Collective Objective Builder

A method to create a shared goal or understanding within a group for a particular topic, project, or problem.

Builds on Peter M. Senge's shared-vision discipline (The Fifth Discipline, 1990, and The Fifth Discipline Fieldbook, 1994); writes the goal as a "How to..." headline in the Synectics form (William J. J. Gordon, Synectics, 1961, and George M. Prince, The Practice of Creativity, 1969) and the Osborn and Parnes "How might we" tradition (Alex F. Osborn, Applied Imagination, 1953); and checks it against the organization's goals as management by objectives does (Peter F. Drucker, The Practice of Management, 1954).

What it is for

The purpose of the Collective Objective Builder thinking tool is to facilitate the creation of a shared goal or understanding within a team or group, especially for a specific topic, project, or issue. This tool is particularly effective in aligning individual members' motivations and objectives with the broader goals of the group or organization, ensuring a unified approach toward achieving a common outcome.

Key aspects of the Collective Objective Builder include:

1. Collaborative Goal Setting. The tool encourages group discussions where all team members contribute to defining the main topic or issue and then collectively establish a goal or shared understanding.
2. Individual and Group Alignment. By allowing individual team members to reflect on their personal reasons and benefits for resolving the issue, and then aligning these with the group's objectives, the tool ensures that personal and team goals are synchronized, enhancing team cohesion and effectiveness.
3. Inclusive Decision Making. The process is inclusive, taking into account various perspectives within the team. This helps in building a comprehensive and well-rounded goal statement that resonates with all team members.
4. Dynamic Goal Refinement. The tool provides a structure for ongoing evaluation and adjustment of both individual and group goals, ensuring they remain relevant and effective in achieving the desired outcomes.
5. Strategic Alignment with Broader Objectives. By linking the team's goal with the broader organizational or corporate objectives, the tool ensures that the team's efforts are contributing positively to the overall mission and vision of the organization.
6. Open Dialogue and Consensus Building. Emphasizing realistic alignment over absolute agreement, the tool encourages open dialogue and, if necessary, consensus-building strategies to reconcile differences and align goals as closely as possible.

In essence, the Collective Objective Builder is a strategic facilitator for creating a unified and effective team approach to tackling challenges and achieving goals.

Why use it

This method is designed to create a shared goal or understanding within a group for a particular topic, project, or problem. It helps align individual motivations with the group's objectives, ensuring that everyone works toward the same outcome.

How to use it

The process involves a combination of group discussions and individual reflections to develop a goal that resonates with both personal aspirations and group objectives. The aim is to achieve alignment, if not complete agreement, between individual and team goals.

1. Group. Define the topic, project, or problem for which you want to establish a goal or shared understanding.
2. Group. List and agree on the key reasons for resolving this situation. There may be multiple important reasons.
3. Individual. Each member identifies their personal reasons and benefits for resolving the situation.
4. Group. Craft a goal statement for the group that outlines the desired outcome, starting with "How can..." or "How to..."
5. Group. Discuss and confirm if the group goal contributes to broader organizational or corporate goals.
6. Individual. Each member assesses whether their personal goals align with the group or team goals.
7. Group. Review individual goals. If there is a mismatch, strive for alignment, not necessarily agreement. Pay attention to unique or dissenting views. If differences are too vast, use consensus building or consider changes in group composition.
8. Group. Finalize and write down the team goal statement that reflects a shared understanding.

Note: The process emphasizes realistic alignment over absolute agreement. It's important to engage in open dialogue and consider the practicality of aligning different goals. In cases where alignment is not feasible, the group may need to adopt consensus-building strategies or make changes to its composition.

Where it fits

The process recommends it at Writing the Goal Statement, the second step of the Objective phase. Its sibling, Prioritized Purpose Planner, scores and expands the reasons for solving the problem; this tool aligns each person's reasons with the group's and agrees one goal statement. Where step 7 calls for consensus building, Critical Consensus Constructor gives the procedure.

Related tools

• Hoshin Kanri (Akao)
• OKRs (Grove)
• Synectics (Gordon and Prince)
• World Café (Brown and Isaacs)