2.2.3.1.. Manager’s formula for building a shared vision
Senge has given certain principles for building a shared vision among employees. These
guidelines are:
- The development and expression of personal vision should be encouraged among
the employees (Senge,1990). This may not be seen as an impediment to the big
picture and individual freedom should be promoted, after all the organizational
vision is rooted in personal vision. - The process should start with the basic concept of personal mastery and then
steered towards building a shared vision (Senge, 1990). - Shared vision should not be advocated for or imposed and should be promoted
through staff motivation and voluntary agreement. - Creating Synergy requires reflection upon the current situation and on ones role in
creating that situation. Showing the connection between the appropriate use of the
different existing resources and opportunities could have impact on achieving the
shared vision. Highlighting the leverage points could also expedite the process of
change.
Creating a shared vision means multiplying the intellectual resource for building a
learning organization. When the vision becomes clear to more and more people that
means we are increasing the number of minds that will help in developing the ways
which will maximize the use of existing resources of the organization. At the same time it
will also help in authentication of the ideas through its approval by number of people as
the feedback received from them will be based on total awareness about the process thus
reducing the risk. After creating the shared vision the individuals have to be trained in
carrying out the practical implementation of what they believe in, and this is done
through team learning.