| Grammar speaks of events occurring in
| |
| | educational opportunities for racially
|
| three plains. The past was, the future
| |
| | distinct schools by racially distinct
|
| will happen, and we live now, the
| |
| | administrators. Opposition to LB1024 was
|
| present. However, operating in the
| |
| | high before its passing, the Governor
|
| information age, the age of instant
| |
| | faced strong opposition for signing it,
|
| global communication, makes the future
| |
| | the Attorney General believes it is in
|
| now. Gates [1] wrote we are citizens of
| |
| | violation of federal law and
|
| an information society. He noted that
| |
| | unconstitutional and Omaha's most famous
|
| past generations, and past societies
| |
| | citizen, Warren Buffet, expressed his
|
| found ways to gather information, get
| |
| | strong opposition.Senator Chambers is the
|
| more work done, increase life spans, and
| |
| | only African-American state senator who
|
| improve their standards of living. Time
| |
| | is controversial and outspoken. Many of
|
| was not as critical in those past ages. A
| |
| | his claims include racially provocative
|
| message from a ruler may take months to
| |
| | statements against police, school
|
| arrive by sea courier. The Pony Express
| |
| | administrators, teachers, and fellow
|
| was six days. Airmail was cross-country
| |
| | senators. By contrast, to Mayor Ryan,
|
| overnight. The time span between thought
| |
| | Senator Chambers does not appear to have
|
| and action are virtually unidentifiable
| |
| | a vision based on strategic thinking.
|
| today. Although leaders rely on
| |
| | Senator Chambers' term in the Unicameral
|
| collective knowledge sharing, leaders who
| |
| | ends in 2008 and he cannot run again
|
| engage in strategic thinking, imagining
| |
| | because of imposed term limits.Morgan
|
| events as happening rather than will
| |
| | [10] offers some thoughts on social
|
| happen, allows them to view the present
| |
| | construction of reality. What he writes
|
| as their personal and organizational
| |
| | is people have images of themselves and
|
| future.This paper considers how important
| |
| | these images unfold into their reality.
|
| strategic thinking is for leaders who
| |
| | Two leaders identified thus far have
|
| want to shape their future and the future
| |
| | diversely different views of reality. One
|
| of their environment. Strategic thinking
| |
| | holds a vision of what can be for the
|
| is the starting point for creating
| |
| | city while the other fights against
|
| vision. Traditional planning gives way to
| |
| | change using deeply entrenched
|
| flexible organizational structures that
| |
| | assumptions of the power of others to
|
| change "on the fly."Strategy in past
| |
| | shape events.Another person, a division
|
| generations allowed leaders time for
| |
| | head of a large First Data Corporation
|
| thinking, sensing a vision, clarifying
| |
| | region [11], offered some insight into
|
| the vision, articulating it to begin
| |
| | strategic thinking and being visionary.
|
| considering action plans. Accepting that
| |
| | In an impromptu interview, she held that
|
| the future is no longer an event to
| |
| | having a focus on what is possible helped
|
| happen later, this paper explores how
| |
| | her rise within a company at a time when
|
| leaders think, envision, articulate, and
| |
| | it was having serious leadership
|
| plan. How do leaders continue to use
| |
| | troubles. When everyone else was seeking
|
| strategy to their advantage in a rapidly
| |
| | safety, she sought innovation-providing
|
| changing global environment? The answer
| |
| | direction when it appeared there was
|
| is in the age of possibilities [2].
| |
| | none. Her member services region is the
|
| Today, as never before we are free from
| |
| | western United States, Canada, and
|
| traditional bonds of work, we are free to
| |
| | Mexico. She said, "I thrive on chaos.
