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The 5th Discipline: Shared Vision

OLIT 514: Organizational Learning

Lindsey Kidd

on 6 March 2013

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Transcript of The 5th Discipline: Shared Vision

Shared Vision A Definition What Does Vision Look Like? Shared Vision Output Process What do you get from having shared vision? Theoretical Roots The 5th Discipline: Shared Vision Lindsey Kidd February 25, 2013 OLIT 514: Organizational Learning Shared Vision Shared vision is the ability to visualize what a learning organization wants to create or become and making it a reality. Shared vision requires that everyone is bound together through commitment and common aspiration in order for the said vision to become successful. Shared Vision: stems from Personal Mastery. If an organization does not foster personal mastery it can be very difficult to gain shared vision among members. Shared Vision: -offers focus and energy

-establishes a learning organization's overarching goal

-is necessary for success

-should not be negative- a negative vision can weaken an organization long term.

-is needed to make an organization's purpose more concrete for its members Influences Peter Senge has worked, discussed, and co-authored with Charlotte Roberts, Rick Ross, Bryan Smith, and Art Kleiner, as well as many others (Senge, 2006).

At MIT, Senge closely followed the work of Jay Forrester, a computer pioneer who created "systems dynamic" (Smith, 2001). Companies Worth
Observation Some of the companies that Senge observed throughout his work, especially with the 5th Discipline in mind, were as follows:
- Ford
-AT&T Corporation Shared Vision How Does Shared Vision Drive Learning? Individuals In order for individuals to commit to a shared vision, they first need to have the support of and encouragement for their own personal vision, which is why personal mastery is such a huge part of shared vision. When shared vision is created throughout an organization, every individual involved sees that vision in their own respect- each person having a little bit of a different perspective. Team/Organization Teams and organizations can be affected by shared vision because it is the driving force of organizations. Without shared vision, an organization can feel resentment, negativity towards a company, and will suffer long term. There is not one thing that someone can do to create shared vision, but there are steps to be taken with having shared vision in mind as the end result (see "Process" slide). Learning Driven and Beneficial In "The 5th Discipline," Senge states that it is not possible to have a learning organization without shared vision. Without shared vision, individuals and teams are not going to be willing to work and learn towards the common good for an organization. Shared vision gives an organization passion and a positive outlook on the future, making the vision a potential reality. Personal visions, maybe even those of people lower on "the ladder," can become a shared vision to those throughout an organization. Shared vision is beneficial for a learning organization not only because a learning organization is not possible without it, but also because it helps create a better work environment for all. I fully believe in this theory of how much shared vision can affect an organization. In order to feel a presence and a want, the energy that shared vision brings is a necessary aspect of success. Attitudes Towards Vision Commitment: Will do whatever it takes to make the vision a reality.
Enrollment: Will do what's necessary for the vision.
Genuine Compliance: Does what is expected while seeing the benefit.
Formal Compliance: Does what is expected but no more than that.
Grudging Compliance: Does not see the benefit of the vision, but does not want to lose their job.
Noncompliance: Does not see the benefit and will not comply.
Apathy: Indifferent when it comes to the vision. Tools & Methods for Implementation Shared Vision is Part of a Bigger Picture Shared Vision is the "What"
Purpose/Mission is the "Why"
Core Values is the "How" A Developmental Process START WITH PERSONAL VISION.
Telling: "This is what is going to happen." Telling is an authoritative form of change. To make this stage successful, be direct, truthful, and clear with members of the organization, give details but not too many.

Selling: "This is the best... let's see if you buy it." Selling is in an attempt to enroll people in a vision. To master selling, keep communication open, support rather than manipulate, focus on your relationship with members of the organization, focus on benefits, be personal.

Testing: "Why is this exciting? Why is it not?" For promising testing results, provide plenty of incite/information as you can, test fairly, protect people's privacy, survey and interview (mix it up), test different aspects (do people like the vision? Is it useful and feasible?)

Consulting: "What do individuals recommend?" There will never be just one person who has all of the answers. During this stage there needs to be information gathered from all levels of the company, update the vision as it evolves, don't mix or confuse telling and consulting.

Co-Creating: "Let's work together to get where we want to go." Throughout this stage, encourage personal mastery, treat everyone and their opinions equally, look for ways to bring everyone together, not make them agree. You need to encourage diversity, nurture, focus on what people are saying, not just the vision. (Senge, 2006) (Senge, 2006) (Senge, 2006) (Senge, 2006) All a combination from (Senge, 2006), (Senge, 1994), and (Senge, 2000) ("Minnesota design teams-communities,") (Meyer, 2012) (Senge, 1994) (Senge, 2006) Other Resources: Although there are many resources about shared vision, I found Senge's field books to be most beneficial in finding out about who he looked at to create this theory. The field books were also helpful in learning how shared vision can be implemented in different types of industries. "Schools That Learn" is his field book about education. For me, this book was an easy read and applicable to my current career choice. Citations within The 5th Discipline Who did Senge call on for reference? Who called on him? -Arthur Koestler ("The Gladiator")
-Kazuo Inamori (Speech)
-Max de Pree ("Leadership is an Art")
-A. Maslow ("Eupsychian Management")
-William Manchester ("The Glory and the Dream")
-G. Hamel & C.K. Prahalad ("Strategic Intent")
-M. Moskowitz ("The Global Marketplace")
-C. Argyris & Donald Schon ("Organizational Learning: A Theory of Action Perspective")
-Senge's visions have been analyzed by many, including G. Hamel and C.K. Prahalad ("Strategic Intent") (Senge, 2006)
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