My Journey and Observations of the stages of Shared Vision

 Image taken from book Schools that Learn by PETER SENGE, NELDA CAMBRON-McCABE, TIMOTHY LUCAS, BRYAN SMITH, JANIS DUTTON, ART KLEINER

Peter Senge's groundbreaking book, *The Fifth Discipline*, introduced the concept of a Learning Organization. Central to this concept is the idea of a shared vision, a process of aligning individuals and teams towards a common goal. Senge outlines five stages of shared vision development: Telling, Selling, Testing, Consulting, and Co-Creating.

Over the years, I've witnessed these stages firsthand in various organizations. In my early career, I experienced the "Telling" phase more often. Leaders dictated the vision, leaving little room for discussion or input. This approach, while efficient, often led to resistance and a lack of commitment.

As I progressed, I encountered the "Selling" stage. Leaders presented the vision persuasively, emphasizing its benefits and addressing concerns. This approach was more engaging, but still felt somewhat top-down.

The "Testing" stage was a significant shift. Leaders encouraged experimentation and feedback, allowing the vision to evolve based on real-world experiences. This iterative process fostered a sense of ownership and innovation.

The "Consulting" stage marked a further evolution. Leaders became facilitators, guiding teams through the process of defining and refining the shared vision. This collaborative approach empowered individuals and teams to take ownership of the organization's direction.

Finally, in the "Co-Creating" stage, leaders and employees work together as partners to develop and implement the vision. This highest level of shared vision is characterized by a deep sense of alignment, trust, and commitment.

While I've witnessed organizations at various stages of shared vision development, it's important to note that the process is not always linear. Organizations may regress or plateau at certain stages. For instance, during periods of rapid change or crisis, leaders may revert to the "Telling" stage to provide clear direction.

My own experiences have reinforced the importance of shared vision in organizational success. A clear, compelling vision can inspire employees, attract talent, and drive innovation. However, achieving a truly shared vision requires ongoing effort, commitment, and a willingness to adapt to changing circumstances.