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SENGE’S PRINCIPLE
Building Shared Vision
BY: NORZILAWATI YUSOF
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
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)
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
The leaders role in creating a
SHARED VISION is:
TO SHARE
HER OWN
VISION TO
THE
EMPLOYEES
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
Only by compromising
 between the
individual visions
& the
development of
these visions in
a common
direction can the
shared vision be
created
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.
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.
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

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Shared vision

  • 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