Appreciative Inquiry Methodology is proposed as part of the program's intervention to develop factors that promote strategic shared vision. Invo Tech the Innovation Technology Business Incubator is the sector within the Durban University of Technology that is the main focus of the study.
- Introduction
- Strategic Shared Vision: The Wind in the Sail
- Strategic Shared Vision is Integral
- Practitioner Research allows one to be in the eye of the storm
- Practitioner Identity
- Problem Statement
- Secondary Research Questions
- Aim of the Research
- Understanding Strategic Shared Vision
- Personal vision, the spur in strategic shared vision
- Appreciative Inquiry (AI)
- Strategic shared vision: created and maintained
- Chapter Summaries
- Definitions
- Conclusion
This dissertation takes a practitioner approach to identify how strategic shared vision can be developed at Invo Tech. The key research question became: Can strategic shared vision be developed using Appreciative Inquiry (AI).
The Invo Tech Narrative
Definition of narrative approach and why this was adopted?
This is in line with the focus group research method used and also with the process of appreciative research of the 4D cycle.
Business Incubation
Business Incubation has been identified as a policy to promote economic development and job creation in South Africa. Our President, the Honorable Jacob Zuma, stated in his State of the Nation Address, that $10 billion has been allocated to the IDC to support small business incubation to drive economic growth.
Invo Tech – The Innovation Technology Business Incubator
Vice-Chancellor and Principal of the Durban University of Technology, Professor A.C. Bawa, eloquently put it in his Invo Tech launch speech, I quote, “Two concepts caught my eye while crafting this speech, and I feel the need to share them with you to set the tone for my speech. Professor F.A.O. Otieno, the Invo Tech Board Chairman, acknowledges and praises the work of the government together with the universities in supporting Invo Tech.
Set up Process of Invo Tech
This required the management of Invo Tech to convince the university management of the advantages of establishing an incubator at DUT. As far as the financier is concerned, the business plan had to be good to secure the approval of the project.
Experiences in Preparing the Participants at Invo Tech
The model had to be both feasible and practical with the medium to long term goal of self-sustainability. The point also had to be made that the incubator will be well positioned to support start-ups, promote black businesses, create an enabling environment to develop a high percentage of women-owned businesses and to contribute to job creation.
The importance of building networks and of listening
Conclusion
Introduction
Creating the environment for Strategic Shared Vision
The impact of Chaos Theory on the Business Incubator Environment
Stacey (2003, p.302) states that relationships in chaos theory are abstract relationships and that attributes are patterns called “strange attractors.” However, we can still apply chaos theory to human behavior by transferring the attributes from one domain to another and this can give us a kind of poetic insight into patterns of human behavior.
Understanding how chaos theory could impact on Invo Tech
Brosnan (2007, p. 25) introduces the concept of bifurcation and explains it as a fork in the road, when the system reaches a tipping point, it is forced to take a new direction with its own challenges with the system exhibiting chaotic behavior. We can infer relationships in one situation by noting the properties in the other.
Interconnectedness of the parts to the whole
Understanding how complexity theory could impact on Invo Tech
It is clear that Invo Tech is part of a larger business incubation network in a regional, national and international context. Therefore, Invo Tech can learn from other incubators and develop the strategic shared vision from lessons learned and experiences of incubators that have similar environments and challenges. At the same time, the incubator management must monitor and evaluate training interventions and knowledge dissemination.
This can be approached in two ways; the first is to ensure that the incubator has sufficient resources to support a shared strategic vision.
Relationship between Chaos Theory and Complex Adaptive Systems
The Learning Organisation
People are central to organizations and should be the core focus of managers and leaders. Therefore, there must be commitment by management to the well-being of its people and to the growth of its workforce. Personal mastery is the essence of individual learning and is primarily responsible for the creation of learning organizations.
It is the people who deliver work to quality standards and on time that help achieve business goals.
Appreciative Inquiry
Cooperrider et al (2005, p. 30) state that AI consciously frames the future by developing a design based on the positive. The positive core lies at the epicenter of the AI processes and forms the beginning and end of the positive investigation. The positive core allows the organization to review its history and find new and unconventional methods to provide positive possibilities.
Solutions are found by increasing the positive core and it radiates solutions throughout the organization.
The 4 – D Cycle
The dream phase deals with the possibility of what the future could be and how we want it to be. Whitney and Trosten-Bloom (2003, p. 147) explain this stage as a collaborative process to envision the future of the organization by envisioning an inspired and positive organization. Cooperrider and Whitney (2005, p. 16) explain the design phase as the identification of a set of propositions of the complete organization and communicated as organizational constructs that participants believe would be valuable and would take the organization to the next level of advancement.
