Active Learning DiscussionRespond to the stated question, including any relevance to and implications on the field of criminal justice. Be sure to discuss the issue(s) to which the question pertains. Remarks can include your opinion(s), but must be based on experience, research, and/or prior learning. Use this exercise to foster a rich dialogue with your colleagues about issues that are important to the field of criminal justice. During the span of the discussion, you must post to this board on four unique days. Your initial posting must be no less than 300 words and is due no later than Thursday 11:59 PM EST/EDT. The day you post will count as one of your required four unique postings. You will also be required to post responses to at least three of your colleagues’ initial postings. Responses must be no less than 100 words, be posted on at least three unique days, and are due no later than Sunday at 11:59 PM EST/EDT.
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Active Learning Discussion
Respond to the stated question, including any relevance to and implications on the field
of criminal justice. Be sure to discuss the issue(s) to which the question pertains.
Remarks can include your opinion(s), but must be based on experience, research, and/or
prior learning. Use this exercise to foster a rich dialogue with your colleagues about
issues that are important to the field of criminal justice.
During the span of the discussion, you must post to this board on four unique days.
Your initial posting must be no less than 300 words and is due no later than Thursday
11:59 PM EST/EDT. The day you post will count as one of your required four unique
You will also be required to post responses to at least three of your colleagues’ initial
postings. Responses must be no less than 100 words, be posted on at least three unique
days, and are due no later than Sunday at 11:59 PM EST/EDT.
In his book, The Fifth Discipline, Peter Senge noted, Many leaders have
personal visions that never get translated into shared visions that
galvanize an organization. What has been lacking is a discipline for
translating individual vision into shared vision.
What does Senge mean by this?
How important is it for a leader to communicate his or her vision and
strategic plan to the workforce?
Lastly, create a short personal vision or mission statement at the end
of your posting.
Incorporate what you learned from your required readings in your
Raymond Swallows posted Apr 23, 2019 2:00 PM
In his book, The Fifth Discipline, Peter Senge noted, Many leaders have personal
visions that never get translated into shared visions that galvanize an
organization. What has been lacking is a discipline for translating individual
vision into shared vision.
What does Senge mean by this?
Senge (1994) was referring to his theory of a learning organization. In The Fifth
Discipline, Senge (1994) discussed the five components believed to be a part of a
learning organization, including: Personal Mastery, Mental Models, Building Shared
Vision, Team Learning, and Systems Thinking. Most important of those, in my opinion, is
Building Shared Vision and Team Learning. As Senge (1994) explained, when an
organization shares a vision (versus a vision that is orated from above), people learn and
do more positive things, are more productive. Senge explained the higher productivity
and positivity is not a result of being ordered to do things the way they are, but because
they want to do those things. Senge (1994) further explained that sometimes an
organization’s “shared vision” is the result of a “coming together” after some form of
crisis, but quickly falls apart after the crisis has passed. Team learning begins with
effective two-way communications, wherein both administration and workers talk and
listen to one another. As Senge (1994) noted, the art of dialogue has long fallen by the
wayside but is rapidly re-emerging in modern businesses.
How important is it for a leader to communicate his or her vision and strategic
plan to the workforce?
“Vision is the core of leadership and is at the heart of strategy. The leader’s job is to
create the vision for the enterprise in a way that will engage both the imagination and
the energies of its people” (Fuller & Green, 2005). An organizational vision is every bit as
important as those who are doing the work. Without a vision, there is no path to follow.
In corrections, sometimes the vision is quite basic. For instance, the Florida Department
of Corrections’ vision is, “Inspiring success by transforming one life at a time” (FLDOC,
n.d.). That is an impactful vision with a clear message explaining what their goal is. In
order for the vision to be successful, it must have organizational buy-in. If everyone is
not committed to the vision, it will likely not be successful. Typically, the DOC is
considered human warehousing, but there are many, many rehabilitation programs that
are constantly being updated and expanded to assist with the reintegration of offenders.
Again, however, if that vision is not shared or properly communicated, it is unlikely to
succeed. I wonder how many Florida DOC employees would be able to tell you what their
vision statement is?
Lastly, create a short personal vision or mission statement at the end of your
“To provide professional, courteous, and respectful service to our community with honor
and integrity.” I know there are a lot of adjectives in there, but in all reality, isn’t that
what we are all striving for in law enforcement or corrections?
This has been an interesting class and just as I have said in other classes, I know a lot
about law enforcement and corrections, but I am always learning more. Just when you
think you have seen or heard just about everything there is, you learn something new.
This class has been no exception. Goodluck to you all and Godspeed!