|
| choose our futures as well as shape them
| |
| | When things look the most confused, I see
|
| to suit our own desires and needs.This
| |
| | my division diversified, flattened, with
|
| age is an extension of Gates' information
| |
| | empowered subordinate managers."Our
|
| society. We have the ability to choose
| |
| | dialogue continued on chaos with Kim
|
| our reality in a way that never before
| |
| | conceding she manages chaos within set
|
| existed. In the past, a baker's son
| |
| | organizational plans and policies. This
|
| became a baker. However, many leaders of
| |
| | lead to her admission that she is more
|
| the past came from unexpected places. The
| |
| | ordered in her expectations and spends
|
| Biblical King David was the young son
| |
| | more time planning than thinking and
|
| tending sheep (1 Samuel 16:11) and Jesus
| |
| | creating vision.Strategic PlanningHill
|
| was just the carpenter's son whose mother
| |
| | and Jones [12] discuss strategic planning
|
| we know (Matthew 13:55) [3]. Truman had
| |
| | with the same cautions of Davis [13]. One
|
| leadership thrust upon him. These people
| |
| | concept of planning is doing so under
|
| saw a point on the horizon but events
| |
| | uncertainties. In life and business, the
|
| changes their vision. The age of
| |
| | only certain is uncertainty.
|
| possibilities allows us to rewrite our
| |
| | Organizations cannot plan for the future
|
| future as events dictate.Accepting that
| |
| | because it is unpredictable. Another
|
| we can change as events dictate suggests
| |
| | consideration is planning cannot be a
|
| that there is a less linear structure in
| |
| | top-management function alone. This
|
| this image and a more chaotic non-linear
| |
| | "ivory tower" planning may result in
|
| structure. Sanders [4] describes an
| |
| | senior leaders thinking in a vacuum,
|
| organizational structure as a known
| |
| | being enthusiastic about a plan and
|
| initial condition but the future appears
| |
| | having no operational realities. Finally,
|
| random. Using the model of the "Lorenz
| |
| | strategic planning often suffers because
|
| Attractor," she presents a view of
| |
| | planners have a short-range view of the
|
| interacting and interrelated parts that
| |
| | current environment missing the dynamics
|
| appear disorderly until a closer
| |
| | of the competitive environment.Mintzberg,
|
| inspection reveals the spiraling order
| |
| | et al devotes a section to "Planning's
|
| hidden in the model. The Gates'
| |
| | Unplanned Troubles." They explain that
|
| information society and the Taylor and
| |
| | planning establishes inflexibility. They
|
| Wacker age of possibilities do not depend
| |
| | support the assertion presented above
|
| on a linear progression of thought and
| |
| | with the fallacy of predetermination.
|
| action and Sanders holds the non-linear
| |
| | This fallacy says organizations are able
|
| nature of the new science of strategic
| |
| | to predict the direction of their
|
| thinking allows us to understand natural
| |
| | environment, are able to exercise control
|
| order on its own terms.StrategyDoes
| |
| | over the environment, "or simply to
|
| strategy have some mythical or mystical
| |
| | assume its stability." "Because analysis
|
| property? Leaders and leadership use the
| |
| | is not synthesis, strategic planning has
|
| word in many contexts, perhaps not really
| |
| | never been strategy making."Reverse
|
| acknowledging what strategy is.
| |
| | course a little, planning is not a bad
|
| Therefore, a simple working definition of
| |
| | thing when used in cohort with strategic
|
| strategy for this paper is the deliberate
| |
| | thinking and visionary leadership. It is
|
| means of attaining an outcome, being
| |
| | applying the controlling element strategy
|
| visionary.Mintzberg, et al [5] explains
| |
| | to planning that causes problems. Morgan
|
| that strategies inevitably have
| |
| | argues in favor of plans and planning
|
| advantages and disadvantages. The
| |
| | when created in a visionary framework
|
| advantage of setting direction is
| |
| | that can evolve as circumstances change.
|
| charting a course; however, the
| |
| | What they insinuate in relating the tail
|
| disadvantage is narrowing vision, hiding
| |
| | of the "Strategic Termites" is
|
| dangers. The advantage of focusing effort
| |
| | unpredictability of organizational
|
| is coordination of activity; however, the
| |
| | structure. An organization's leader does
|
| disadvantage is groupthink. Having a
| |
| | not need a strategic plan to impose
|
| definition of the organization provides
| |
| | order. Order, like in a termite colony,
|
| understanding of the organization;
| |
| | emerges in an evolutionary way. Planning
|
| however, the definition may hide the
| |
| | is not guided by plans rather by a sense
|
| complexity of the supporting systems.
