In understanding the current situation, however, we must not only seek information that is valid. They must also seek information that is useful. It must relate to the target that the leader and her team wish to reach. Thus, if the target concerns increased financial viability for a college, then a market survey will be of little use, even if the information obtained were valid. It is only useful if the costs associated with each of the four programs also can be determined, along with the acceptable tuition levels for this population of students regarding each of the four programs. It is surprising to see how often information is collected that relates only marginally to the problem faced by an organization!
Many realistic plans can be set, and problems can be solved, through the systematic collection of valid and useful information. This lies at the heart of rational, linear planning and modern management processes. In other instances, unfortunately, effective leadership cannot exclusively be based on information about the current situation. Many organizational decisions, particularly those involving people rather than machines, center, at least in part, on conflicting goals, objectives or desired outcomes. Attention must shift from the domain of information to that of intentions. This domain is likely to be particularly important in today’s society, where conflict in values and purposes is so common.
Domain of Intentions
This second domain is entered whenever we attempt to understand and clarify our personal or collective mission, vision, values or purposes. While research prevails in the area of information, clarification prevails in the area of intentions. Unlike traditional approaches to the clarification of intentions, which tend to emphasize enforcement or modeling, intention clarification focuses on the way in which mission, vision, values and purposes come into being.
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