In the world of organizational change and strategy execution, much has been said and written about how to transform effectively. A common magic word in this context is “support. Creating support is often seen as a necessary step to overcome resistance and achieve success. But what does support actually mean, and is it always the right approach?
The Problem with Consensus
Support is often created at the level of consensus. Consensus means agreement or agreement, often on vague directions in customer focus, improved service or higher productivity. This vagueness arises from the unconscious notion that at a more concrete and underlying level there may not be agreement and consensus is therefore in danger of being lost. Under the rubric “these are details to be worked out later,” this remains the hot potato that is constantly being circled and which everyone interprets as they see fit. This kind of consensus then leads to docility or feigned docility, where people go along with a program without really being convinced. The result is full speed ahead, but each in different directions.
Ownership: The Key to Success
Truly excelling as an organization requires another level: ownership. Ownership occurs when people work from a shared vision in which they are palpably part of a bigger picture and committed to something bigger than themselves. This provides energy, direction and focus, and ensures that people steer for impact rather than deliverables.
The Power of a Common Vision
A common vision is the unifying force that people in the organization feel inside and drives their actions. This vision always begins with a personal vision and is created in co-creation with others who are inspired by it. Without a connection to a personal vision, docility is the maximum achievable.
Building a Common Vision
Building a shared vision requires guiding beacons about the desired future of the organization. This process involves several steps, such as creating space for personal visions, fostering openness and respect, and the ability to explore and harmonize diversity. It is essential to strive for sameness rather than consensus, and to integrate vision into daily work.
Conclusion
Consensus can be a strategy execution killer if it leads to docility without conviction. Ownership and a shared vision are crucial to an organization’s success. By working from a shared vision where everyone feels connected, organizations can truly excel and create lasting impact.
Where does your organization stand?
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Want to know more about applying operational excellence strategy in your organization to achieve exceptional levels of service for your customers? Please feel free to contact me.
Aris van Bijsterveldt
+31 (0)6 53251375
aris.vanbijsterveldt@opexpro.nl