| |
| | of know what the organization wants to
|
| Having a strategy that provides
| |
| | ultimately achieve. Ideas, action, and
|
| consistency establishes order in a way
| |
| | events occur separately but
|
| that reduces ambiguity; however, creative
| |
| | self-organizing yet apparently
|
| groups appear to operate with little or
| |
| | disorganized groups of termites seize the
|
| no consistency.Strategy involves
| |
| | opportunity to initiate change.The Future
|
| paradoxes as the above paragraph
| |
| | Depends On ItSeeing the future depends on
|
| suggests. One paradox tells us the story
| |
| | foresight. Having a future view and
|
| of answers and questions, once you think
| |
| | strategically thinking of the future
|
| you have all the answers, someone changes
| |
| | creates a new paradigm, part of the
|
| all the questions. Taylor and Wacker
| |
| | paradoxes already discussed. One old
|
| state this paradox as, "The more you are
| |
| | paradigm suggests future thought as a
|
| right, the more wrong you will be." This
| |
| | prediction and development of plans based
|
| contradiction confuses the reader, if you
| |
| | on the prediction. Making plans
|
| are right, how can you be wrong? How? The
| |
| | establishes policy necessary to reach the
|
| speed of knowledge accelerated beyond our
| |
| | predicted future. When the predictions
|
| ability to absorb it in our traditional
| |
| | fail to materialize an organization
|
| learning pattern.Another paradox for
| |
| | scrambles to recover. Another paradigm is
|
| visionary leaders involves predicting the
| |
| | the invention of the future. This means
|
| future. Leaders who are successful
| |
| | people both construe and become
|
| predictors of the future act as agents
| |
| | constrained by the structures they enact
|
| destabilizing the present. Taylor and
| |
| | and change through practice. Gaspar [7]
|
| Wacker explain that today's realities and
| |
| | refers to the work of Mintzberg, et al,
|
| tomorrows expectations collide. The
| |
| | saying the old paradigms do not work in
|
| allocation of resources between present
| |
| | future thinking organizations. She tells
|
| and future "produce a massive
| |
| | us we must integrate a strategy that
|
| future-based political problem with huge
| |
| | includes patterns and perspectives with
|
| consequences for the present."Strategy at
| |
| | planning and positioning.Take a view of
|
| WorkThe State of Nebraska recently made
| |
| | American companies 100 years ago. Of the
|
| National news with the passage of LB1024
| |
| | top 12 companies 100 years ago, ten dealt
|
| that, in effect, created segregated
| |
| | in selling commodities. Today, of the top
|
| school sub-districts in Omaha. The bill
| |
| | 12 U.S. companies, three deal in
|
| was the Unicameral's way to defeat
| |
| | commodities. The remaining nine companies
|
| intercity lawsuits claiming "One City -
| |
| | deal in services, manufacturing, and high
|
| One School District." The City of Omaha
| |
| | technology [14]. The only thing certain
|
| annexed several small suburban
| |
| | is change and business leaders must learn
|
| communities to its west, provides police,
| |
| | to cope with it in order to manage it.
|
| fire, and city services to these
| |
| | Coping with change and managing it mean
|
| communities; however, the communities
| |
| | businesses can profit from it. The future
|
| remained independent school districts.The
| |
| | of business is knowledge driven.
|
| City of Bellevue annexed several Sanitary
| |
| | Countries must be smart, companies must
|
| Improvement Districts (SID) to its west,
| |
| | be smart, and people must be
|
| provides police, fire and city services
| |
| | smart.Countries, companies, and people
|
| to these incorporated SIDs. Previous
| |
| | must be equally smart at the same time.
