Strategies for the evolution of shared vision

This thesis explores strategies that facilitate the evolution of shared vision amongst twenty-three leaders of a university campus services organisation, Monyx, based at Monash University in Australia. At the time of the research Monyx had approximately three hundred and fifty staff. The study took place during the three years following a complex merger of eight diverse organisational units. This research utilised the learning history method which involved working with a learning history team of insiders and outsiders to study the evolution of shared vision at Monyx. Shared vision is defined as a shared understanding of purpose, values, a sense of the future, current reality, strategy and mental models. Strategies for the evolution of shared vision are explored and presented in a revised model which includes major strategies involving leadership, conversation, learning, executive teams, personal mastery and change management. These are supported by strategies such as business planning tools, project teams, action learning, action research, executive development, systems thinking, stories, metaphor, physical environment, social networks and visual communication. This thesis further developed the learning history methodology through the presentation of research findings as strategic images and cartoons. These images were included to enhance the appeal of the learning history and its effectiveness as a catalyst for reflective conversation and double loop learning amongst readers. Findings showed a significant degree of shared vision amongst the Monyx leaders and it was noticeable that as the leaders looked further into the future, the level of shared understanding became more abstract. Leaders suggested that shared vision was stronger amongst leadership teams than outside these teams and shared vision attracted people to the organisation and may have encouraged others to leave. A series of enabling and disabling actions and behaviours for fostering shared vision and overcoming resistance to change were identified and these were included in the revised strategies for the evolution of shared vision model.