The vision Every organization has a destiny: a deep purpose that expresses the organization ' s reason for existence Visions exist on different levels of the organization's identity. Every telephone organization, for example, is tied to the original vision of Graham Bell -to provide a tool for universal communication Many members of the organization have a collective sense of its underlying purpose-but in day-to-day operations those visions are often obscured. To become more aware of an organization,s vision, one must ask the members and learn to listen for their answers People sometimes say that it is pointless to develop a sense of purpose for a company. There already is a purpose: To maximize return on investment to shareholders. "Obviously, making money is important. But to confuse the essential requirement for advancing in the game with the deeper rationale, is a profound confusion. Focusing on the purpose of making money at the expense of other purposes, will naturally distract an organization's competitive advantage (P. Senge! 17 The Vision ▪ "Every organization has a destiny: a deep purpose that expresses the organization's reason for existence. Visions exist on different levels of the organization's identity. Every telephone organization, for example, is tied to the original vision of Graham Bell - to provide a tool for universal communication. Many members of the organization have a collective sense of its underlying purpose - but in day-to-day operations those visions are often obscured. To become more aware of an organization's vision, one must ask the members and learn to listen for their answers. People sometimes say that it is pointless to develop a sense of purpose for a company. There already is a purpose: "To maximize return on investment to shareholders." Obviously, making money is important. But to confuse the essential requirement for advancing in the game with the deeper rationale, is a profound confusion. Focusing on the purpose of making money at the expense of other purposes, will naturally distract an organization's competitive advantage." (P. Senge)