Thoughts on a Monday Morning
11/05/2009, Author: Richard Hunter
Two years ago, the whole of the Criterion Partnership team took part in a session to create a shared vision describing where we would like to be in three years time. At a team meeting two weeks ago, Judy referred to the vision we created together and pointed out that we have already achieved many of the things conceived two years ago. It has made me wonder about the mechanisms which help to turn a vision into reality. Is it conscious and deliberate actions which have led us to success? Or is there a more subtle and less conscious process at work?
Deepak Chopra writes, “The quality of intention will orchestrate an infinity of space-time events to bring about the outcome intended.” Has the quality of intention, and its capacity to organise cosmic energies, enabled Criterion Partnership to achieve its aspirations? Or have we got there through planning, determination and conscious choices commensurate with our vision?
If you find this post offensive please contact us
Comments
I remember being split up into three groups and doing various exercises including visualising the future. It was interesting that Linda and I approached the session in a different way to the consultants, I’m not a creative person and I was slightly apprehensive, but at the end of the visioning all of our ideas turned out to be very similar. We imagined open plan offices, and for some reason the colour blue has stuck in my memory. Both of these have been realised- although the support team and consultants are in two different rooms creating a barrier between us, the new offices have much more space. Being on the same floor creates much more movement and integration between the consultants and the other members of the team. I think the biggest challenge that faces Criterion is keeping up with all of the upcoming business. Over the last sixth months we’ve been really busy and I think that as business increases it is going to be challenging to maintain the close and relaxed relationships we have with our customers. It would be a shame to lose that as its central to the way we work.
15/05/2009 by Linda Pilkington,
Our visioning session was different to anything I’d ever experienced before. The methods used to conceive ideas were unusual, and although I’m used to a more conventional approach, it was a very productive exercise. In my opinion Criterion Partnership’s expansion is the main element that has been accomplished - we have recently moved offices and the new ones are much less divided although we are not all in one room as originally was suggested. Although I think we were already progressing naturally, without the hard work and planning by the team we wouldn’t have got to where we are today. I think that Criterion needs to keep reviewing their business practices so that as we continue to grow we can provide our customers with the best quality of service possible. I’m looking forward to the next visioning session as it gives us all a chance to talk together without the usual disruptions of office life.
I hadn't long joined Criterion when we carried out the visioning so I may have found it more difficult than some to think about where the business was heading. Surprisingly though my opinions were not that different from those of the rest of the team and taking part in the exercise made me feel my ideas were valued. I think because we all had a similar end goal insight this has helped us to work more effectively together in order to achieve this. It will be interesting to see what our visions are for the next few years and whether these will remain collectively aligned.
You must be logged in to leave comments. You can register here».