Cooperrider and Whitney (2005, p.16) view the destiny phase as increasing the potential of the identified capabilities of the entire system and allowing it to build and maintain momentum for continued levels of high performance.
Theory U
As we move down the left side of the U, the individual is the observer of reality and we see the past. The condition of the lower part of the U is present where it is seen from the innermost space. At this point an individual can suspend and redirect attention and perceive inwardly the process of living the whole.
The last state of the U is called presentation, where we see from our deepest source and become a vehicle of our soul.
Presence
Gerzon (2006, p. 100) reminds us of the increased pressure from the turbulent times we live in, especially in the business world with complex organizations. The pressure of complexity causes a deeper interest in the power of presence, because without it the stress level becomes unmanageable and we lose our footing. This process allows the individual to become aware of thoughts and at this time there is self-reflection.
This process helps connect the dots, piecing together unrelated information to create fresh new ways of looking at a situation.
Personal Mastery
Scharmer (2007, p. 31) explain that suspension requires willingness and a preconceived framework or mental model that selects what to see and how to see it and this allows one to draw conclusions and add meaning and interpretation to observation.
Diversity
Edward, E, H (2004, p. 16) reinforces the idea of value that diverse teams bring by reminding us that they have the ability to achieve better levels than homogeneous teams. This argument is supported by Edward (2004, p.20) who articulates this line of thinking and states that for an organization to benefit from the diversity mix, it must endorse the level of diversity required to meet critical organizational challenges. This is achieved in an organization that promotes a climate that values diversity and maximizes people's involvement.
Emotional Intelligence
According to Krishnamurti and Ganasena (2008, p. 7), emotional intelligence can be developed by focusing on five dimensions of emotional intelligence – self-awareness, self-motivation, self-control, good communication and emotional mentoring. Earlier in this section, we noted that emotional intelligence develops in the brain, originates from the senses, and is associated with a “fight or flight” response that is reinforced by repeated experiences. Once emotional intelligence is developed, it is important to analyze core values, beliefs and motivations and develop an authentic life with full connection to purpose and passion.
Emotional intelligence can be developed by strengthening the mind to banish thoughts of fear, frustration, negative thoughts and beliefs.
Organisational Communication
Conclusion
Research Methodology
- Introduction
- Qualitative Research
- Action Research
- Practitioner Research
- Unstructured Interviews
- Focus Groups
- Appreciative Inquiry
- The Programme
- Data Analysis
- Validity, Reliability and Ethical Considerations
- Conclusion
It is important that participants are educated in the process of appreciative inquiry, that they see themselves as catalysts and part of the change process. It was found that some of the terms used by the researcher were difficult to understand. During the process of appreciative inquiry, the researcher facilitated the process of getting stakeholders to develop an appreciation for other perspectives.
During the exercise process, the researcher's intention was to develop factors that promote a strategic shared vision.
Analysis of Data
- Introduction
- How effective were the Focus Groups and Survey Questions
- Participants understanding of Strategic Shared Vision
- Who should develop the strategic shared vision?
- Can strategic shared vision be developed as a collective in the incubator environment? . 55
- What are some of the ways strategic shared vision can be developed?
- What factors promote strategic shared visioning?
- Conducting the Appreciative Inquiry 4D Cycle as an intervention
- Conclusion
The researcher observed that the participants needed to warm to the topic of a strategic shared vision. The researcher originally identified communication as one of the factors for developing a strategic shared vision. These values will create cohesion among the group and this must be linked to the strategic shared vision of the organization.
All respondents felt that personal ownership is important for developing a shared strategic vision within the AI model.
Recommendations and Conclusion
- Introduction
- Findings of study
- Lessons learnt from the study
- Recommendations
- Unexpected information that emerged during the study
- Taking this research forward
- Conclusions
The findings of the research show that strategic joint visioning needs input from all levels, including the beneficiaries of the process. Financial reward and personal gain are factors that would motivate a group of people to work towards a common strategic vision. The study will also apply the same approach to the factors that drive a strategic shared vision.
This study also shows that the Appreciative Inquiry intervention is an effective tool in building a strategic shared vision.
Letter to Participants
What do you understand by strategic shared vision of your incubator/or incubator environment? Do you believe that a strategic shared vision can be developed collectively in the incubator environment? Do you think the following factors would promote the development of a strategic shared vision?
What is your opinion regarding the 4D cycle in developing strategic shared vision as a group intervention.
Proposed Appreciative Inquiry Programme
If there are 14 participants, 2 copies of each of the following should be placed in a container. The incubator is now state-of-the-art and rated among the best in the world. At this stage, a brief overview of the factors that contribute to the creation of a shared strategic vision should be discussed.
The participants can then share their ideas and design a compiled list of action plans for all aspects of the rich picture.
