The Organizational Cone Organizational Cone n n

The Organizational Cone

Organizational Cone n n Developed by Swedish management consultant, Bo Gyllenpalm Significant to understanding organizational relationships

Vision n n Is an idea that becomes a unique image of the future Creates energy and will compel us to act Must be articulated through images or inner pictures so that others can see its potential Peter Senge says, “A shared vision is not an idea. It is rather, a force in people’s hearts, a force of impressive power. ”

Vision Creative energy/creative tension, as referred to by Senge, comes from seeing clearly n 1. 2. 3. n what we want to be, our vision, and telling the truth about where we are, our current reality. Without vision, there is not creative energy or tension.

Energy Negative Energy 1. 2. 3. fight or flight syndrome; 1. generated when someone feels threatened or afraid short lived 2. Positive Energy generated when people can see something in their minds that really attracts and excites them longer lasting; makes people commit to the vision Energy is necessary to move toward the future.

Peak Performing Organization n Requires that each member see in the shared vision something that attracts their full interest and desire. Perceptions of the vision may not be exactly the same. When the visions are overlapping and interwoven, the “energy vectors” form a cone.

Shared Vision y Energ rs Vecto Shared Vision The more focused the energy, the more focused the cone will be. The best results are obtained when there is some overlap between departments and/or teams.

Energy n n Leaders should make sure the cone is focused and well defined. If someone starts acting outside the cone, the leader should find out why and try to redirect that individuals energy toward the cone.

Mission, Purpose, and Stakeholders n n The purpose or mission of the organization should be well defined to all stakeholders in order for them to buy into it. To get commitment, (1) you need to create a strong emotional vision or (2) desire to be a part of the organization.

Mission Statement n n Explains the basic purpose of the operations Explains how the organization differs from others in the same industry n n Basis for setting priorities, strategies, and plans Interpreted by the stakeholders and turned into personalized visions

Essentials for Organizational Success n Vision n Passion n Action

Strategy, Mindset, and Culture n n n Decisions or strategy choices need to be made about how to create a peak performance. The mindset of the individual is important in that the interpretation of the strategy is vital to success. The basis of the mindset is based on the individuals experiences encountered and selfesteem that influences self-confidence.

Strategy, Mindset, and Culture n n The existing organizational culture is the result of implemented decisions that have shaped the organization’s way of thinking and operating. The culture must be “in tune with” the strategy.

Peak Performing Schools n n n Create a vision Communicate the purpose Establish and make sure the basic values are followed Ensure positive norms are created

Goals, Processes, and Team Spirit n n n Operational goals need to be developed. Individuals strengths and weaknesses should be recognized and accepted creating a team spirit. Work rules and processes should be established and agreed upon by the team. A positive work environment, that empowers all to participate, creates team spirit and energy.

The Organizational Cone Model Source: Copyright 2000 by Bo Gyllenpalm. Commitment Willingness Self-Esteem Motivation Ambition Self-Confidence Personal Power Human Quality Leadership Results ent Attunem Sh aning ared Me GY = ENER Shared Vision Alignment Ability Management Resources Technical Economical Human Knowledge Experiences Skills Position Power Compliance Technical Quality

Management-Position Power. Compliance n 1. 2. 3. 4. 5. Lower part of the cone deals with MANAGEMENT issues such as: Formulating the mission/purpose Making strategic decisions Setting goals Defining roles Assigning tasks to be performed

Management-Position Power. Compliance n n Using position power can get people to comply BUT not always be committed Fostering commitment requires leadership!

Leadership-Power. Commitment n 1. 2. 3. Upper part of the cone deals with LEADERSHIP factors such as: The willingness to achieve the common results Successfully influencing people through mutual respect and commitment Ability to manage and lead

Alignment and Attunement n n The bottom part of the cone should be aligned and directed toward the vision or final performance. The more alignment and attunement there are, the more energy will be generated and focused toward achieving a peak performance.

Effective Leadership n n 1. 2. 3. Effective leaders create a compelling vision of what the final state can look like, feel like, and be like. A strong and compelling vision will create a shared meaning, generate energy, and guide the way toward a peak performance.

Final Results When ALL areas of energy n n Interact in a positive manner Focus on the shared vision Fantastic results can be accomplished!!