ENVISIONING

“Every successful company requires both accurate appreciation of reality AND the ability to dream beyond the present.”
             - Martin Seligman


Much has been written about the importance of the Organisational Vision and Values. Unfortunately the topic has become cloudy and implementation erratic. Without providing yet another imprecise definition, a Vision, should be an embodiment of the unattainable and lasting purpose of the organisation. Rather than some fixed statement which is plastered over wall plaques, on business cards and stress balls. The Vision should be the source of on-going dialogue between the members of the organisation as to the direction they are heading and what they as a group hold to be significant.

On the other hand it is our belief that shared Values must replace many of the existing policies and overbearing rules if we are to create Organisational order in the modern business. While inflexible rules generate a compliance culture, Values provide an adaptable and negotiable influence on behaviours - how things are done around here. Open and honest discussion about what is important (what is valuable) and significant allows individuals to regulate the means while achieving the ends.

In a mature interdependent organisation, both Vision and Values are living conversations and co-created by the current organisational membership. This is a far cry from the 'accepted wisdom' that the immutable Vision and Values are created by executive management and passed down to the masses to implement.

Adaptive Learning has designed and developed a number of models and frameworks which allow: firstly, a greater understanding of the role Vision and Values play within the high-performance, 21st century organisation and secondly, 'workshopable' methods for the shared development of these elements.

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