The Vision ThingThe Vision Thing

Louis Rowitz, PhDLouis Rowitz, PhD

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A SYSTEM APPROACH TO PUBLIC HEALTH LEADERSHIP A SYSTEM APPROACH TO PUBLIC HEALTH LEADERSHIP

AND APPLICATIONS OF THE CORE FUNCTIONSAND APPLICATIONS OF THE CORE FUNCTIONS

Rowitz, p. 88, Figure 5-3

Steps in the Strategic Steps in the Strategic Management ProcessManagement Process

1. Identify the organization’s current mission, 1. Identify the organization’s current mission, vision, objectives, and strategiesvision, objectives, and strategies

2. Analyze the external environment2. Analyze the external environment

3. Identify opportunities & threats3. Identify opportunities & threats

4. Analyze the organization’s resources4. Analyze the organization’s resources

5. Identify strengths & weaknesses5. Identify strengths & weaknesses

6. Formulate strategies6. Formulate strategies

7. Implement strategies7. Implement strategies

8. Evaluate results8. Evaluate results

MissionMission

The purpose of the organizationThe purpose of the organization

The mission statement The mission statement answers four questions:answers four questions:

1. Who are we? 1. Who are we? (The purpose of public health)(The purpose of public health)

2. What do we do? 2. What do we do? (Coordinate actions & efforts)(Coordinate actions & efforts)

3. For whom do we do it? 3. For whom do we do it? (Our audiences)(Our audiences)

4. Why do we do it? 4. Why do we do it? ( Create a future for the field and the agency)( Create a future for the field and the agency)

The Guiding PrinciplesThe Guiding Principles

The mission statement sets goals; the The mission statement sets goals; the guiding principles shape the culture guiding principles shape the culture necessary to change the goals.necessary to change the goals.

-Wall, Solum, and Sobol, -Wall, Solum, and Sobol, 19921992

Mission FunctionsMission Functions

1.1. Results terminologyResults terminology

2.2. SuccinctnessSuccinctness

3.3. Authoritative GenerationAuthoritative Generation

4.4. Horizontal IntegrationHorizontal Integration

5.5. UbiquityUbiquity

6.6. Vertical IntegrationVertical Integration

Mission Statement Mission Statement Components Components (Robbins & Coulter, 1996)(Robbins & Coulter, 1996)

1.1. Customer marketCustomer market

2.2. Product and serviceProduct and service

3.3. Geographic domainGeographic domain

4.4. TechnologyTechnology

5.5. Concern for survivalConcern for survival

6.6. PhilosophyPhilosophy

7.7. Self-ConceptSelf-Concept

8.8. Concern for public imageConcern for public image

It is precisely during these times of It is precisely during these times of chaos that leaders must possess one chaos that leaders must possess one property: the ability to develop and property: the ability to develop and share a clearly defined sense of share a clearly defined sense of direction – a vision of the desired direction – a vision of the desired future.future.

Wall, Solum, and Sobol, 1992Wall, Solum, and Sobol, 1992

In traditional organizations, authority to In traditional organizations, authority to examine and make improvements in the examine and make improvements in the work methods is in the wrong hands – work methods is in the wrong hands – management’s. Any company (or agency) management’s. Any company (or agency) driven by a vision of 100% customer (or driven by a vision of 100% customer (or community) satisfaction with zero defects community) satisfaction with zero defects (no mistakes) must be willing to relocate (no mistakes) must be willing to relocate that authority from management to the that authority from management to the front lines.front lines.

Wall, Solum and Sobol, 1992Wall, Solum and Sobol, 1992

The first person the new leader must be The first person the new leader must be able to convert to his or her vision is able to convert to his or her vision is him/herself. If he/she isn’t sold on (the him/herself. If he/she isn’t sold on (the agency’s) mission, values, and guiding agency’s) mission, values, and guiding principles it will be next to impossible to principles it will be next to impossible to him/her to effectively convert the him/her to effectively convert the (agency’s) employees.(agency’s) employees.

Wall, Solum and Sobol, 1992Wall, Solum and Sobol, 1992

The Critical Variables in The Critical Variables in VisioningVisioning

1.1. Shared purposeShared purpose

2.2. Shared valuesShared values

3.3. Presence of leadershipPresence of leadership

Wall, Solum and Sobol, Wall, Solum and Sobol, 19921992

Vision Function for Vision Function for BoardsBoards

Creating Ends policies strategically with a Creating Ends policies strategically with a long-range planning perspective.long-range planning perspective.

A vision is a picture of the future you seek A vision is a picture of the future you seek to create, described in the present tense, to create, described in the present tense, as if it were happening. A statement of as if it were happening. A statement of our vision shows where we want to go our vision shows where we want to go and what we will be like when we get and what we will be like when we get there…A vision gives shape and direction there…A vision gives shape and direction to the organization’s future. And it helps to the organization’s future. And it helps people set goals to take the organization people set goals to take the organization closer (to the vision).closer (to the vision).

Senge et. al., 1994Senge et. al., 1994

Steps in Creating the Steps in Creating the VisionVision

1.1. Determine the guiding principlesDetermine the guiding principles2.2. Connect the mission and glossary to the visionConnect the mission and glossary to the vision3.3. Request full participationRequest full participation4.4. Discuss importance of having a vision statementDiscuss importance of having a vision statement5.5. Do some brainstormingDo some brainstorming6.6. Refine the termsRefine the terms7.7. Make choicesMake choices8.8. Edit in small groupsEdit in small groups9.9. Move toward consensusMove toward consensus

Adapted from Wall, Solum and Sobol, Adapted from Wall, Solum and Sobol, 19921992

Exercise on MissionExercise on Mission

Vision Function for Vision Function for BoardsBoards

Creating Ends policies strategically with a Creating Ends policies strategically with a long-range planning perspectivelong-range planning perspective

Board VisionBoard Vision

1.1. Vision about ends and not about meansVision about ends and not about means

2.2. Mega-Vision-the ultimate end of what is Mega-Vision-the ultimate end of what is to be addressedto be addressed

3.3. Mission is to be repeated everywhereMission is to be repeated everywhere

4.4. Mission must be vertically and Mission must be vertically and horizontally integrated with all ends horizontally integrated with all ends statements at all levels of the systemstatements at all levels of the system

Exercise on VisionExercise on Vision

Goals = ObjectivesGoals = Objectives

GoalsGoals ObjectivesObjectives

MeansMeans

EndsEnds