Building a shared vision among leaders across sectors and professions.

Many attempts have been made to give responsibility for leadership in health to community committees or inter-sectoral bodies. Often such attempts have failed due to lack of common understanding, vision and direction. The article provides a tool that can explore difference is in perception and facilitate the creation of a shared vision among leaders who have different backgrounds and insights with regards to health and community development. Through a test case at the University Teaching Hospital in Zambia this article provides an example of how the tool can be used in the change processes which are essential in any health reform. The test case describes the use of a Hospital Management Board, but the tool will be useful for any board, committee or group that is heterogeneous in respect of knowledge, view and insights.