|
| mayors and city councils of Bellevue and
| |
| | To win the future game, each of the three
|
| Papillion drew arbitrary boarders marking
| |
| | must anticipate and adapt to change in
|
| the fringes of the two cities school
| |
| | order to manage it effectively. Mayor
|
| districts in, what were then,
| |
| | Ryan admitted that government is slow to
|
| unincorporated zones. Population growth
| |
| | change. By example, he cited the city
|
| attached itself close to Bellevue. Now,
| |
| | council established a steering committee
|
| Bellevue's city limits extend beyond the
| |
| | to investigate whether the city needed to
|
| school district boarders. Therefore,
| |
| | spend money for computers in the mayor's
|
| Bellevue claims "One City - One School
| |
| | office. The city has a web presence but
|
| District."By passing this bill, Senator
| |
| | the city council did not adopt an intra-
|
| Chambers [6] acknowledged formal
| |
| | and inter-city email system until the
|
| segregation of the districts. LB1024
| |
| | steering committee received confirmation
|
| created two super-districts, one in
| |
| | from surrounding cities of their system
|
| Omaha, and one in Bellevue. In Omaha, the
| |
| | usage. The mayor is 72; by contrast, the
|
| super-district has three independent
| |
| | average age of the city council is about
|
| sub-districts. The independent
| |
| | 63. Mayor Ryan recognizes the value of
|
| sub-districts have authority over teacher
| |
| | technology and aggressively seeks younger
|
| hiring, measures of teacher/student
| |
| | citizens to enter city government. He
|
| success under federal No Child Left
| |
| | hopes forward thinking younger people
|
| Behind, and administration of their own
| |
| | will drive the risk adverse council
|
| budget. The super-district has academic
| |
| | toward active and aggressive risk
|
| authority over the smaller
| |
| | management.Senator Chambers is the
|
| sub-districts.The strongest supporter of
| |
| | longest serving Senator in the Nebraska
|
| the LB1024 is the State's strongest
| |
| | Unicameral. He is 69 years old and
|
| proponent of desegregation. Why did
| |
| | suffered racial slurs and isolation from
|
| Senator Ernie Chambers of the State's
| |
| | fellow senators when he took office.
|
| 11th district support the bill? He
| |
| | Slurs and threats, chalked on his capitol
|
| claimed the Omaha school district is
| |
| | office door, remain and he considers
|
| already segregated. Segregation
| |
| | these a badge. He does not appear on the
|
| re-occurred with the end of bussing in
| |
| | senate floor in suit and tie. He wears
|
| 1999. Yet, no Omaha high school is more
| |
| | blue jeans and sweat shirts in protest to
|
| than 48 percent African American.Bellevue
| |
| | conformity. However, Senator Chambers
|
| Mayor Jerry Ryan acknowledged the drain
| |
| | seems to exist in an era when racism and
|
| on city funds fighting to redraw school
| |
| | segregation were the norm. He rarely
|
| district lines. The fight in Bellevue and
| |
| | seeks coalition with other senators
|
| Papillion is over federal dollars to
| |
| | preferring to be a voice of defiance
|
| schools with a population of children of
| |
| | [15].These two leaders view the future
|
| military families. Offutt Air Force Base
| |
| | differently. While one hopes to achieve
|
| is located near Bellevue and military
| |
| | the future by recruiting younger forward
|
| dependent children attend elementary and
| |
| | thinking people into the political
|
| secondary schools in both cities.
| |
| | system, the other remains rooted in the
|
| Redrawing district lines would result in
| |
| | past. Neither manages the future
|
| more federal money to the Bellevue Public
| |
| | proactively but approach the future based
|
| School District.Strategic Thinking and
| |
| | on present and past experiences not
|
| VisionReading the paragraphs above may
| |
| | through information seeking, strategic
|
| leave the reader asking, "What were they
| |
| | thinking, and visionary mental
|
| thinking?" Recall the paradox of
| |
| | modeling.ConclusionThis paper discussed
|
| predicting the future affects the present
| |
| | strategy, strategic thinking and vision
|
| in adverse ways, yet successful leaders
| |
| | making, planning, and the future. These
|
| operate as though the future is
| |
| | are not separate activities although the
|
| now.Another view is that nothing turns
| |
| | discussion presents them individually. By
|
| out exactly as expected. This may leave
| |
| | recognizing the Lorenz Attractor as a
|
| leaders in an action quandary: Strategic
| |
| | spiral of interacting parts of an
|
| thinking in the midst of shifting
| |
| | organization, one can also find this
|
| paradigms servers to help organizations
| |
| | model fits a non-linear process of
|
| "identify, respond to, and influence
| |
| | thinking, vision, and planning. Seeing
|
| changes in its environment."Strategic
| |
| | the future as an evolving present helps
|
| thinking allows leaders to think in terms
| |
| | leaders comprehend that rigid policies
|
| of opportunities to innovate and
| |
| | based on formalized strategic plans
|
| influence their future and the future of
| |
| | inhibit response to change.Strategic
|
| their organization. Strategic thinking
| |
| | thinking and vision creation suggests
|
| aids in abandonment of policies and
| |
| | that leaders continually test their
|
| procedures that are outdated, obsolete,
| |
| | mental model with new thinking and
|
| or ineffective.Strategic thinking is
| |
| | questioning - progressively looping
|
| having an awareness of what has not yet
| |
| | thinking, vision, and new information
|
| taken shape, having foresight. Foresight
| |
| | into new thinking. This cycle process
|
| has a facet that is an individual ability
| |
| | allows leaders to anticipate disruptions
|
| and behavior and it can be a process or
| |
| | in the business cycle. Leaders who
|
| activity in business. On a macro level,
| |
| | question themselves asking, "what if ..."
