Achieving a shared vision is often cited as a prerequisite to successful organisational change. What change strategists do not take into consideration is how this concept applies to complex systems such as those found in higher education. This paper explores and identifies the divergent perspectives and meanings found among the multiplicity of stakeholders that comprise systems of higher education. Based on a case study involving the implementation of a new admissions criteria framework, the author identifies two strategies that were successfully used by change agents. The findings are relevant to those involved in implementing change in higher education.