Senge, Peter M. (1994). The fifth discipline: the art and practice of the learning
New York: Currency, Doubleday.
Abodunrin Oduyemi posted Apr 23, 2019 7:48 PM
The reason why most leaders are sometimes incapable of sharing their vision
with other employees is either because they do not support or believe in their leadership
skills, do not know how to effectively communicate their vision either because they do
not trust it or they think it is wrong. it is hard to get other people to share ones view
especially if they do not believe in it. Sometimes leaders can see where they want to take
the organization but communicating it with other employees is difficult (Bajic, 2017).
The key to any organization is the leader’s ability to be able to inspire others around
him, but when there is a breakdown in effective leadership, most organization will begin
to exhibit a number of characteristics like lack of flexibility, conflict among employees,
placing employees where they would be least effective and not valuing gender diversity.
If these issues are not addressed, they will be no compelling, shared vision or strategic
plan for the organization (Chait, 2007).
Importance of Communicating Vision and Strategic plan to the Workforce
The importance of vision and strategic plan to the workforce is that they help to
bring different stakeholders into the decision-making process. This takes into account
numerous viewpoints when creating any kind of strategy. At the same time, the ability to
bring more individuals into the process will create a shared set of values. These ideas
can be discussed with other employees to establish broad support for new programs
that are being introduced. The combination of these factors will create a situation where
everyone will do more for the firm. This is because they are: having their basic needs
addressed and feel that the different viewpoints are taken into consideration
To build an organization that is based on integrity, individual pride, friendliness,
warmth, vision, communication and equal opportunity among all employees without
Bajic, E. (2017). Why Communicating Vision is the Single Most Important thing, you can do.
Retrieved from. https://www.forbes.com/sites/elenabajic/2017/12/27/whycommunicating-vision-is-the-single-most-important-thing-you-cando/#4bbb8641e648
Chait, J. (2007). The Big Con. New York, NY: Houghton Mifflin.
Alexander Hauryluck posted Apr 24, 2019 5:58 PM
Leaders are individuals who are given the responsibility to provide direction and
support for individuals who they are supervising. What Senge is indicating by this statement
is that when a leader develops an idea and wants to implement the idea into an action or a
shared idea and action, they must provide their subordinates with the necessary information
or tools to achieve their goal. When this does not happen, it is because a leader did not have
the understanding of what is needed by their subordinates, and therefore has failed t
translate their individual vision into a concept that their subordinates can adopt.
Pearce, Manz, & Sims Jr. (2009) state that through shared leadership and the proper
downward explanation of instruction, teams greatly benefit, quality of work increases, and
independence and confidence from subordinates is increased. Communication with
subordinates is imperative to a successful leader’s mantra because it is the bridge between
being another employee and truly leading others to be successful. Without proper
communication, leaders are unable to explain instructions, provide direction, and help their
subordinates understand the strategy and strategic plan for their goal. Additionally, without
the use of proper communication, subordinates may feel lost or lack the confidence to go
outside their comfort zone. According to Campbell (2006), “Effective leadership must have a
clear vision and set expectations for performance and for improving performance” (p. 264).
Leadership must not only set a clear example and set reasonable but firm expectations, but
the leader must also have the ability to explain and demonstrate what the strategic plan is
and allow for their subordinates to understand their role and participate in accomplishing
their task. Also, providing feedback on evaluations and explaining the feedback will also
positively benefit their subordinates, and help those individuals better understand what is
expected and act accordingly (Campbell, 2006).
Personal Vision/Mission Statement:
“Through respect, honor, integrity, and excellence, provide protection and service to
those who need and deserve it.” I believe that I have a calling to help and protect others. I
volunteer my time while I am in New York to run into burning buildings, and currently, I am
working as a faculty member in a customer service-based office with Residence Life. I
continue to learn new physical and mental skills, learn and incorporate leadership tactics,
and develop my understanding of law enforcement and counter-terrorism in an attempt to
provide safety and security to the citizens of my community, my state, and, hopefully, my
country. By respecting others and their individual opinions and ideas, being honorable with
my work and character, adhering to my morals and ethics, and putting maximum effort into
all aspects of my life, I strive to be who I would want protecting my family and me. Anything
in life worth doing is worth overdoing, and the only thing we have to fear is fear itself.
Campbell, N. (2006). Correctional leadership competencies for the 21st century: manager and
supervisor levels. Washington D.C.: Campbell Consulting.
Pearce, C. L., Manz, C. C., & Sims, Jr., H. P. (2009). Where do we go from here?: is shared
leadership the key to success? ScienceDirect, 234–238.
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