Scripting your Future Story
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This presentation was made at the 2012 Leadership Conference at Pepperdine University. It includes material presented by Peter Senge in "The Fifth Discipline."
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Scripting your Future Story
- 1. SCRIPTING YOUR FUTURE STORY RICK GIBSON VP, PUBLIC AFFAIRS AND CHURCH RELATIONS, CMO
- 2. Stories help us STORIES make sense of our lives.
- 3. EPOCHS
- 4. EPOCHS
- 5. EPOCHS NEW BUT UNFOCUSED
- 6. EPOCHS MOMENTUM NEW BUT UNFOCUSED
- 7. EPOCHS ESTABLISHED MOMENTUM NEW BUT UNFOCUSED
- 8. EPOCHS LEADERSHIP ESTABLISHED MOMENTUM NEW BUT UNFOCUSED
- 9. EPOCHS PEAK LEADERSHIP ESTABLISHED MOMENTUM NEW BUT UNFOCUSED
- 10. EPOCHS PEAK LEADERSHIP DECLINE ESTABLISHED MOMENTUM NEW BUT UNFOCUSED
- 11. EPOCHS PEAK LEADERSHIP DECLINE ESTABLISHED MOMENTUM NEW BUT UNFOCUSED
- 12. EPOCHS PEAK LEADERSHIP DECLINE ESTABLISHED MOMENTUM NEW BUT UNFOCUSED
- 13. EPOCHS PEAK LEADERSHIP DECLINE ESTABLISHED MOMENTUM NEW BUT UNFOCUSED
- 14. EPOCHS PEAK Low Energy Low Creativity Low Risk LEADERSHIP DECLINE ESTABLISHED MOMENTUM High Energy NEW BUT High Creativity UNFOCUSED High Risk
- 15. ELEMENTS OF A STORY
- 16. MISSION (shared purpose) ELEMENTS OF A STORY
- 17. MISSION (shared purpose) VISION (shared image of the future) ELEMENTS OF A STORY
- 18. MISSION (shared purpose) VISION (shared image of the future) HORIZON ELEMENTS (path, destination, or territory) OF A STORY
- 19. MISSION (shared purpose) VISION (shared image of the future) HORIZON ELEMENTS (path, destination, or territory) OF A STORY ACTIONS (initiative, movement)
- 20. MISSION (shared purpose) VISION (shared image of the future) HORIZON ELEMENTS (path, destination, or territory) OF A STORY ACTIONS (initiative, movement) LIMITERS (process, regulations, resources, social codes, history, urgency, etc.)
- 21. RESPONSES TO MISSION AND VISION
- 22. COMMITMENT (Wants it and will creates whatever laws necessary to make it happen.) ENROLLMENT RESPONSES TO (Wants it and will work with in the “spirit of the law” to make it happen.) MISSION AND VISION GENUINE COMPLIANCE (Sees the benefit and will do his part and more to make it happen.)
- 23. FORMAL COMPLIANCE (Generally sees the benefit and will do what is expected; but no more.) GRUDGING RESPONSES TO COMPLIANCE MISSION AND (Doesn’t see the benefit; but does what is expected because he has to.) VISION NON-COMPLIANCE (Doesn’t see the benefit and will do nothing to support.) APATHY (Doesn’t see the benefit. He is neither for it nor against it.)
- 24. STORYLINES
- 26. STORYLINES MISSION VISION M V SHARED SHARED PICTURE PURPOSE OF THE FUTURE
- 27. STORYLINES MISSION VISION HORIZON M V H SHARED STRATEGY SHARED IDENTIFY PICTURE PURPOSE TERRITORY OF THE FUTURE GOALS PATH OPPOR.
- 28. STORYLINES MISSION VISION HORIZON ACTION M V H A SHARED STRATEGY INITIATIVE SHARED IDENTIFY PICTURE ACTION PURPOSE TERRITORY OF THE MOVEMENT FUTURE GOALS MOMENTUM PATH OPPOR.