|
| foresight is a global practice. Note,
| |
| | know "what if ..." These leaders are
|
| reaching a macro level must pass from
| |
| | future seeking and organizations
|
| micro - individual, through mezzo -
| |
| | employing these leaders are future
|
| organizational, to reach macro. Foresight
| |
| | seeking learning organizations prepared
|
| starts with the individual leader seeing
| |
| | to change before change occurs.This paper
|
| or sensing something better [7].Foresight
| |
| | does not deny the value of planning as
|
| is more than vision; it is visionary.
| |
| | part of a strategic process. However,
|
| Being a visionary leader means being
| |
| | rigid planning that does not calculate
|
| provocative and questioning rather than
| |
| | the shifting horizon of organizational
|
| seeing answers. Mintzberg, et al (1998)
| |
| | development leaves the company
|
| calls upon visionary leaders to operate
| |
| | questioning, "What happened," rather than
|
| on emotional and spiritual resources,
| |
| | "what's happening."Foresight allows for
|
| values, aspirations, and commitment.
| |
| | strategic management, forecasting and
|
| Leaders need a mental image, build a
| |
| | positioning of an organization. The
|
| mental model of a desirable future state.
| |
| | outcome from foresight in business is the
|
| The visionary state is as simple as a
| |
| | anticipated future becoming an inevitable
|
| dream or complex as a written document
| |
| | future.References:1. Gates, B. (1996).
|
| outlining the dream in measurable
| |
| | The Road Ahead. New York: Penguin
|
| steps.Visionary leaders must next
| |
| | Books.2. Taylor, J., Wacker, W. with
|
| translate the dream of the desirable
| |
| | Means, H. (2000). The Visionary's
|
| future state into a vision they can share
| |
| | Handbook: Nine Paradoxes that will Shape
|
| with the organization. Sharing a vision
| |
| | the Future of Your Business. New Youk:
|
| must be proactive, must be like a theater
| |
| | Harper-Collins Publishers, Inc.3. Holy
|
| performance. Mintzberg, et al addresses
| |
| | Bible. New International Version. Bible
|
| performance by the leader as a rehearsal.
| |
| | Online. Retrieved from Sanders, T. I.
|
| Rehearsal is the practice of the vision,
| |
| | (1998). Strategic Thinking and the New
|
| learning everything they can about the
| |
| | Science: Planning in the midst of chaos,
|
| vision. Upon becoming comfortable in
| |
| | complexity, and change. New York: The
|
| rehearsal, the leader must openly perform
| |
| | Free Press.5. Mintzberg, M. Ahlstrand, B.
|
| the vision. Performance brings a dream to
| |
| | & Lampel, J. (1998). Strategy Safari: A
|
| life; however, performance has no value
| |
| | guided tour through the wilds of
|
| without the attending audience. The
| |
| | strategic Management. New York: The Free
|
| organizational audience views the
| |
| | Press.6. Gaspar, J. (2005, August 21-24).
