PRACTICE: SHARED VISION AND TEAM LEARNING
i need an essay written 3-5 pages plus 4 references… attached is the instructions, school used, rubric and topics
Running head: VISION AND LEARNING 1
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SHARED VISION AND TEAM LEARNING
Shared Vision and Team Learning
Cyrisse Houston Allen
Capella University
Introduction
The Wayne-Westland Community School District is a low-income school district that is comprised of fourteen elementary schools, one middle school, and four high schools. This is a unique school district because it has primary matriculation for a larger urban city, Inkster, whose students are bused to this city for education due to the state closing of all schools in that city. The average class size is forty seven students. This district is faced with opposition from the principals to the community stakeholders from each city concerning the overcrowding of classrooms, student behavior, and state test score performance going down significantly each year. The administration of this district must become a team to present a positive front for stakeholders to believe in this school district. It is a combined vision of a picture that everyone in the school district including parents and community stakeholders carries in their heads and hearts. This is an essential component of this learning organization because it provides the focus and energy for learning.
The administrative leaders of this school district will become project team members and work together to achieve objectives and goals. In general, they actively work on one or more phases of the project, although their role can change based on the type of project phase, but they aim at achieving the same project goal. Within an organization, project team members help in establishing a shared vision and facilitate team learning of the staff and stakeholders.
Shared Vision and Team Learning
Under the context of organizational shared vision, all members pose a positive mental image of the future of the organization (Lehmann-Willenbrock, Beck, & Kauffeld, 2016). A shared vision is an image that an organization’s project team members share and hold in common of how the project outcomes will appear, work, and be accepted by the management or clients upon completion. This acceptance of vision does not mean that all members of the team have the same mental image. However, vision development within a group makes the image similar.
The building of a shared vision is a simple process, but many members of the team within an organization do not take the time to facilitate and complete the process. It is evident that project team members discuss a new project task in a practical perspective, state the requirements, discuss the likely changes and constraints, and develop a work breakdown structure and deadlines. Unfortunately, few project teams take the time as a group to understand a shared vision of the organization project. As a result, team members start developing a different image of the project’s vision, but these images are not shared among the majority of project team members (Culatta, 2019). Generally, a shared vision among the majority serves as a blueprint to achieving specific desired goals or objectives of the organization.
Organizations that do not have shared vision have limited scope of the work and become vulnerable to various issues if project team members’ images do not align with each other. The presence of shared vision enhances the coordination of team members and various levels of management, and foster a strong commitment to the overall organizational performance. Similarly, team learning plays a critical role in ensuring a specific team becomes strategically and operationally adaptive and responsive to unforeseen project changes and other changes occurring within an organization. It is through team learning in which the behaviors of organization employees get shaped, ideas and processes explored, differences discussed, and solution to them arrived to establish a new understanding that improves the development of shared vision (Erhardt, Gibbs, Martin-Rios, & Sherblom, 2016). Primarily, the reflection, sharing, and discussion of critical elements, outcomes, and processes that propel the realization of shared vision build the performance of an organization.
Application of The Concept of Shared Vision to In Addressing Problems and Opportunities for Improvement in An Organization
Team members within the organization can get engaged in developing a strategy to attain the performance goals and objectives. These people can decide to start the next meeting with a brief review of the shared vision that acts as a tool for giving performance direction. If the statement is taken in time, members asked to start formulating strategies to realize the vision statement, the existing challenges toward achieving the general objectives gets identified, solved, and resulting opportunity utilized to enhance the reality of the vision statement (Culatta, 2019). For instance, a project manager or production manager may ask workers of the organization to come up with new and customized strategies that can assist the organization to attain the statement that states “it is grateful for customers to accept and use the manufactured good.” So, a shared vision may direct the organization to consider inviting clients or consumers to meet the production and quality assurance team once in a month. Generally, the shared vision provides the company with techniques of solving the problem and ways of utilizing the existing opportunities to stay focused on the organizational objectives.
Concept of Team Learning on Addressing Issues and Opportunities for Improving an Organization
Team learning provides an organization with ways of building an organizational culture that helps in shaping and changing employees’ behavior to fit the performance culture. Through team learning, managers and members of the top management finds the best approaches of exploring, discussing, and strengthening the current culture to empower the efforts of realizing the organization statement. The power of collaborations and the organization’s ability to partner with external parties relies on the strength of team learning (Wise & Chiu, 2011). Through team learning, a company will have strong interactive skills and strategies for creating a collaborative environment for solving internal and external issues undermining the organization performance. With the team learning knowledge, an organization learns and understand the way its workers are going to behave and respond when subjected to a certain experience. As a result, the management takes proactive strategies to counter any negative outcomes in such circumstances.