- 29. STORYLINES MISSION VISION HORIZON ACTION LIMITERS M V H A L STRATEGY PROCESS SHARED INITIATIVE SHARED IDENTIFY REGULATIONS PICTURE ACTION PURPOSE TERRITORY RESOURCES OF THE MOVEMENT GOALS SOCIAL CODES FUTURE MOMENTUM PATH HISTORY OPPOR. URGENCY EXTERNAL ENVIR.
- 30. STORYLINES MISSION VISION HORIZON ACTION LIMITERS S M V H A L STRATEGY PROCESS SHARED INITIATIVE SHARED IDENTIFY REGULATIONS PICTURE ACTION PURPOSE TERRITORY RESOURCES OF THE MOVEMENT GOALS SOCIAL CODES FUTURE MOMENTUM PATH HISTORY OPPOR. URGENCY EXTERNAL ENVIR.
- 31. STORYLINES MISSION VISION HORIZON ACTION LIMITERS S M V H A L PROCESS F SHARED STRATEGY INITIATIVE SHARED IDENTIFY REGULATIONS PICTURE ACTION PURPOSE TERRITORY RESOURCES OF THE MOVEMENT GOALS SOCIAL CODES FUTURE MOMENTUM PATH HISTORY OPPOR. URGENCY EXTERNAL ENVIR.
- 32. STORYLINES MISSION VISION HORIZON ACTION LIMITERS S M V H A L A PROCESS F SHARED STRATEGY INITIATIVE SHARED IDENTIFY REGULATIONS PICTURE ACTION PURPOSE TERRITORY RESOURCES OF THE MOVEMENT GOALS SOCIAL CODES FUTURE MOMENTUM PATH HISTORY OPPOR. URGENCY EXTERNAL ENVIR.
- 33. STORYLINES MISSION VISION HORIZON ACTION LIMITERS S M V H A L A L PROCESS F SHARED STRATEGY INITIATIVE SHARED IDENTIFY REGULATIONS PICTURE ACTION PURPOSE TERRITORY RESOURCES OF THE MOVEMENT GOALS SOCIAL CODES FUTURE MOMENTUM PATH HISTORY OPPOR. URGENCY EXTERNAL ENVIR.
- 34. TRAGEDIES OR TRIUMPHS? TG TRAGEDIES • FAILURES • UNMET EXPECTATIONS • POOR PERFORMANCE • UNDER ACHIEVERS T TYRANNIES • PROCESS • RESOURCES TR TRIUMPHS • SOCIAL CODES • ACHIEVEMENTS • HISTORY • EXCEEDED EXPECTATIONS • URGENT • HIGH PERFORMANCE • MORE • OVERCOMERS
- 35. WHAT’S GOING ON? WHAT’S GOING ON OUT THERE? WHAT’S GOING ON AT PEPPERDINE? WHAT’S GOING ON IN MY DEPARTMENT? WHAT’S GOING ON IN HERE?
