KATHERINE BECKS
Kbanks
SharedVision2015.pptShared Vision - Senge
THE FIFTH DISCIPLINE
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What is Shared Vision
- Force in peoples life with tremendous power
- Inspired by an idea but goes much further
- Compelling enough to acquire the support of more than one person
- People begin to see as if it exists
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What Does Shared Vision Do?
- Answers question of what do we want to create
- Binds people together by common aspiration
- Derives its power because individuals care for the vision
- Shared vision promotes commitment not compliance because it contains personal visions
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- Looks to inner standards of excellence
- Looks to perfection or the best you can be – which is always changing
- Visions are accelerating
- Changes relationship between those working together – Maslow’s studies that there was connection between work and self.
What Does Shared Vision Do?
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Why Does Shared Vision Matter - Continued
- Compels courage – people don’t realize their courage they just do what is necessary to reach the vision.
- Shared Vision encourages risk taking
- To work for long term humans being need visions personal and shared
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The Discipline of Building Shared Vision
- Personal Mastery is basis – creative tension and commitment to truth
- Leaders need to share their vision to encourage others to share their own.
- Shared vision is seen as real from many individual perspectives
- Need to give up the traditional notion that visions come from the top down
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Spreading Vision
- Enrolling people to vision indicates choice.
- Selling people on vision leads to compliance
- Looking for commitment rather that compliance
- Commitment means that people live the vision
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Attitudes Toward Vision
- Commitment: Want it. Will make it happen. Creates whatever laws (structures) are needed.
- Enrollment: Wants it. Will do whatever can be done within the spirit of the law.
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Attitudes Toward Vision
- Genuine compliance: sees benefits, does everything expected and more.
- Formal Compliance: sees benefits does expected and no more.
- Grudging compliance: Sees benefits, doesn’t want to lose job, does enough of what’s expected because s/he has to, but let’s people know s/he not on board
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Attitudes Toward Vision – Cont.
- Noncompliance: Does not see benefits, and will not do what is expected
- Apathy: Neither for or against vision. No Interest. No energy.
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Guidelines for enrollment & Commitment
- Be enrolled yourself
- Be on the level
- Let the other person choose
- People have to make the choice freely themselves
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Governing Ideas for Vision
- The vision is the WHAT – the picture
- Purpose or Mission is the WHY – why do we exist
- Core Values – How do we want to act – how do we want to live on the day to day basis while we pursue our vision
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Negative Visions Limit
- Divert energy
- Carry a message of powerlessness
- Are short term – they motivate until the threat leaves
- There are two sources of energy that motivate organizations:
Fear – underlines negative visions
Aspiration – Drives positive visions
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Why Visions Die
- Diversity of view either dissipates focus or sets up conflicts
- People don’t hold on to the creative tension - time and energy being the critical elements
- People lose their connection to one another
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The Missing Synergy
SHARED VISION & SYSTEMS THINKING
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Shared Vision & Systems Thinking
- Vision paints the picture of what you want to create.
- Systems thinking reveals how we have created what we currently have.
- Shared Visions are lost because of reactive orientation to current reality.
- To maintain Shared Vision need to have a sense that you can control your future.
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Shared Vision & Systems Thinking
- Most feel that they have no control over their reality.
- They see problem out there in someone else or in the system.
- Systems many time punish people who are not on board – accept present reality!
- Have to get beyond the event mentality reacting to change rather than generating change.
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Shared Vision & Systems Thinking
- Need to clarify reality to see how actions and policies are creating the present reality.
- Need to identify leverage for influencing those factors.
- Need to see that any reality is just one of several realities.
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