Client Articles: Vision-Based Diagnosis
Magma as a Model of VBD
Reduced to its essentials, the model of transformation in action at Magma consists of three primary steps. First, the Magma people involved could see that something else besides business as usual was possible for the corporation. In creating a new future for themselves, they at the same time created a commitment to enact it. Second, people got into action not necessarily in pursuit of a formal plan but as a discovery process. The question during the discovery process was, What can we do to make progress on what we see as possible? In following this inquiry, either they made progress or they were stopped by hitting an organizational barrier. It was found that the more radical the vision, the more likely they were to encounter organizational blockages; therefore, the bigger the opportunity for radical change, the bigger the likelihood for breakdowns on the way to realizing the future. After all, if there were no difficulties, then the sought‑after improvements could have been made already.
Something keeps the existing organizational arrangement in place so that when people act pursuant to their vision, they necessarily uncover previously unacknowledged barriers that are in the way of more effective operation. Thus action here, in contrast to rational commitment and problem solving in the organizational development approach, becomes a way of diagnosing the system. Hence the third and final step is generating intentional breakdowns that lead to organizational breakthroughs.
Although this model evolved from a specific case and was cogenerated with the people practicing it, recent literature supports and elaborates it. For example, on the issue of breakdowns, according to those who have been developing breakthrough thinking, the bigger the breakdown, the bigger the potential breakthrough (Goss, 1996; Goss, Pascale, & Athos, 1993; McMaster, 1996; Scherr, 1989). Because breakdowns are beneficial, they should be sought after and intended, not avoided. From the perspective of organizational transformation, "breakdowns are . . . a desirable means of revealing previously ignored or concealed patterns of behavior that must be altered if quantum change is to take place" (Pascale, 1994, p. 13). The problem is often that management seeks radical change but cannot tolerate unexpected disruptions. The password is no surprises‑in short, no breakdowns. This was not the case at Magma, at which there were openings for the people not only to subscribe to top management's vision but also to envision a meaningful and compelling future consistent with the company's but not limited by business‑as‑usual practices.
The key here is the power of commitment, which, in turn, comes from the compelling future generated by a vision. Commitment, in this context, does not mean obligation or duty; rather, it means choice as a way of being ‑not just identity based on the past but a new identity based on a future.
Those at Magma who helped create the model of organizational transformation change spoke from their own experience of having to stay with their vision, tolerate the chaos, and keep exploring for ways to realize what they believed to be possible. They acted not so much out of commitment based on a rational calculation of the likelihood of success but more on belief and faith in the viability of what they saw as possible. This is consistent with what Porras and Silvers (1991) note as a distinctive characteristic of organizational transformation as compared to organizational development. Organizational transformation is based on deeper level variables such as "organizational beliefs, purpose, mission, and . . . vision" (p. 70).
In a recent thought‑provoking article on the role of vision in breakdowns and breakthroughs, Pascale (1994) notes that a
To return to the initial question of what theory and research is available for an agency that interprets reinventing government as discontinuous change, we have found that a VBD model of organizational transformation requires leadership and a culture that supports breakdowns that can lead to breakthroughs. These are part of a process of inquiry and discovery aimed at uncovering obstacles in the organization that impede
people from realizing their visions of how things could be. To be organizationally viable, these individual visions must be created within the boundaries of a more general, overall vision for the organization as a whole.
Goss et al. (1993) present a useful summary of essential steps in implementing the breakthrough approach to reinvention we have analyzed above. They call it "Managing the Present From the Future" (p. 105) and describe it in five stages:
Earlier in their article, Goss et al. (1993) argue that three elements are essential preconditions for going beyond incremental change and making organizational transformation a way of life. First, they find that a new "context' '(p. 99) or "[way of] being" (p. 101) must be created. Inquiry and testing assumptions become a way of being. Second, they, in accord with the literature reviewed above (Nadler et al.,1994; Pascale, 1994; Porras & Silvers, 1991), discuss the importance of inventing a powerful future (p.103), or vision. Third, reinventing an organization cannot occur without reinventing top management, or executive reinvention‑"a serious inquiry into oneself as a leader" (p. 104). This requires an executive to question personal assumptions and even proven ways of being successful in the past that might be a barrier in the new, intended future.
In short, pieces of a more general model of what discontinuous change could mean for a public agency interested in reinvention are emerging. The essential preconditions are thinking and actually living from the future, a clear and enabling vision, and new, self‑reflective leadership. To start up by mobilizing for transformational change, there needs to be agreement from key stakeholders, a realistic assessment of the organization, and a clear, strong sense of urgency.
