BUILDING A SHARED VISION

BUILDINGA SHARED VISION

BUILDINGA SHARED VISION

Thereare two essential approaches for developing a shared vision. One ofit is consulting whereby a leader accepts the fact that he cannotprovide all the ideas required, and thus he seeks employee’s ideas.It is a good approach especially when solving a given problem for youengages other relevant stakeholders in getting different ideas thatwill help selecting the best ideas and implement it. Therefore, aleader may give the final decision, but offers a chance to others tocontribute. In order to build a shared vision, all the relevantstakeholders from different sections should present their viewsregarding the issue at hand. The second approach is co-creatingwhereby the leader of an organization tells the other employees tocreate the future they need collectively (Lewis, 1997). In thisapproach, every employee has a chance to reflect on their personalvision to help in formulating a shared vision for the organization.It can be implemented by treating people equally and ask them tobegin with their own vision and how it can fit in creating a sharedvision. Moreover, every person should be involved in the process forthem to express their views.

Ithink the consulting approach is the best in building a sharedvision. Consulting approach makes the employees feel valued by theorganizations, and this motivates them in working towards the successof the organization. When a leader is consulting his employees, itshows a sense of democracy considering everyone contribution towardsthe organization. It is a good approach because people have differentideas that can assist in building a shared vision and facilitate thegrowth of the organization (Whisenand &amp Rush, 1998). Consultingis important particularly when making decisions that need soundjudgment on the issue at hand. For example, when making laws togovern your organization every stakeholder should be consulted as thelaw will be applicable to all the people.

References

Lewis,C. P. (1997). Buildinga shared vision: A leader`s guide to aligning the organization.Portland, Or: Productivity Press.

Whisenand,P. M., &amp Rush, G. E. (1998). Supervisingpolice personnel: The fifteen responsibilities.Upper Saddle River, N.J: Prentice Hall.