Building Shared Vision
BY: NORZILAWATI YUSOF
The vision is
often a goal that
wants to reach.
That goal must
often a long term
that can be
leading star for
The shared vision of
an organization must
be built of the
individual visions of
SHARING AN IMAGE
OF THE FUTURE YOU
WANT TO REALIZE
(definition of Senge)
What does it means to have a shared
The practice of shared vision
involves the skills of unearthing
shared “pictures of the future”
that foster genuine commitment
and enrolment rather than
compliance. In mastering this
discipline, leaders learn the
counter-productiveness of trying to
dictate a vision, no matter how
heartfelt. (Senge 1990)
What this mean for the leader…..
in the learning organization is
that the organizational vision
must not be created by the
The vision must be created
through interaction with the
individuals in organization
The leaders role in creating a
SHARED VISION is:
The reality is….
Many leaders have personal visions
that never get translated into shared
visions that galvanize an
What has been lacking is a discipline
for translating vision into shared
Only by compromising
these visions in
direction can the
shared vision be
How can someone start to share the
For a shared vision to
develop, members of the
organization must enroll in the
Senge (1990) stresses that
vision can not be sold.
Reflection on SHARED VISION
Brings the question of whether each
individual in the organization must
share the rest of the organization’s
vision. The answer is….
The individuals who do not share
the vision might not contribute as
much to the organization.
Effect of SHARED VISION
When there is a genuine vision, people excel and
Not because they are told to do, BUT…because…
THEY WANT TO
When an organization has a shared vision, the
driving force for change comes from what Senge
calls “creative tension”.
With truly committed members the creative
tension will drive the organization towards its
Base on these visions, the organization’s should
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