Vision management

Andersen, Dan H.

doi:10.1016/s0263-2373(87)80083-x

Cited by 7 publications

(2 citation statements)

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“…This idea, however, is significantly at odds with much of the literature on visioning from other disciplines, literature that planning has otherwise relied on heavily for inspiration (Shipley, 2000). Writers on vision that emanates from the realms of business management and organizational psychology are almost universally of the opinion that vision is a function of leadership (Andersen, 1987;Bennis and Nanus, 1985;Barczak et al, 1987;Bass, 1990;Burns and Brutton, 1991;Byrd, 1987;El-Namaki, 1992;Hamel and Pralahad, 1989;Kiefer and Stroh, 1983;Nanus, 1990;Peters and Waterman, 1982;Senge, 1992;Spencer, 1996;Thoms and Blasko, 1999;Wilson, 1992). Most of these writers stress the need for leaders to share their vision with employees and to achievè buy-in' but they virtually never talk about participation in creating the vision.…”

Section: Implied or Assumed Ideas Concerning Visioningmentioning

confidence: 99%

Visioning in Planning: Is the Practice Based on Sound Theory?

Shipley

2002

Environ Plan A

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Visioning projects have been widely used in the planning context and they were internationally accepted by the planning profession as legitimate exercises by the mid-1990s (Shipley andNewkirk, 1998). For example, research I conducted in 1996 showed that almost half of the municipal planning departments in the heavily populated part of Ontario, Canada's largest province, had conducted visioning exercises of some kind in the two to three preceding years (Shipley, 1997). In the United Kingdom visioning became a required part of regional planning around the same time (Roberts, 1996) and in the United States and Australia the practice was also widespread (Helling, 1998a; Newman, 1993;Shipley, 2000).There are a number of what might be called systems of visioning. These first began to appear in the early 1990s and include Senge's Fifth Discipline (1990;, cognitive mapping (Eden, 1990), and envisioning (Ziegler, 1991). More were promulgated as the decade progressed and included what has become known as the Oregon model (Oregon, 1993), Visual Preference Analysis (Nelessen, 1994), the Institute for Cultural Affairs (ICA) approach (Spencer, 1996), community strategic visioning (Walzer, 1996), alignment (Covey, 1996), and community visioning (Okubo, 1997. These provide a fairly representative cross-section of approaches to visioning and because they are thought-out programs of action there is a reasonable expectation that they might provide some understanding of the underlying philosophy of visioning. However, for a couple of reasons, they do not.First, only some of them were specifically designed for use in the urban planning context (Oregon, Nelessen, Walzer, and Okubo). The rest are offered for use in a range of strategic planning applications from corporate to personal, as well as in urban planning. In spite of that an explanation of underlying theory could have been articulated. Instead, what can be noted in every case, are step-by-step instructions of what to do, accompanied by some general assumptions of the expected outcomes.

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Section: Implied or Assumed Ideas Concerning Visioningmentioning

confidence: 99%

Visioning in Planning: Is the Practice Based on Sound Theory?

Shipley

2002

Environ Plan A

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“…In this article, we explore an innovative method inspired by the principles of Paulo Freire and Robert Jungk: the creation of utopias by drawings and narratives as a way to elicit diverse values, co-construct knowledge, and integrate values for decision making, strategic planning, and collective action. Utopias can connect people through the construction of a common vision of the future based on their different values [18,19]. We analyze the creation of a common utopia around the shared management of the PA Archipiélago de Bosques y Selvas by the Forest Stewards Network in Xalapa, Mexico, a multi-actoral organization that aspires to plural and direct participation in territorial co-management.…”

Section: Introductionmentioning

confidence: 99%

Diverse Values and a Common Utopia

Hensler

Merçon

Vilsmaier

2021

Case Studies in the Environment

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Plural valuation of nature is key for inclusive and fair sustainability policies. Although there is a growing awareness of the importance of incorporating multiple values of nature in decision making, inclusive processes of this type are rare, limited to consultations, or have little transparency regarding their translation into public policy. Especially in nature conservation schemes such as protected areas, the integration of values from local communities is much needed. In this article, we analyze the experience of the Forest Stewards Network in Xalapa, Mexico, to show how plural valuation and the recognition of the inseparable link between the values of nature and the values that shape social organization can contribute to environmental decision making. We present the method of collective creation of utopias by drawing-telling as a practice to elicit and integrate multiple values in decision-making processes. We applied a participatory art-based plural valuation approach, structured in five stages: (1) a collective diagnosis of the problem(s), (2) creating individual utopias through drawings and narratives, (3) integrating values in collective utopia, (4) strategic planning, and (5) collective action. This method led to significant results in relation to learning, values, decision making, and action, fostering mutual understanding and diversity as principles for a more horizontal organization. We conclude by highlighting the importance of learning and experimenting around inclusive decision-making processes at all levels, as well as the significant contributions of grassroots organizations to this matter.

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Strategic Management — Rational and Irrational Aspects

Lindell¹,

Мелин

1993

Fallstudien Zum Strategischen Management

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Vision management

Cited by 7 publications

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Visioning in Planning: Is the Practice Based on Sound Theory?

Visioning in Planning: Is the Practice Based on Sound Theory?

Diverse Values and a Common Utopia

Strategic Management — Rational and Irrational Aspects

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