How Shared Vision and Team Learning Interact to Support Systems Thinking
Share vision aim at building a strong organizational capacity since it gets powered by team learning that sets the desired behaviors and ideas to build a shared mental image among employees. As a result of this interdependence, an organization gets placed in a situation of “learning stance” which promotes new approaches of thinking and operating (Lei, Waller, Hagen, & Kaplan, 2015). So, these interconnected actions of both a shared vision and team learning influence behavior required for systems thinking. The establishment of a shared vision among and between employees and teams leads to systems thinking (Lei et al., 2015). Teams are vital to learning units and building a shared vision in an organization. Consequently, leaders cannot lead and understand without an in-depth knowledge of these systems thinking and interconnectedness between team learning and shared vision.
An organization can focus on team learning and shared vision to get its transparent systems thinking that reveal the observational process of a whole organizational system. This system gets modified by the nature of team learning capacity in which teams discuss and solve the experienced problems regarding the performance. Managers understanding on all actions resulting from specific employees behaviors and the anticipated consequences relate to the existing shared vision. Most of the time, managers emphasize on individual responses, and therefore, fail to remember the real vision or the big shared picture of the organization (Bui, 2020). However, the understanding of the correlation enables the organization to see the association and trends of change in specific circumstances. Managers will be able to determine cause and effect since they can utilize the systems thinking of the organization through the observed behaviors.
Questions that foster inquiry by a project team member on organizational change
i. What are the anticipated and required foundations of organizational change?
ii. What may involve other reasons apart from “Survival” that leads to the need of an organization change?
iii. Can these reasons get generalized for all organizations?
References
Culatta, R. (2019). Creating a Shared Vision. Educational Leadership, 76(5), 26-29.
Erhardt, N., Gibbs, J., Martin-Rios, C., & Sherblom, J. (2016). Exploring affordances of email for team learning over time. Small Group Research, 47, 243-278. doi:10.1177/1046496416635823
Lehmann-Willenbrock, N., Beck, S. J., & Kauffeld, S. (2016). Emergent team roles in organizational meetings: Identifying communication patterns via cluster analysis. Communication Studies, 67, 37-57. doi:10.1080/10510974.2015.1074087
Lei, Z., Waller, M., Hagen, J., & Kaplan, S. (2015). Team adaptiveness in dynamic contexts: Contextualizing the roles of interaction patterns and in-process planning. Group & Organization Management, 41, 491-525. doi:10.1177/1059601115615246
Wise, A. F., & Chiu, M. M. (2011). Analyzing temporal patterns of knowledge construction in a role-based online discussion. International Journal of Computer Supported Collaborative Learning, 6, 445-470. doi:10.1007/s11412-011-9120-1
Bui, H. T. (2020). From the fifth discipline to the new revolution: what we have learnt from Senges ideas over the last three decades. The Learning Organization. Running head: SHORT PROJECT TITLE 1
PROJECT TITLE NAME LONGER VERSION 3
Project Title
Student Name
Capella University
Introduction
Shared Vision and Team Learning
Change Management Strategies
Organizational Changes
Continuous Improvement and Learning
Conclusion
References
Pershing, J., Stolovitch, H. D., Keeps, E. J., & Pershing, J. A. (2006). Handbook of human performance technology: Principles, practices, and potential. San Francisco, CA: Pfeiffer.
Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York: Random House Business.
Van Tiem, D. M., Moseley, J. L., & Dessinger, J. C. (2012). Fundamentals of performance improvement: Optimizing results through people, process, and organizations. San Francisco, CA: Pfeiffer. Instructions for EDD8020 Sample Paper Template Week Seven
Paragraph
Heading
Corresponding Instructions Corresponding Criteria from the Scoring Guide
Introduction Introduction
Identify and briefly describe your target audience (individual or group).
Dr. J’s Notes: Choose an organization you are familiar with as this course is about
Organizational Learning.
Remember the name and description of this course: EDD8020 – The Dynamics of
Organizational Improvement.
Course Description: This course provides an introduction to fundamental systems
principles and skills of leadership in organizations with a focus on continuous organizational
learning and improvement processes. You will reflect on personal values and behaviors and
those of organizations and explore basic principles of systems thinking, systems mapping,
and approaches to inquiry cycles in relation to leadership processes and organizational
change. In addition, you will apply disciplines of learning organizations and a change model
to a problem of practice to real-world leadership challenges.
