HOW HUMAN BEINGS THINK

Sir,

Every organisation has values printed on a wall, somewhere someplace, and a select few probably spent on a ‘retreat get-away’ to come up with the most important values he or she feels are best attributed to the organisations’ vision and mission.

How negotiable are your values? Do you live your organisational values in every interaction or do some slide through the cracks of daily stress? Which values can be overridden and at which point do your values drive the performance of the organisation? As a leader, are you cognisant of your values that drive your performance and teams?

During our Vision Alignment and Organisational Achievement (VA&OA) process, clients unpack the very meaning and behaviour that describe what each value feels and looks like. As we know from the core curriculum, Investment in Excellence (IIE), we as humans think in pictures. So when we say words, pictures are triggered, followed by an emotion by that picture.
If  I say the word, `health,’ health may mean hundreds of different things for different people. This begs the question then, how do we ensure a simple value, such as health, is explicitly defined in such a way that each and every employee has the same picture.  

More importantly, how do we get people with different backgrounds, values, agendas, dreams, skills and purpose to align around a common vision with the same underpinning values that are going to drive performance?
The Vision Achievement planning process provides for follow-up strategic vision-building sessions, with a view to breaking through the barriers to organisational growth, change and effectiveness.
The end-result is a more committed, productive and customer-focused staff, with improved teamwork, where both individuals and teams are more aligned with organisational goals.

It is advisable that participants in the VA&OA programme have completed a relevant Personal Mastery programme (Investment In Excellence), because of the key principles and concepts that form the cornerstone of this process and thus become the foundations upon which we build.

To succeed in today’s world, customer and quality focus should permeate the whole organisation. Every single person needs to be clear about the value he or she adds for both internal and external customers.
The key is for all individuals to be aware of exactly how they add value.

Personal mastery is a necessary key to unlocking this value-adding capability, but it is not sufficient. Something more is required, and this something must also go beyond business process re-engineering, to team mastery and organisational alignment.
We need enthusiastic organisation-wide alignment around commitment to, and focus on, the organisation’s strategic imperatives. It is important that each person and team feels fully involved in designing his or her end results so that a ‘want to’, ‘choose to’, ‘love to’ climate is created at work.

The VA&OA process constitutes of six stages and a series of nine critical questions, ultimately transferring the organisations insights and conclusions into the Vision Achievement Plan (VAP), an essential tool in achieving the organisation’s vision and causing alignment.
Contact us today to learn more about the powerful process of the Vision Achievement and Organisational Alignment process. We want your people to enthusiastically, creatively and innovatively align around a common purpose and goal.

The Pacific Institute Swaziland
MBABANE
Email: swazi.info@thepacificinstitute.com

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