Senge's principle of building a shared vision involves creating a vision for the future of an organization through interaction and compromise between individual visions, rather than a leader dictating a singular vision. A shared vision fosters genuine commitment over mere compliance. For a vision to be shared, members must enroll in it voluntarily, as vision cannot be sold by the leader. When an organization has a shared vision created this way, it provides a driving force for change and learning as members are motivated by their shared goals.

1. SENGE’S PRINCIPLE
Building Shared Vision
BY: NORZILAWATI YUSOF

2. Vision
 The vision is
often a goal that
the individual
wants to reach.
 That goal must
often a long term
goal, sometimes
that can be
leading star for
the individual.
 The shared vision of
an organization must
be built of the
individual visions of
its members.
 SHARING AN IMAGE
OF THE FUTURE YOU
WANT TO REALIZE
TOGETHER
(definition of Senge)
Shared Vision

3. What does it means to have a shared
vision?
 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)

4. What this mean for the leader…..
 in the learning organization is
that the organizational vision
must not be created by the
leader,
Rather..
 The vision must be created
through interaction with the
individuals in organization

5. The leaders role in creating a
SHARED VISION is:
TO SHARE
HER OWN
VISION TO
THE
EMPLOYEES

6. The reality is….
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 vision into shared
vision

7. Only by compromising
 between the
individual visions
& the
development of
these visions in
a common
direction can the
shared vision be
created

8. How can someone start to share the
organization’s vision?
For a shared vision to
develop, members of the
organization must enroll in the
vision.
Senge (1990) stresses that
vision can not be sold.

9. 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….
NO…
But….
 The individuals who do not share
the vision might not contribute as
much to the organization.

10. Effect of SHARED VISION
 When there is a genuine vision, people excel and
learn
 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
goals.
 Base on these visions, the organization’s should
evolve