Creative Vision, Tension, and Shared Leadship

Class Post. Enjoy!

Good Afternoon O:

Thank you for your post. Senge (1990) spoke of leadership, creative tension, building a shared vision in organizations. I believe his discussion relates to your post that highlights the importance of leaders empowering creativity with organizations. Senge (1990) considered these aspects of organizations that allow for creativity.

Leadership

• Help employees reflect on their practice continuously, and build personal goals that help them evolve
• Let employees know that you don’t have all of the answers, but that more employees working together is the answer
• Model continuous reflection and learning and share it with other employees

Creative tension

• To move in the right direction, gather research and data to support your vision
• Communicate your vision clearly and often
• Recognize the reality of where you are, but focus on what the future could be
• Keep both the reality and vision in the forefront of your mind and those of your employees

Building a shared vision

• Align smaller goals to the shared vision so that people understand the larger whole
• Consistently emphasize why you are doing what you are doing
• Encourage employees to support one another as part of the greater whole
• Learn from mistakes and set-backs as an organization
• Celebrate each positive step and approach the vision as a processes
• View the shared vision of being, thinking, and doing together, rather than a frozen snapshot in time that you hope to achieve (Senge, 1990).

If organizations take these aspects into account, creativity would flow from the mountaintops down in every facet of the organization. Thank you for your post!

Reference

Senge, P. M. (1990). The Fifth Discipline: The art & practice of the learning organization. New York, NY: Currency Doubleday.