- 36. MISSION What are the story lines? VISION OT SW KEY ISSUE STRATEGIC Write these as narratives. INTENT GRAND STRATEGY
- 37. SCRIPTING YOUR FUTURE STORY RICK GIBSON VP, PUBLIC AFFAIRS AND CHURCH RELATIONS, CMO
Editor's Notes
- We act according to what we believe.\nLITTLE RICKY GIBSON’S FISHING \nLittle Ricky Gibson and his father loved to do things together. They played ball together, they went to ball games together. They were in scouts together, they carved pinewood derby cars together. They also loved to fish together.\n\nDeep within the woods they found the spot they were looking for. From their high place above a beautiful pool of clear, cold water, they could see dozens of Rainbow trout swimming about.\n\nThey unpacked their gear, trimmed their line and began to fish. Little Ricky looked at his father with excitement as he caught the first catch of the day. They had found the perfect fishing spot on a picture perfect day.\n\nLittle Ricky, wanting a better spot, inched his way closer to the edge of the rock, high above the pool below. He reached for his pole and bait when suddenly his foot slipped on the loose gravel covering the rock. He fell sprawled on the rock, dropped his fishing gear and grabbed to the rock like he was Spiderman. \n\nThough he held as tightly as he could, he slowly slid down the rock closer to the edge of a massive 12-foot drop to the rocks and pool of water below. From his spread eagle position on the rock he looked over his shoulder to his feet dangling off the side of the rock. This would not hold long. He panicked.\n\nLittle Ricky’s first reaction was to try to scale the rock but he only slipped further toward the edge and the drop that would surely kill him. His second impulse was to look to his loving father to rescue him, but his hand was not extended. His father, unconcerned was baiting his hook. \n\n“Father!” he cried. Save me. His father who loved him never looked away from the hook and mumbled, “You’ll be ok.”\n\nJust then, Ricky slipped further shoving gravel off the edge into the abyss below. He inched further and quickly to the edge. First his feet, his ankle, and now his knee dangled over the edge. “Father, save me,” he shouted through tears, only to see his father respond, “Quiet! You’ll scare the fish?” \n\nLittle Ricky looked into the heartless eyes of the monster that used to be his father and shouted in resignation. “Dad, I’m going to die!” The monster shook his head and said, “You’re fine. Now keep quiet.”\n\nHis strength had left him. He could hold on no longer. Little Ricky made one more plea and offered his final words: “Tell mom I love her.” And then he let go.\n\nHis feet gave way and the slide came fast. He dangled over the edge and slid off the rock and fell with a quick thud on the ledge one foot below—a ledge his father could see that Little Ricky could not. The monster was gone. His father said, “Quiet. You’ll scare the fish.”\n\n\nWe act according to what we believe to be true.\n\n
- Narratives Shape Us\nWe understand truth through the narratives that shape our understanding of reality.\nThey may not be real, but they are real enough to us and they shape our behavior.\n\nWhich sub-narratives are shaping the plot of your story?\n\n•Personal narratives\n• Health narratives\n•Historical narratives\n•Religious narratives\n•Family narratives\n•National narratives\n•Organizational narratives\n•Departmental narratives\n\n
- LIFE SPAN OF A STORY\n\nNarratives begin and end.\nThe meta-narrative of organizations must be replaced by another, more compelling narrative, before they peak and decline.\nNarratives can span several decades.\n“The Malibu Miracle” was a meta-narrative that energized Pepperdine after a seismic event.\nAre we at the end of the Malibu Miracle epoch or the beginning of a new one?\nThe Rankings Narrative\nIf we are the beginning of new meta-narrative, what is it?\n\n
- LIFE SPAN OF A STORY\n\nNarratives begin and end.\nThe meta-narrative of organizations must be replaced by another, more compelling narrative, before they peak and decline.\nNarratives can span several decades.\n“The Malibu Miracle” was a meta-narrative that energized Pepperdine after a seismic event.\nAre we at the end of the Malibu Miracle epoch or the beginning of a new one?\nThe Rankings Narrative\nIf we are the beginning of new meta-narrative, what is it?\n\n
