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Senge tells us that great organizations feature goals, values, and missions that become deeply shared throughout the organization. For IBM, this is service. For Polaroid, it s instant photography. For Ford, it s public transportation for the masses. For Apple, it s computing power for the masses. Senge tells us that, despite their drastic differences in content and kind, these organizations bind people together around a common identity and sense of destiny. But is it true that shared vision gave IBM, Polaroid, Ford, and Apple their greatness The art of what works sees the opposite: Greatness produced the shared vision. Success came first, or at least a coup d oeil that showed the way to success. That s what holds people together. That s what created the vision, the common identity, the sense of destiny.

1. Follow the dimensions outlined on the template. Drill a 1 8-inch pilot hole through the face of the door located 23 4 inches away from the high edge of the door bevel. Be sure the pilot hole is the same distance from the high edge of the door on each side. Bore a 21 8-inch hole through. 2. Drill four 9 16-inch holes the same as for wood doors. 3. Using the template, make three centerpunch marks on the edge of the door: one in the center, one 13 16 inch above, and one 13 16 inch below center. Drill 1 4inch holes. 4. Open the center hole with a 3 4-inch hole saw. Remove the burr on the inside edge. Countersink top and bottom holes for 12-24 flathead machine screws.

Once again we are back to the question of where the goal or vision or objective comes from in the first place. Senge says that no formula for how to find your vision exists, but he knows how to build a shared vision. It takes ongoing conversations where individuals not only feel free to express their dreams, but learn how to listen to each others dreams. You unearth shared pictures of the future. That makes for genuine commitment and enrollment rather than compliance. It s counterproductive to dictate a vision, period. We saw that emergent strategy is flexible strategic planning. The learning organization goes one step further, to participatory flexible strategic planning. All join in with their dreams. Through dialogue, you arrive at a shared dream. The result is your strategy. This method is the opposite of Leonardo s advice to want what you can do. Senge says instead that you should do what you want, as long as others want it too. It s like Jomini with the chairs in a circle and everyone holding hands. Senge offers a variety of tools for building a learning organization: systems drawings and archetypes, dialogue sessions, computer models, and team discussion. His Fifth Discipline Fieldbook presents these tools in greater detail. Of the five disciplines, he seems to favor the fifth, systems thinking, in both the amount of text devoted to it and the number of tools available. After all, Senge has a Ph.D. in systems design, and this discipline is the title of the book. In systems thinking, we see a glimmer of intuition. You bring to light the underlying systemic structures that are otherwise hard to explain. The more you practice systems thinking, the more you find that your intuitions become explicable :

Figure 13.99 Right-hand conver-

Eventually, reintegrating reason and intuition may prove to be one of the primary contributions of systems thinking.

14. Install the linkage bar (Fig. 13.106). 15. Install the knob driver (Fig. 13.107). 16. Install the linkage-bar plate (Fig. 13.108). 17. With the upper bushing slot in the horizontal position, install the cylinder driver (Fig. 13.109). 18. Replace the mounting-plate cover (Fig. 13.110). 19. Install the inside retaining ring (Fig. 13.111).

This sounds very promising, but we hear no more about intuition and systems thinking. Perhaps this is because intuition gives you an answer quickly. The Fifth Discipline seems more like an endless search for an answer, where the journey counts more than

LOWER BUSHING (SLOT MUST BE VERTICAL)

the arrival. You re not really after answers, because often the most important problems that managers confront have no single, best solution. The only way to deal with such problems is genuine openness :

INSIDE VIEW Figure 13.101 Right-hand conver-

The best definition of the love that underlies openness is the full and unconditional commitment to another s completion, to another being all that she or he can and wants to be.