Paul Foley asked in LO15499:
> Can shared visions be developed in most organisations? In a large
> organisation it may be logistically impossible to do so in any meaningful
> way. In a small organisation, your vision only counts if you're the owner
> / senior manager.
Could you please go into more of the details that lead to this conclusion?
I have always assumed that the opposite was true: The smaller an
organization, the more important the vision of someone other than the
owner.
It's not that an individual's vision can have a greater overall impact in
a Small company vs. Large company. Or that the vision of someone in a
small organization has greater overall consequences. Rather the effects of
one's actions are more quickly made apparent and visible due to size -
Information flows more easily through fewer, shorter channels in a small
organization. Thus, the significance of the contributions provides
clearer, more immediate feedback. If a clerk at the neighborhood small
grocery gives poor customer service, the owner/manager is likely to get
upset and address this issue quickly. Bad service very apparently affects
sales and personal income. Compare this with a large corporation
environment. How often are the attitudes and actions of sales clerks even
known by the owners? Actions and attitudes are manifestations of ones own
vision. And the visions of the individual personnel are more readily seen
in the small company.
Also, an individual voice is more likely to be heard in a smaller group.
Take 10 team members that share a vision and work to develop L.O.
principles in their organization. If those 10 people represent only a
small percentage of the large organization, they will likely encounter
many obstacles. While if those 10 people make up most, or all, of the
total number of employees in a small organization, their impact can guide
the company with the momentum of unity.
Perhaps we do not share the same mental model of the small business owner.
I know there are those with different employment histories who have
another point of view. But to me, a small business owner relies even more
heavily on the strengths, judgements, actions and overall vision of the
employees. Typically, he/she realizes how hard it is to do it all alone
(many have tried) and must delegate to those whom they can trust . . . To
those who share their vision and values. Entrepreneurial types can be very
independent and egotistical, but it is a blessing to them to have someone
else who is willing and able to take up their cause and share their
vision. And when there are few people on the payroll to begin with each
individual becomes a valued resource. Vision only counts very much when
you're Not the owner / senior manager.
Also,
> If Vision is to be more than Motherhood, it needs to be as concrete as
> possible. People need to see precisely what they are aiming for.
Sure, actions without purpose are often seen as folly, and out of place in
the business world. (Though I don't know.) but,
> they often struggle with getting their vison precisely defined.
In an earlier thread it was suggested that by defining, we set limits.
Should a vision be limited? I think what you are calling vision, I have
been calling purpose, or goal, or objective. Are you thinking in terms of
something quantitative?
These are my current thoughts on the subject. I hold a great passion for
small business development and look forward to the exchange of ideas.
--| Dennis Keibler | HSC Biostatistics Center | | University of Louisville | Louisville, KY | | djkeib01@homer.louisville.edu | | http://www.louisville.edu/~djkeib01 |
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