Again, Goss et al. (1993) state:
The Meaning of a Vision-Based Diagnosis
Review of the Literature on Reengineering and Reinventing
Magma as a Model of VBD
A Case Study at the Farm Service Agency
Mobilizing for Transforming Change
Appendix and References
Something keeps the existing organizational arrangement in place so that when people act pursuant to their vision, they necessarily uncover previously unacknowledged barriers that are in the way of more effective operation. Thus action here, in contrast to rational commitment and problem solving in the organizational development approach, becomes a way of diagnosing the system. Hence the third and final step is generating intentional breakdowns that lead to organizational breakthroughs.
Although this model evolved from a specific case and was cogenerated with the people practicing it, recent literature supports and elaborates it. For example, on the issue of breakdowns, according to those who have been developing breakthrough thinking, the bigger the breakdown, the bigger the potential breakthrough (Goss, 1996; Goss, Pascale, & Athos, 1993; McMaster, 1996; Scherr, 1989). Because breakdowns are beneficial, they should be sought after and intended, not avoided. From the perspective of organizational transformation, "breakdowns are . . . a desirable means of revealing previously ignored or concealed patterns of behavior that must be altered if quantum change is to take place" (Pascale, 1994, p. 13). The problem is often that management seeks radical change but cannot tolerate unexpected disruptions. The password is no surprises‑in short, no breakdowns. This was not the case at Magma, at which there were openings for the people not only to subscribe to top management's vision but also to envision a meaningful and compelling future consistent with the company's but not limited by business‑as‑usual practices.
The key here is the power of commitment, which, in turn, comes from the compelling future generated by a vision. Commitment, in this context, does not mean obligation or duty; rather, it means choice as a way of being ‑not just identity based on the past but a new identity based on a future.
Those at Magma who helped create the model of organizational transformation change spoke from their own experience of having to stay with their vision, tolerate the chaos, and keep exploring for ways to realize what they believed to be possible. They acted not so much out of commitment based on a rational calculation of the likelihood of success but more on belief and faith in the viability of what they saw as possible. This is consistent with what Porras and Silvers (1991) note as a distinctive characteristic of organizational transformation as compared to organizational development. Organizational transformation is based on deeper level variables such as "organizational beliefs, purpose, mission, and . . . vision" (p. 70).
In a recent thought‑provoking article on the role of vision in breakdowns and breakthroughs, Pascale (1994) notes that a
- [v]ision provides a larger view of the future and enables organizational stakeholders to postpone gratification and endure near‑term sacrifices and concessions. Contrast this with the more typical situation where management calls for breakthroughs, asks for sacrifices, and imposes hardships‑but does so in a context where its vision of the future is seen by employees as phony or uninspiring. (p. 14)
To return to the initial question of what theory and research is available for an agency that interprets reinventing government as discontinuous change, we have found that a VBD model of organizational transformation requires leadership and a culture that supports breakdowns that can lead to breakthroughs. These are part of a process of inquiry and discovery aimed at uncovering obstacles in the organization that impede
people from realizing their visions of how things could be. To be organizationally viable, these individual visions must be created within the boundaries of a more general, overall vision for the organization as a whole.
Goss et al. (1993) present a useful summary of essential steps in implementing the breakthrough approach to reinvention we have analyzed above. They call it "Managing the Present From the Future" (p. 105) and describe it in five stages:
- Assembling a Critical Mass of Key Stakeholders (p. 105)
- Doing a Vision‑Based Organizational Audit (p. 106)
- Creating Urgency, Discussing the Undiscussable (p. 106)
- Harnessing Contention (p. 106)
- Engineering Organizational Breakdowns (p. 107)
Earlier in their article, Goss et al. (1993) argue that three elements are essential preconditions for going beyond incremental change and making organizational transformation a way of life. First, they find that a new "context' '(p. 99) or "[way of] being" (p. 101) must be created. Inquiry and testing assumptions become a way of being. Second, they, in accord with the literature reviewed above (Nadler et al.,1994; Pascale, 1994; Porras & Silvers, 1991), discuss the importance of inventing a powerful future (p.103), or vision. Third, reinventing an organization cannot occur without reinventing top management, or executive reinvention‑"a serious inquiry into oneself as a leader" (p. 104). This requires an executive to question personal assumptions and even proven ways of being successful in the past that might be a barrier in the new, intended future.
In short, pieces of a more general model of what discontinuous change could mean for a public agency interested in reinvention are emerging. The essential preconditions are thinking and actually living from the future, a clear and enabling vision, and new, self‑reflective leadership. To start up by mobilizing for transformational change, there needs to be agreement from key stakeholders, a realistic assessment of the organization, and a clear, strong sense of urgency.
Again, Goss et al. (1993) state:
- The key stakeholders first must determine if their company has what it takes to remain competitive .... All this constitutes a shift in the way participants are being, from a relationship of distrust and resignation toward an authentic, powerful partnership. (p. 105).
The Meaning of a Vision-Based Diagnosis
Review of the Literature on Reengineering and Reinventing
Magma as a Model of VBD
A Case Study at the Farm Service Agency
Mobilizing for Transforming Change
Appendix and References