{"version":"1.1.0","chapters":[{"startTime":28.0,"title":"Setup for \"Formulating a Shared Vision\" and how this is a common role leaders play"},{"startTime":135.0,"title":"The disruption of the previous role is healed through this role"},{"startTime":165.0,"title":"Affecting change through the strength of formulating a shared vision"},{"startTime":270.0,"title":"Ghadah brings two examples of how this role is played"},{"startTime":488.0,"title":"Martin gives a practical example of building a shared vision"},{"startTime":555.0,"title":"Ghadah and Martin talk about the cycle of formulate a shared vision"},{"startTime":603.0,"title":"Another example from Martin on taking a team through the role of 'Challenging the Status Quo' and making it possible through the role of 'Formulating a Shared Vision'"},{"startTime":672.0,"title":"Ghadah connects the dots using an infographic of the model that you can downlead from the website"},{"startTime":756.0,"title":"When do you start this role? Martin answers"},{"startTime":820.0,"title":"How do you tackle barriers"},{"startTime":865.0,"title":"Cementing the vision takes time"},{"startTime":928.0,"title":"Departmental vision, does it work?"},{"startTime":975.0,"title":"Balance is important in the process"},{"startTime":1015.0,"title":"The process is cyclic and ongoing"}]}