nyorganisationthathassustainedsomemeasureofgreatneintheaenceofgoals,values,andmiiothatbecomedeeplysharedthroughouttheorganisation.ibmhad
"service";polaroidhaditantphotography;fordhadpublictraortationforthemaesandalehadcomputingpowerforthemaes.thoughradicallydifferentincontentandkind,alltheseorganisatiomanagedtobindpeopletogetheraroundacommonidentityandseeofdestiny.
whenthereisagenuinevision(asoosedtotheall-too-familiar"visionstatement"),peopleexcelandlearn,notbecausetheyaretoldto,butbecausetheywantto.butmanyleadershaveperso

nalvisiothatnevergettralatedintosharedvisiothatgalvanizeanorganisation.alltoooften,acompany'ssharedvisionhasrevolvedaroundthecharismsofaleader,oraroundacrisisthatgalvanizeseveryonetemporarily.but,givenachoice,mostpeopleoptfor
pursuingaloftygoal,notonlyintimesofcrisisbutatalltimes.whathasbeenlackingisadisciplinefortralatingindividualvisionintosharedvision--nota"cook-book"butasetofprinciplesandguidingpractices.
thepracticeofsharedvisioninvolvestheskillsofunearthingshared"picturesofthefuture"thatfostergenuinecommitmentandenrollmentratherthancompliance.inmasteringthisdiscipline,leaderslearnthecounterproductiveneoftryingtodictateavision,nomatterhowheartfelt.
teamlearning
howcanateamofcommittedmanagerswithindividualiqsabove120haveacollectiveiqof63?thedisciplineofteamlearningconfrontsthisparadox.weknowthatteamscanlearinorts,intheperformingarts,inscience,andevenoccasionally,inbusine,therearestrikingexampleswheretheintelligenceoftheteame

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