Academic journal article College Student Journal

A Model for Creating and Communicating a Shared Vision

Academic journal article College Student Journal

A Model for Creating and Communicating a Shared Vision

Article excerpt

Often, organizational behavior is concerned with the relationships and learning that occur within an organization such as an institution of higher education. Of importance, is enabling individuals to understand where they fit into a group and how their contributions add to the organizational behavior and learning. Further, this can provide an environment that is more conducive to assisting individuals in determining the importance of what they are doing, what they are learning, and how to use their learning to support the organization. The following model demonstrates how the vision of an organization can be communicated to all constituencies


The Model

Bosserman (1998) presents a model that appears effective in the binary aspects of creating a shared vision and communicating that vision with constituents. This model is an aid in both comprehending the creation of a vision statement and communicating a shared understanding through the visual representation of the organization's idea(s) to external and internal constituents. The model addresses the relationships within an organization and bases its strategic framework on systems thinking. Systems thinking presents an organization as a network of connected entities, where more emphasis is placed on relationships rather than on individual units separate one from another (Capra 1996; Senge 1990).

For the Bosserman model, systems thinking concentrates on relationships among the primary organization and stakeholders, and examines how these relationships are created, nurtured, and sustained by individuals. The strategic framework of the model is designed to communicate the meaning and significance of organizations to diverse audiences. This model encourages people to make commitments to the organizations with which they are affiliated and prompt the emergence of possibilities for change within organizations by those who contribute to and are served by them. The formal structure of an organization is represented as:

An organization's formal structure, for example an academic institution's, often includes areas such as its programs, policies, procedures, relationships, and funding mechanisms. The points of the triangle represent the organization's purpose (i.e., who it serves and what it delivers), its principles (i.e., an organization's raison d'etre), and its intentions (i.e., the criteria an organization uses to evaluate its effectiveness). …

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