Due tomorrow

Things are really moving along well now. You have the problem identified, you know what change you want, the people around you are fired up and ready to work, and you have a solid team assembled. Are we done yet? No! Your team is ready and they have sound guidance from you on how to facilitate the rest of the group to help make this change happen. But does everyone really know what the end game is? It’s your job to be sure they can really ‘see’ your vision. The more concrete, descriptive, and specific you can be in painting everyone a picture of your end result, the more successful you will be in getting everyone on the team working toward exactly the same end goal.

Specific questions or items to address:

Read Step 3 “Get the Vision Right”. First, review the feedback you’re your instructor on Part 3. Use any new information you gained from the discussion and feedback from your instructor to revise and improve Part 3 of your project.

Instructor feedback: It often takes a lot of planning to get things completed with a team.  Sometimes teams plan too much and then that can be a mistake as well.  Please be sure to cite consistently throughout each paragraph to support your reasoning. Your first and last paragraph should summarize your entire paper in four to eight sentences. 

Next, compile Part 4 of your project, explaining in as much detail as possible, your vision for the change you desire. Be sure to paint a vivid picture that helps your team see, feel, and envision the change you desire. Include a description of how the situation is different, what outsiders may have to say about what they see when they look at the change you have created, what your team and employees are seeing and feeling after the change is completed, and what relevant indexes you can use to measure and quantify the change. You may find page 82 helpful in reviewing the key points of what to do and not do when creating your vision. Be sure your paper touches on the key elements of each as they pertain to your organization.

Be sure to include at least three scholarly references to support your assertions written in your own words. Do not copy word for word from the course text or any other sources. Your submission this week is Part 4 of the final project.

The requirements below must be met for your paper to be accepted and graded:

· Write between 1,000 – 1,500 words (approximately 4 – 6 pages) using Microsoft Word in APA style.

· Use font size 12 and 1” margins.

· Include cover page and reference page.

· At least 80% of your paper must be original content/writing.

· No more than 20% of your content/information may come from references.

· Use an appropriate number of references to support your position, and defend your arguments. The following are examples of primary and secondary sources that may be used, and non-credible and opinion based sources that may not be used.

·

1. Primary sources such as, government websites ( United States Department of Labor Bureau of Labor Statistics ,  United States Census Bureau ,  The World Bank , etc.), peer reviewed and scholarly journals in EBSCOhost (Grantham University Online Library) and  Google Scholar .

2. Secondary and credible sources such as,  CNN Money ,  The Wall Street Journal , and trade journals.

3. Non-credible and opinion based sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. should not be used.

· Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.

Page 82

Step 3

Get the vision Right

Create the right vision and strategies to guide action in all of the remaining stages of change.

What Works

· Trying to see-literally-possible futures

· Visions that are so clear that they can be articulated in one minute or written up on one page.

· Visions the are moving –such as a commitment to serving people

· Strategies that are bold enough to make bold visions a reality

· Paying careful attention to the strategic question of how quickly to introduce change

What does not Work

· Assuming that linear or logical plans and budgets alone adequately guide behavior when you’re trying to leap into the future

· Overly analytic, financially based vision exercises

· Visions of slashing costs, which can be emotionally depressing and anxiety creating

Giving people fifty-four logical reasons why they need to create strategies that are bolder than they have ever created before

Stories to Remember

· Painting picture of the future

· Cost versus Service

· The plane will not move!

· The body in the living room