTOBER 2012 70
  71. 71. AT LEAST TOMOVECLOSER TOTHE CASTLESO I CANRESCUE MYFAMILY INPRISON. DR.SARMA/OCTOBER 2012 71
  72. 72. TO RESCUEOUR SharedFAMILIES, NO VisionMATTERWHAT! DR.SARMA/OCTOBER 2012 72
  73. 73. KEY QUESTIONWhat would we do if we were not afraid? DR.SARMA/OCTOBER 2012 73
  74. 74. GREAT PEOPLE WITH VISION Vision “Care for the dying” Initial reaction “You will die yourself” Price paid Life of sacrifice DR.SARMA/OCTOBER 2012 74
  75. 75. GANDHI Vision “An independent India” Initial reaction “But that will never happen!” Price paid His life. DR.SARMA/OCTOBER 2012 75
  76. 76. FOUNDER OF PAKISTAN - JINNAHVision - A new country -PakistanInitial reaction -“ But that is impossible!”Price - Struggle and muchsuffering DR.SARMA/OCTOBER 2012 76
  77. 77. ABRAHAM LINCOLN Vision “No man should be a slave. Everyone man is created equal. ” Initial reactions “You are going to break the nation apart!” Price paid His life DR.SARMA/OCTOBER 2012 77
  78. 78. NELSON MANDELAVisionA democratic South Africafree of apartheidInitial reactionsYou’re crazy!Price paid27 years in prison DR.SARMA/OCTOBER 2012 78
  79. 79. TO CHANGE SOMETHINGSOME OLD WAYS HAVE TO STOP!SELECTIVELY DISCARD PASTMAINTAIN ALL GOOD OF THE PRESENTAGGRESSIVELY PURSUE FUTURETOBECOME CATEGORY KILLER DR.SARMA/OCTOBER 2012 79
  80. 80. OLD LANGUAGE PATTERNS“That’s ideal, we livein the real world!”“That is impossible!” DR.SARMA/OCTOBER 2012 80
  81. 81. OLD LANGUAGE PATTERNS“Do that and you willbecome a bus driver!”“You are throwingyour career away!”“Are you crazy?” DR.SARMA/OCTOBER 2012 81
  82. 82. If you are a new Era leader then your response – has to have New language patternsIf not now, then when to start?If not me, then who will do ? DR.SARMA/OCTOBER 2012 82
  83. 83. ROLES AND RESPONSIBILITIES ORGANIZATION LEADERSHIPRESULTS,MAINTENANCE AND COMBINE HUMAN AND DEVELOPMENT OF TASK RESOURCES/CAPABILITIES MEDIATOR MOTIVATOR DESIGNER TECHNICAL, values OREINTATION ,INTEGRATION Financial . ASPECTS DR.SARMA/OCTOBER 2012 83
  84. 84. ROLES AND RESPONSIBILITIES PERSONAL • • CLARITY OF vision INTENSITY OF ACTION • ALIGNMENT LEADERSHIP • SETTING EXAMPLE INFLUENCE Enabling Enlisting Encouraging from heartIDEALS ( COURAGE, HUMILITY) DR.SARMA/OCTOBER 2012 84
  85. 85. LEADER ’S ROLES AND RESPONSIBILITIES ARCHITECT OF PURPOSE CUSTODIAN OF CORPORATE OBJECTIVES CONCEPTUALIZECORPORATE Goals Direct Teamtowards end goals DR.SARMA/OCTOBER 2012 85
  86. 86. DR.SARMA/OCTOBER 2012 86

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