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John E. Jones, Ph.D., and William L. Bearley, Ed.D.
Naisbitt said that "strategic plans are worthless unless there is first strategic vision." The steps outlined below proceed from this premise and lead to commitment on the part of the people who are charged with implementation. Another basic principle underlying participative management is incorporated: what comes down, and how comes up.
1. Development (or reaffirmation) of the purpose, mission, vision, and values statements of the senior-executive team. This includes applying tests to the statements.
2. Communication of these documents downward at least two levels, soliciting questions of clarification and suggestions for improvement. This communication is face-to-face, with senior executives presenting and listening.
3. Development of a document that spells out the purpose, mission, vision, and values of the organization.
4. Development of a communications plan that saturates the consciousness of everyone with the following:
___What business are we in and why?
___Where we are going?
___What we stand for as an organization?
5. Culture survey to establish a baseline against which change can be compared.
6. Changes in the information, accountability, and reward systems to ensure compliance (at least) and commitment and creativity (at best).
7. Development of supports for changed behavior (training, team-building, etc.).
8. Goal-setting sessions held in all organizational units represented at the executive level. Criteria for these goals include the following:
___What we hope to accomplish
___How this relates to the vision of the organization
___How we will track progress