Introduction
The recent COVID-19 pandemic has affected numerous organizations around the globe, and now companies have to resolve how to address problems rising during times of unpredictability. While many businesses face difficulties, overcoming obstacles may be less challenging for firms with a shared vision (SV).
Being a force of exceptional power, SV reflects the image of the future that employees strive to create (Senge, 2006). Two aspects of SV that impact organizational learning and development (OL&D) alongside learning organizations (LOs) in the context of pandemic-related uncertainty are SV’s nature and the way SV changes people.
The Influential Elements of a Shared Vision
The first influential element of SV is its essence, which can be extrinsic and intrinsic. Companies often focus on SV’s former nature and pursue goals closely associated with outsiders like the business’s competitors (Senge, 2006; ‘Week 6,’ 2022). While having an extrinsic SV can assist in overpowering rivals, such firms are likely to limit their actions and possibilities (Senge, 2006; ‘Week 6,’ 2022). On the other hand, SV of an intrinsic nature has a more inward look and is based on staff members’ internal standards (Senge, 2006; ‘Week 6,’ 2022). For instance, organizations with such an SV concentrate on improving and aiming for perfection rather than striving to be the best in their field (Senge, 2006; ‘Week 6,’ 2022). Accordingly, the first characteristic of SV that can impact OL&D and LOs is SV’s essence, either intrinsic or extrinsic.
SV’s second influential element is how SV affects people. Senge (2006) proposes that SV changes employees’ relationship with the company. In particular, for staff members who have a joint vision, the organization is perceived not as “their” but as “our” (Senge, 2006, p. 194). Consequently, employees embrace a common identity based on the firm’s intercommunicated sense of purpose and operating values (Senge, 2006; ‘Week 6,’ 2022).
As a result, people who used to mistrust each other can start to work together toward the SV (Senge, 2006). Such an effect can be explained by the fact that when a group shares a vision for an organization, each involved individual has an image of the company at its most satisfactory state (Senge, 2006). Although the picture is viewed from different perspectives, every person begins having responsibility for the whole instead of simply their function (Senge, 2006). Therefore, the second characteristic of SV is that it can change how employees regard the organization and their role in its success.
The Impact of the Influential Elements of a Shared Vision
Furthermore, the first abovementioned aspect of SV can impact OL&D and LOs during the COVID-19 pandemic, which caused uncertainty by facilitating the education process. However, the outcomes may differ depending on the nature of the type of SV. SV can stimulate people’s aspirations and accelerate learning by making employees perceive work as part of pursuing a more significant purpose based on the organization’s products and services (Senge, 2006). Intrinsic SV is likelier to have such an effect (Senge, 2006). For instance, since the extrinsic essence of SV concentrates on outstanding competitors, an organization with this type of SV may succeed but then shift into a defensive position of protecting what was accomplished (Senge, 2006).
In comparison, intrinsic SV calls for continuous development to improve daily (Senge, 2006). The two kinds of SV can coexist, yet extrinsic SV’s potential pursuit of defensive goals may hinder employees’ creativity and excitement for achieving more in the long term (Senge, 2006). Consequently, intrinsic SV can influence OL&D and LOs during pandemic-related uncertainty by encouraging the learning process to find solutions to problems. In contrast, SV’s other type may enhance development only to overcome rivals.
The second aspect of SV impacts OL&D and LOs by fostering good relationships among employees and giving them a purpose to strive for development. Senge (2006) proposes that learning can be challenging for many individuals. However, as mentioned above, SV stimulates people to trust each other by changing staff members’ perceptions of the company. As a result, workers are more likely to disclose their ways of thinking, share ideas, and acknowledge personal and organizational deficiencies (Senge, 2006). Accordingly, the education process may become less complicated when there is more belief among the personnel.
Moreover, by transforming how employees regard the firm, SV clarifies the role of every person in achieving the vision (Senge, 2006). Consequently, SV offers direction and energy for learning as staff members realize that SV matters deeply to them and has a specific goal (Senge, 2006). For example, individuals with SV cannot separate their tasks from their selves as they start identifying with their duties (Senge, 2006). Therefore, SV’s characteristic of modifying employees influences OL&D and LOs by encouraging staff members to trust each other during the learning process and giving them a reason to improve.
Conclusion
In conclusion, two SV features that affect organizational learning and development alongside learning organizations in the context of the COVID-19 pandemic uncertainty are the type of shared vision and how it transforms individuals. First, the essence of SV can be extrinsic or intrinsic, or the two types can coexist. If SV is more of an extrinsic nature, then the company will likely develop primarily to prevail over rivals and lack solutions for the pandemic’s unpredictability. Nonetheless, intrinsic SV facilitates continuous perfection and, thus, can enable education to enhance every day, even during times of uncertainty.
Second, SV transforms employees in how they regard the firm, making them view the company and its success as theirs rather than someone else’s responsibility. When staff members’ relationships with the organization change, they find a purpose, start to trust other workers more, and can support each other during the challenging education process. Accordingly, SV’s nature, especially the intrinsic one, and its ability to enhance the personnel’s view of the business can improve OL&D and LOs during pandemic-related difficulties.
Reference List
‘Week 6: shared vision’ (2022). BUSM 3052 organizational learning and development.
Senge, P. M. (2006). The fifth discipline is the art and practice of the learning organization. New York: Crown Business.