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As we continue our exploration of the Social Change Model (SCM) of leadership development, we move to the next group value: Common Purpose. You have probably worked with at least one or two groups and, if so, you know that any functional group or team must have a shared vision, a common aim, and some mutual values that will determine its future, its goals, and how the members of the group treat each other and do their work. These three factors combine to form the groups’ common purpose (Teh, 2009).
Goals and Aims
The aims or goals of a group answer the question, “What are we here to do?” and often distinguish them from similar groups. For example, if you are a member of a disc golf team, what are its goals? To compete hard and win? To create teamwork and build players’ skills? To provide entertainment and fun for team members? (Paraphrased from Teh, 2009, p. 242). Failure to have shared goals will prevent goal attainment and, in the above example, create much frustration among team members. Any team, therefore, must be explicit about their goals. (Note to anarchists: You are the only ones with a “get out of goals free” card. Everyone else, agree on clear ones, please.)
Values
As noted in Teh (2009), having a common set of values will determine how the team gets the work done and how they treat team members and others in the process. Common values help socialize new members and can act as a filter, winnowing out potential team members whose personal values are not a good fit. So for our disc golf team noted above, if the goal is winning the most games, is it by “any means necessary”? Or will it be accomplished by good sportsmanship and fairness? Will all players get to play or only those who are the best at a given position? Team members who have values different from the team’s shared values will likely not be effective.
Vision
The purpose of a vision is to inspire group members and motivate them to success, however that’s measured in a given context (Teh, 2009). Vision fits with goals and values by providing a long-term end. Most, if not all, of the most successful organizations have clearly articulated vision statements.
What’s Google’s? “To develop a perfect search engine.” Starbucks? “To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.” In the team noted above, is its vision winning the national disc golf championship? Or is it to create a tight-knit group of long-term friends who still play together in 20 years? Or to raise disc golf awareness in the team’s local area? Knowing which vision you’re working toward over the long term will help set priorities and inspire performance.
When a group forms its Common Purpose – its vision, mission and values – members should generally all have a voice in the end product (Teh, 2009). While charismatic leaders may be able to use their personal vision to recruit group members and determine goals and values, most groups are more effective if the purpose is determined by consensus or similar methods. This increases trust and engagement with the group purpose from team members.
Common Purpose is the second group factor in the SCM. It is critically important to the success of the group and to its individual members. Without common goals, vision and values, little of value can be accomplished.
Teh, A. (2009). Common purpose. In Komives, S. R., Wagner, W. & Associates (Eds.), Leadership for a better world: Understanding the social change model of leadership development (pp. 237 – 262). San Francisco: Jossey-Bass.
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