- LIFE SPAN OF A STORY\n\nNarratives begin and end.\nThe meta-narrative of organizations must be replaced by another, more compelling narrative, before they peak and decline.\nNarratives can span several decades.\n“The Malibu Miracle” was a meta-narrative that energized Pepperdine after a seismic event.\nAre we at the end of the Malibu Miracle epoch or the beginning of a new one?\nThe Rankings Narrative\nIf we are the beginning of new meta-narrative, what is it?\n\n
- LIFE SPAN OF A STORY\n\nNarratives begin and end.\nThe meta-narrative of organizations must be replaced by another, more compelling narrative, before they peak and decline.\nNarratives can span several decades.\n“The Malibu Miracle” was a meta-narrative that energized Pepperdine after a seismic event.\nAre we at the end of the Malibu Miracle epoch or the beginning of a new one?\nThe Rankings Narrative\nIf we are the beginning of new meta-narrative, what is it?\n\n
- LIFE SPAN OF A STORY\n\nNarratives begin and end.\nThe meta-narrative of organizations must be replaced by another, more compelling narrative, before they peak and decline.\nNarratives can span several decades.\n“The Malibu Miracle” was a meta-narrative that energized Pepperdine after a seismic event.\nAre we at the end of the Malibu Miracle epoch or the beginning of a new one?\nThe Rankings Narrative\nIf we are the beginning of new meta-narrative, what is it?\n\n
- LIFE SPAN OF A STORY\n\nNarratives begin and end.\nThe meta-narrative of organizations must be replaced by another, more compelling narrative, before they peak and decline.\nNarratives can span several decades.\n“The Malibu Miracle” was a meta-narrative that energized Pepperdine after a seismic event.\nAre we at the end of the Malibu Miracle epoch or the beginning of a new one?\nThe Rankings Narrative\nIf we are the beginning of new meta-narrative, what is it?\n\n
- LIFE SPAN OF A STORY\n\nNarratives begin and end.\nThe meta-narrative of organizations must be replaced by another, more compelling narrative, before they peak and decline.\nNarratives can span several decades.\n“The Malibu Miracle” was a meta-narrative that energized Pepperdine after a seismic event.\nAre we at the end of the Malibu Miracle epoch or the beginning of a new one?\nThe Rankings Narrative\nIf we are the beginning of new meta-narrative, what is it?\n\n
- LIFE SPAN OF A STORY\n\nNarratives begin and end.\nThe meta-narrative of organizations must be replaced by another, more compelling narrative, before they peak and decline.\nNarratives can span several decades.\n“The Malibu Miracle” was a meta-narrative that energized Pepperdine after a seismic event.\nAre we at the end of the Malibu Miracle epoch or the beginning of a new one?\nThe Rankings Narrative\nIf we are the beginning of new meta-narrative, what is it?\n\n
- LIFE SPAN OF A STORY\n\nNarratives begin and end.\nThe meta-narrative of organizations must be replaced by another, more compelling narrative, before they peak and decline.\nNarratives can span several decades.\n“The Malibu Miracle” was a meta-narrative that energized Pepperdine after a seismic event.\nAre we at the end of the Malibu Miracle epoch or the beginning of a new one?\nThe Rankings Narrative\nIf we are the beginning of new meta-narrative, what is it?\n\n
- LIFE SPAN OF A STORY\n\nNarratives begin and end.\nThe meta-narrative of organizations must be replaced by another, more compelling narrative, before they peak and decline.\nNarratives can span several decades.\n“The Malibu Miracle” was a meta-narrative that energized Pepperdine after a seismic event.\nAre we at the end of the Malibu Miracle epoch or the beginning of a new one?\nThe Rankings Narrative\nIf we are the beginning of new meta-narrative, what is it?\n\n
- LIFE SPAN OF A STORY\n\nNarratives begin and end.\nThe meta-narrative of organizations must be replaced by another, more compelling narrative, before they peak and decline.\nNarratives can span several decades.\n“The Malibu Miracle” was a meta-narrative that energized Pepperdine after a seismic event.\nAre we at the end of the Malibu Miracle epoch or the beginning of a new one?\nThe Rankings Narrative\nIf we are the beginning of new meta-narrative, what is it?\n\n
- \nMISSION\nMission is a mix of assets and values that identify who you are and how you create value.\n \n•Who are you and why do you matter? \n•How do you add value?\n\nVISION\nVision is a shared image of the future. \n\n•Acknowledges where you are.\n•Declares a destination.\n•Fosters commitment within a team.\n\nHORIZON\nHorizon is identified territory, a pathway forward, opportunity, a strategy.\n\nACTION\nActions are taken based upon your interpretation of mission, vision, horizon narratives.\n\nTYRANNIES\nTyrannies are stories that lord over you. They hold you hostage. They are either real or perceived organizational self-talk.\nThey can lead to triumphs or tragedies.\n\n\n\n\n\n\n\n\n