Shared Vision
and Team
Learning
In your own words, explain to your audience the meaning of shared vision and team
learning.
Why are developing a shared vision and team learning opportunities important
organizational disciplines?
How do the principles of team learning and shared vision interact to strengthen and
reinforce one another?
How do team learning and shared vision provide a foundation for engaging in or
strengthening systems thinking?
Support Needed for this Section
Your explanation should be responsive to the perspectives of your audience.
Provide specific support for your statements and assertions as you draw connections
among the five disciplines and your examples.
Your examples should include specific details that promote greater understanding of
shared vision and team learning that you want to convey to your audience.
Describe the concepts of shared vision and team
learning. 20%
Distinguished Category:
Describes the concepts of shared vision and
learning. Description includes very well chosen
quotations from the text and authors own highly
insightful summary and interpretation.
Dr. J’s Note: Quotes are Paraphrased
Apply the concept of shared vision to address
issues and opportunities for improvement in an
organization. 15%
Distinguished Category:
Applies the concept of shared vision to address
issues and opportunities in an organization.
Specific and accurate references to personal
mastery are consistently used to support the
analysis, and its impact on the organization is
thoroughly and insightfully explained.
Change
Management
Strategies
Explain how you would recommend the organization use change management strategies
to ensure the development and/or fulfillment of a shared vision and team learning.
Dr. J’s Notes: You are using change management strategies. However, these strategies
have a focus or purpose for development and/or fulfillment of a shared vision and team
learning.
Apply the concept of team learning to address
issues and opportunities for improvement in an
organization. 15%
Distinguished Category:
Applies the concept of team learning to address
issues and opportunities in an organization.
Specific and accurate references to personal
mastery are consistently used to support the
analysis, and its impact on the organization is
thoroughly and insightfully explained.
Organizational
Changes
Explain to your audience what organizational changes you would recommend that could
enhance a shared vision and team learning among diverse stakeholders in the organization.
Dr. J’s Notes: Once again, you are recommending changes within the organization. This
time it meant to enhance or improve the shared vision and team learning as described
above.
Analyze how shared vision and team learning
interact with one another and support systems
thinking. 15%
Distinguished Category:
Analyzes how shared vision and team learning
interact with one another and systems thinking in a
detailed and compelling manner that includes
specific examples.
Continuous
Improvement and
Learning
At the end of your paper include at least three questions about shared vision and team
learning as they relate to your audience that, when thoughtfully considered, might promote
continuous improvement and organizational learning.
Dr. J’s Notes: The questions are related to shared vision and team learning as described
above.
Important Note: No numbering or bullet points.
Create a set of questions that will foster inquiry by
a target audience on organizational change. 15%
Distinguished Category:
Creates a set of questions specific to the situation
of the target audience that are very likely foster to
inquiry by a target audience on organizational
change.
Conclusion A Conclusion needs to be substantive. As a doctoral student the paper must demonstrate
critical analysis. When writing, ask yourself: did you fully and completely address the initial
thesis statement you developed in you Introduction?
Important Note: The Conclusion is not a place to include citations or new information. It is
your thoughtful wrap-up and evaluation of the thesis statement made at the beginning of your
paper.
Develop flow with organizational tactics that
recognize the relationship between the main topic
and subtopics. 10%
Distinguished Category:
Develops flow in text through paragraphing,
transitional words, and key phrases, with an
evident main idea in each paragraph.
References [Provide references to the material you consulted in creating this project. Follow APA
guidelines when creating your references, including hanging indent form. The following will
help you get started as these sources are properly formatted with double spacing and
hanging indentations.]
Adhere to the rules of grammar, usage, and
mechanics. 10%
Distinguished Category:
Exhibits strict and nearly flawless adherence to the
rules of grammar, usage, and mechanics.
Additional
Requirements:
In your writing, try to make specific connections between the concept(s) in The Fifth
Discipline and organizational details.
Avoid writing in vague generalizations that do little to demonstrate a grasp of the concept
or enlighten your audience.
Audience: Include a statement that identifies the audience at beginning of the paper and a
set of questions for the audience at the end.
Font and Font Size: 12-point Times Roman, single spaced.
Dr. J’s Note: Double Spaced
Length: A minimum of 300 words.
References: As needed to support your ideas.
APA Style and Format: Format your paper using appropriate APA style and formatting.
My Recommendation:
Follow the APA Manual Sixth Edition and
use double spacing.
See the Grading Rubric copy provided
below.
