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Vision and Direction of Change

Q: Apply different methods and processes for developing vision.

Range from 'tell' (chief executive determines vision) to 'co-create' (everyone participates in the development). 'tell' can be rapid and inspirational but inconsistent with employees. 'co-create' is preferable. Other approaches are: Intuitive (imagination) Analytical (vision linked to goals) Benchmarking (externally focussed, key competitors)

6 important questions on Vision and Direction of Change

Explain the arguments for and against the concept of vision, and how approaches to this issue depend on the image held of managing organizational change.

For: indispensable, providing direction, purpose and inspiration.
Against: abstract and vague (most organisations have similar vague visions)

Visions relate to the image-of-change in use. Top down or bottom up creation of vision.

Identify the characteristics of effective visions.

Clear
Appealing
Vivid
Ambitious
Attainable
Providing a sense of direction
Guiding decision making
Flexible enough to accommodate initiative and change

Asses how the context in which a vision is developed affects its meaning.

Context relates to culture and the external environment. There are four stereotypical organisational contexts:

Rigid = low acceptance + limited resources
Bold = high acceptance + limited resources
overmanaged = little acceptance + high resources
Liberated = high acceptance + high resources

Vision works best with liberated organisations.

National culture also influences visions.

Apply different methods and processes for developing vision.

Range from "tell" (chief executive determines vision) to "co-create" (everyone participates in the development).

"tell" can be rapid and inspirational but inconsistent with employees.
"co-create" is preferable.

Other approaches are:
Intuitive (imagination)
Analytical (vision linked to goals)
Benchmarking (externally focussed, key competitors)

Explain why some visions fail.

Too specific
Too vague
Fails to address known problems
Detached from business
Unrealistic
No clear view on future
Lack of adaptation to changing circumstances
Vision collisions (too many competing visions)

Explain the arguments concerning the relationship of vision to organisational change.

Vision can impede (prevent/delay) change by making strong emotional appeals to the future instead of focussing on current operational problems, and where organisational capabilities are inadequate to achieving the vision.

The role and need for vision should be assessed in relation to each specific organisational change situation.

The question on the page originate from the summary of the following study material:

Managing Organizational Change A Multiple Perspectives Approach | 9781259255113 | Ian Palmer, et al

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