- \nMISSION\nMission is a mix of assets and values that identify who you are and how you create value.\n \n•Who are you and why do you matter? \n•How do you add value?\n\nVISION\nVision is a shared image of the future. \n\n•Acknowledges where you are.\n•Declares a destination.\n•Fosters commitment within a team.\n\nHORIZON\nHorizon is identified territory, a pathway forward, opportunity, a strategy.\n\nACTION\nActions are taken based upon your interpretation of mission, vision, horizon narratives.\n\nTYRANNIES\nTyrannies are stories that lord over you. They hold you hostage. They are either real or perceived organizational self-talk.\nThey can lead to triumphs or tragedies.\n\n\n\n\n\n\n\n\n
- \nMISSION\nMission is a mix of assets and values that identify who you are and how you create value.\n \n•Who are you and why do you matter? \n•How do you add value?\n\nVISION\nVision is a shared image of the future. \n\n•Acknowledges where you are.\n•Declares a destination.\n•Fosters commitment within a team.\n\nHORIZON\nHorizon is identified territory, a pathway forward, opportunity, a strategy.\n\nACTION\nActions are taken based upon your interpretation of mission, vision, horizon narratives.\n\nTYRANNIES\nTyrannies are stories that lord over you. They hold you hostage. They are either real or perceived organizational self-talk.\nThey can lead to triumphs or tragedies.\n\n\n\n\n\n\n\n\n
- \nMISSION\nMission is a mix of assets and values that identify who you are and how you create value.\n \n•Who are you and why do you matter? \n•How do you add value?\n\nVISION\nVision is a shared image of the future. \n\n•Acknowledges where you are.\n•Declares a destination.\n•Fosters commitment within a team.\n\nHORIZON\nHorizon is identified territory, a pathway forward, opportunity, a strategy.\n\nACTION\nActions are taken based upon your interpretation of mission, vision, horizon narratives.\n\nTYRANNIES\nTyrannies are stories that lord over you. They hold you hostage. They are either real or perceived organizational self-talk.\nThey can lead to triumphs or tragedies.\n\n\n\n\n\n\n\n\n
- \nMISSION\nMission is a mix of assets and values that identify who you are and how you create value.\n \n•Who are you and why do you matter? \n•How do you add value?\n\nVISION\nVision is a shared image of the future. \n\n•Acknowledges where you are.\n•Declares a destination.\n•Fosters commitment within a team.\n\nHORIZON\nHorizon is identified territory, a pathway forward, opportunity, a strategy.\n\nACTION\nActions are taken based upon your interpretation of mission, vision, horizon narratives.\n\nTYRANNIES\nTyrannies are stories that lord over you. They hold you hostage. They are either real or perceived organizational self-talk.\nThey can lead to triumphs or tragedies.\n\n\n\n\n\n\n\n\n
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- How you understand and deal with the antagonistic forces of your story will impact the outcome of your \n
- Key Questions:\n \n1. What Pepperdine story lines animate performance in your department? WHAT GIVES YOU ENERGY TO YOUR STORY?\n2. What Pepperdine story lines hinder performance in your department? WHAT DRAINS ENERGY FROM YOUR STORY?\n\n1a. What department story lines animate performance in your department? WHAT GIVES YOU ENERGY TO YOUR STORY?\n2a. What department story lines hinder performance in your department? WHAT DRAINS ENERGY FROM YOUR STORY?\n\nThese questions may have economic, social, spiritual, political, personal and professional elements.\n
- Writing a key issue statement gets at the heart of your narrative. What needs to be addressed first needs to be understood.\nWhere are the openings of opportunity? \nWhere are the gaps in your organization? \nWhere are the weaknesses?\n\nStrategic Intent gives you clarity of mission and vision.\n\nGrand Strategy takes the opportunities and threats present in the external environment, your unique assets, strengths, and qualifications, and uses them to address a problem or take advantage of an opening.\n\nWithout understanding, managers can engage in an lot of activity that results in little forward motion.\nWriting your strategic plan as a narrative forces understanding.\n\nOver the lips or through fingertips.\nIf you can’t tell it. If you can’t write it.\nThe idea is probably not developed enough to execute.\n
- We act according to what we believe.\nIntro: Little Ricky Gibson—Fishing in the Wishon Fork of the Tule River\nWe act according to what we believe to be true.\n\n