Introduction
Opportunities for organizational growth and development are largely achieved due to the successful establishment of such a productivity factor as a shared vision. Senge (2006) defines this phenomenon as “a force in people’s hearts, a force of impressive power” and calls it not an abstract idea but an operational practice designed to rally colleagues within a single interaction mechanism. The significance of a shared vision lies in the possibility of implementing the set operational tasks and development objectives through the strategy of involving all team members in the common process. In addition, error minimization is a real prospect when following this concept because all members of the group look in the same direction and do not deviate from the intended plan. A shared vision is a concept that reflects the cohesion of the team and helps focus on clear goals without being distracted by unnecessary or inefficient operations.
My Organization’s Vision
My organization’s vision implies building an operational activity algorithm designed to convey to each team member specific tasks to implement in a particular period. This practice is based on the use of advanced tools and auxiliary equipment that help with decision-making and simplify the planning process. The main emphasis is on building common perspectives, but a personal vision, as an integral component of a shared vision, is not promoted. According to Senge (2006), personal visions enable organizations to realize the goal of increasing work productivity; however, commitment, an essential aspect of an effective team, cannot be achieved. As a result, a focus on common goals and a disregard for employees’ positions and views on the operational process are the features that characterize the attitude toward a vision in my organization.
Enhancing a Shared Vision in My Organization
My organization’s actions in the context of strengthening its shared vision can be revised. For instance, a focus on task performance and a disregard for the employees’ individual views indicates that the management does not aim to rally the team. Profit capitalization is put at the forefront, which, though an important prospect, does not allow for expanding the possibilities of interaction. At the same time, by focusing on generating profits, the company is successful in creating conditions for capital accumulation through measures to optimize operational processes. Therefore, the organization’s actions are partially in alignment with its vision.
Given the aforementioned constraints, I can note that my organization does not pay sufficient attention to sharing its vision with the employees. Personal contribution is not encouraged, and except for the implementation of problem-solving and decision-making instruments, no other methods are utilized to increase interaction and promote knowledge-sharing in the team. To develop a shared vision, my organization needs to promote a personal vision. As Senge (2006) argues, this practice may help strengthen employee creativity, thereby increasing personnel commitment and loyalty. In addition, the leaders of the organization need to be involved in individual aspects of the work process. Transferring managerial decisions can be enhanced through continuous leader-subordinate communication (Senge, 2006). These activities are crucial to promoting a shared vision in my organization.
Conclusion
By creating a unified system of involving members in the workflow and promoting organizational goals, a shared vision allows for rallying the team and creating an operating environment with no unnecessary or inefficient operations. In my organization, capital generation is at the forefront, and only problem-solving and decision-making instruments are applied to minimize errors in the workflow. At the same time, a personal vision is not encouraged, which, in turn, does not allow for building a cohesive work mechanism due to ignoring employees’ positions and interests. Fostering a personal vision and engaging leaders in interactions with the personnel are potentially valuable solutions for my organization to strengthen its shared vision.
Reference
Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. Doubleday.