VMCL: Difference between revisions

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|style="font-size:200%;padding: 10px" | '''V'''
|style="font-size:200%;padding: 10px" | '''V'''
|style="padding: 10px" | '''Vision'''
|style="padding: 10px" | '''Vision'''
|The future you see. This is NOT your grandma’s vision statement. In Chapter 2, you’ll learn that defining your vision—your desired future state—is precise, demanding, and ultimately rewarding work. We will show you how to align all aspects of your organization to bring about this future, so your vision needs to be motivating, simple, and measurable.
|Desired future state or goal.
|-
|-
|style="font-size:200%;padding: 10px" |'''M'''  
|style="font-size:200%;padding: 10px" |'''M'''  
|style="padding: 10px" |'''Mission'''  
|style="padding: 10px" |'''Mission'''  
|The actions you take, repeatedly, to bring about your vision. In Chapter 3, we’ll make sure you are not putting together a hackneyed hodgepodge of biz speak. Your mission statements will be clear, concise, and measurable.
|The actions you take, repeatedly, to bring about your vision.
Capacity (C): The systems that provide readiness to execute mission. We will examine how to measure the organizational capacity required to execute your vision day in and day out.
|-
|-
|style="font-size:200%;padding: 10px" |'''C'''  
|style="font-size:200%;padding: 10px" |'''C'''  
|style="padding: 10px" |'''Capacity'''  
|style="padding: 10px" |'''Capacity'''  
|The systems that provide readiness to execute mission. We will examine how to measure the organizational capacity required to execute your vision day in and day out.
|The systems that provide readiness to execute mission.
|-
|-
|style="font-size:200%;padding: 10px" |'''L'''  
|style="font-size:200%;padding: 10px" |'''L'''  
|style="padding: 10px" |'''Learning'''  
|style="padding: 10px" |'''Learning'''  
|Continuous modification of mental models based on feedback from the external environment.
|Continuous improvement of systems of capacity based on feedback from the external environment.
|}
|}
The diagram exemplifies how thinking drives Individual and Organizational Learning, which drives Capacity, which drives Mission, which brings about Vision.
[[File:VMCL_Diagram.png|left|500px]]
https://f.hubspotusercontent20.net/hubfs/7421276/CRL%20Bibliography/AdaptiveLeadershipforAgileOrganizations-1.pdf


==References==
==References==

Latest revision as of 12:36, 1 February 2023

VMCL Theory is a systems thinking approach to organizational leadership and design developed by Laura and Derek Cabrera.

It is predicated on the idea that four natural organizational functions can be leveraged to optimize emergent outcomes within a system.​ ​All organizations are complex adaptive systems characterized by the four inherent functions of vision, mission, capacity, and learning. Each function (or rule) is concisely defined below.

V Vision Desired future state or goal.
M Mission The actions you take, repeatedly, to bring about your vision.
C Capacity The systems that provide readiness to execute mission.
L Learning Continuous improvement of systems of capacity based on feedback from the external environment.



The diagram exemplifies how thinking drives Individual and Organizational Learning, which drives Capacity, which drives Mission, which brings about Vision.

VMCL Diagram.png


https://f.hubspotusercontent20.net/hubfs/7421276/CRL%20Bibliography/AdaptiveLeadershipforAgileOrganizations-1.pdf


References

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