|
| performance while feeling empowered to
| |
| | Corporate foresight - an attempt to
|
| mimic the performance. Organizational
| |
| | listen to the voices futures' generations
|
| mimicking of the performance serves as a
| |
| | in the strategy making process. Future
|
| starting point for transformation to a
| |
| | Studies Department, Corvinus University
|
| higher state of consciousness, becoming,
| |
| | of Budapest. Retrieved June 15, 2006 from
|
| as Senge [8] describes, a learning
| |
| | J. Ryan (personal communication, April
|
| organization.Bellevue, Nebraska is the
| |
| | 28, 2006) in discussion of mayoral
|
| third largest city in the state. Eight
| |
| | leadership strategy in a metropolitan
|
| years ago, Jerry Ryan made his first run
| |
| | community.8. Senge, P. M. (1990). The
|
| for Bellevue Mayor winning an election
| |
| | Fifth Discipline: The art & practice of
|
| against a popular mayor. Bellevue's
| |
| | the learning organization. New York:
|
| population in 1998 was about 29,000.
| |
| | Currency and Doubleday.9. Morgan, G.
|
| Improvements in transportation, cost of
| |
| | (1993). Imaginization: The Art of
|
| housing and housing developments, and
| |
| | Creative Management. Newbury Park: Sage
|
| growth in retail and commercial ventures
| |
| | Publishing, Inc.10. Hill, C. W. L. &
|
| has caused an explosion in population to
| |
| | Jones, G. R. (1998). Strategic
|
| almost 50,000 with an extended sphere of
| |
| | Management: An integrated approach.
|
| services into not yet annexed
| |
| | Boston: Houghton Mifflin
|
| developments of an additional population
| |
| | Company.11. Davis, S. (1996). Future
|
| of about 15,000.In the May 2006 primary,
| |
| | Perfect. Reading, MA:
|
| Mayor Ryan [9] ran against a field of
| |
| | Addison-Wesley.12. Ong Teck Mong, T.
|
| opponents. Mayor Ryan ran on the ideal
| |
| | (2006, May 7). Anticipating and Managing
|
| that Bellevue has reached a size that
| |
| | Change: The Key to Future Success. Asian
|
| requires a full time mayor devoted to the
| |
| | Institute of Management 37th Commencement
|
| city. Opponents, all in their seventies,
| |
| | Ceremonies. Retrieved June 16, 2006 from
|
| do not share his view. Mayor Ryan won the
| |
| | Ernie Chambers. (2006). Wikipedia.
|
| majority of primary votes telling the
| |
| | Retrieved May 31, 2006 from Blackman, D.
|
| city his vision. In interview with Mayor
| |
| | A. and Henderson, S. (2004). How
|
| Ryan, he expressed how hard it is to run
| |
| | foresight creates unforeseen futures: the
|
| a city of 50,000 part-time. "Citizens
| |
| | role of doubting. Futures, 36.
|
| think I run the city. They are not aware
| |
| | 253-266.15. Johnson, T. A. (2000). An
|
| that it is the City Council that approves
| |
| | Intellectual and Political Biography of
|
| all action. And, the City Council doesn't
| |
| | Nebraska State Senator Ernest Chambers:
|
| want a full time mayor," said Ryan in
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| | Activist, Statesman, and Humanist, 1937-.
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| interview. "If there is one thing I've
| |
| | Plains Humanities Alliance: Events.
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| failed to do," said Ryan, "is adequately
| |
| | Retrieved May 31, 2006 from Nadler, D.
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| share my thinking and vision within the
| |
| | A. and Tushman, M. L. (1997). Competing
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| council."In the "One City - One School
| |
| | by Design: The Power of Organizational
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| District" battle in Omaha, the school
| |
| | Architecture. New York: Oxford University
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| district argued that incorporation of
| |
| | Press.17. Somasegar (No First Name)
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| suburban districts into Omaha would
| |
| | (2006, January 21). Strategic Thinking.
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| create a broader tax base, allow for
| |
| | Retrieved June 2, 2006 from Hoffman is a
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| creation of magnet schools throughout the
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| | student at Regent University studying
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| district, and more equitably share
| |
| | toward a Doctor of Strategic Leadership,
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| resources. Senator Chambers, in support
| |
| | holds a MA, Leadership and BS,
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| of LB1024, argued that schools already
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| | Organizational Communication. He is an
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| segregated would have more administrative
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| | adjunct at Bellevue University and
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| control over their districts to create
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| | Metropolitan Community College.
|
