Organiz Learning Vision Deployment Matrix Overview6 10 08
Organiz Learning Vision Deployment Matrix Overview6 10 08
Organiz Learning Vision Deployment Matrix Overview6 10 08
One such core theory would be based on the premise that as the quality of
the relationships among people who work together increases (high team
spirit, mutual respect, and trust), the quality of collective thinking improves
(people consider more facets of an issue and share a greater number of
different perspectives). When the level of thinking is heightened, the quality
of actions is likely to improve (better planning, greater coordination, and
higher commitment). In turn the quality of results increases as well.
Achieving high quality results as a team generally has a positive affect on
the quality of relationships, creating a virtuous cycle of better and better
results.
The most important point about this kind of systemic theory is that the
success is not derived from anyone of individual variables that make up the
loop, but rather from the loop itself. [This]…forces us to pay attention to how
all the variables are doing and how each is affecting the others in the loop
-Daniel Kim, (2001). Organizing for Learning
Core Theory of Success
QUALITY OF
RELATIONSHIPS
QUALITY OF
QUALITY
COLLECTIVE
OF RESULTS
THINKING
QUALITY
OF ACTIONS
Hierarchy of Choices
Relevant Questions Type of Choice Area of Focus
TERTIARY
WHICH? CHOICES Tactics
SECONDARY
HOW? CHOICES Strategy
Mental
Models
(Reflective
)
Systemic
Structures
(Creative)
Patterns
(Adaptive)
Events
(Reactive
The Vision Deployment Matrix offers a schema for strategically planning how to cross the “chasm” between current
reality and vision by painting a comprehensive picture of the desired future reality and current reality at five levels of
perspective. The Vision Deployment Matrix is meant to help everyone in the organization understand the current
reality, the desired future reality, the gaps between the tow, and the actions that should be take to close the gaps.
Expanded Definitions
• Events: Specifically identifiable occurrences
such as late delivery of an order.
• Patterns of Behavior Over Time: Trends or
changes in things over time.
• Systemic Structure: Organizational charts,
information systems, policies, and procedures,
and other kinds of infrastructure.
• Mental Models: Deeply held theories of how the
world works.
• Vision: Essence or image of desired future.
1. Possible Desired Future
For each level of perspective, ask questions that clarify your desired future
reality. Start with Vision and move down.
Level of Sample Questions Possible Desired Future
Perspective
(Action Mode)
Vision What is the vision of the future
(Generative) we say we want to create?
Events Tracking of the number of crises and comparing its frequency with desired
(Reactive future reality (3 years).
W.K. Kellogg Foundation Food & Fitness Initiative
Creating a Community Action Plan
The goal of the Food & Fitness Initiative is to create vibrant communities that support equitable access to locally grown, affordable, healthy food,
and safe and inviting places for physical activity and play. Accomplishing this vision requires a focus on policy and system changes and changes
in custom and practice. Each community is responsible for one deliverable at the end of the two-year planning phase: A Community Action Plan
to achieve its vision for the Food & Fitness Initiative.
What your Community Action Plan is expected to include: How will you create your plan?