Transforming Church

Personal Mastery is a practice that is perpetual and therefore not ever fully accomplished. While the term mastery implies a certain sense of finality, as in the case of achieving master craftsman status, Senge uses it in another way. He describes an ongoing activity that a person will practice for their entire life, one that is perpetual and therefore not ever fully accomplished.

It embodies two main underlying movements, both of which are related to clarity. First, individuals clarify what is truly important in their lives. Second, they learn to see reality more clearly. An important element in developing personal mastery is a commitment to truth, a search for ways to avoid deceiving oneself about reality. Truth requires challenging one’s views regarding why things are the way they are.

A key element is personal vision. Individuals have goals and objectives. All too often these goals focus on the means, not the end. They are expressed in terms of measurable accomplishments, like a nicer house or a better job, or a larger church. These are examples of focusing on the means, not the result.

For instance, maybe you want a bigger larger church to be true to your purpose in starting it, i.e. Spreading the Gospel. The last goal has the most value, while the others are means to an end--means that might change over time. The ability to focus on ultimate desires is a cornerstone of personal mastery.

A learning organization requires that personal vision and organizational vision be common. Since organizations can only learn through individuals who learn, it is imperative to foster environments in which personal vision and organizational vision have considerable overlap. This is true in companies, sports teams, families, and churches. Individual needs are satisfied by the organization and organizational needs by the individual. When individuals define their life and their work as a mission, aligned with the organization’s mission, the effect is powerful. The ability to focus on ultimate desires is a cornerstone of personal mastery. Vision is a definite picture of a desired future.

Creative tension arises from differences between our vision and our view of current reality. In other words, tension results from the contrast between where we are and where we want to be. Stretching a rubber band between your two hands creates tension, representing tension between your vision and reality. There are only two ways for the tension to subside; either current reality pulls toward your vision or your vision moves back toward current reality.

Holding true to one's vision instead of lowering it and accepting that reality changes slowly are two central tenets to practicing personal mastery. The contrast is a potential source of energy. Without vision there is no creative tension. Creative tension can't be generated from current reality alone. All the analysis in the world will never generate a vision. The natural energy for changing reality comes from a picture of what might be that is more important to people than what is.

But creative tension can't be generated from vision alone; it demands an accurate picture of current reality as well. The principle of creative tension teaches that an accurate picture of current reality is just as important as a compelling picture of a desired future.

Outcomes of Practicing Personal Mastery
Changes will take place in individuals who practice the ideals of his Personal Mastery. First, individuals come to realize the need for both reason and intuition. Leaders appreciate the use of intuition in decision-making and allow for it to occur. Second, individuals realize the systems aspect of the organization and how every action, even at the individual level, has an effect on the "system." Third, and possible most important, there exists a "Commitment to the Whole," resulting from individuals practicing personal mastery and recognizing the alignment of their individual vision and that of the organization.

Building Shared Vision
At its simplest level, a shared vision is the answer to a question, "What do we want to create?" It is a core discipline of the learning organization. A vision is a mental picture of the future. Once an aspiration obtains the support and commitment of more than one person, it is a shared vision. This shared vision receives its power from the combined desires and commitment of the individuals sharing the vision. Shared vision provides the focus and energy vital to learning.

Shared visions are visions with their roots in the personal visions of the members of the organization. The practice of shared vision involves unearthing shared "pictures of the future" that foster genuine commitment and enrollment. A shared vision must be consistent with the values of the people sharing the vision. This will serve to inspire enthusiasm and provide energy for the vision.
Enrollment implies that there was freedom to choose to support the vision. The committed individuals bring energy and excitement to attaining the vision. "A group of people truly committed to a common vision is an awesome force. They can accomplish the seemingly impossible."

Shared visions require consistent, quality communication between members of the organization. They provide the spark and excitement to propel organizations. They establish a common identity. Having shared vision fosters an environment for risk taking. In order to be a learning organization, there must be a shared vision.