Change can be difficult for many people. This can make large-scale change (such as change in organizations) that much more difficult to manage. In order to facilitate the change process, change leaders must create a compelling vision and a clear strategy. Having a vision offers a purpose, direction, and incentive to proceed with the change. Strategy provides the steps necessary to reach a goal. Additionally, change leaders must be able to effectively communicate the vision and strategy with others. A great vision is of little use if it’s known or understood by no one.
Senge (1994, p.298-299) presents vision as a vehicle for building shared meaning. He states that building a shared vision must focus around several key concepts – understanding the organization’s destiny and purpose, its structure, culture and mental models, people at every level of the company, and creative tension. In other words, a meaningful and shared vision is the compilation of the many facets of an organization. It’s also a means of brining the different parts of a company together.
Part of creating a compelling vision requires the willingness to examine the current situation. Collins (2001, p.65-73) underlines the importance of a company’s abilities to face the harsh reality while remaining focused. Only by facing and understanding the truth, can we make the appropriate corrections to our course as we approach our goal. Collins (2001, p.94-96) also proposes the idea of three circles as a way to examine a company’s purpose. The circles represent (1) something that a company is passionate about, (2) what drives its economic engine, and (3) what it can be the best at in the world. Reviewing and understanding what connects the circles can help to identify a purpose and therefore a vision.
In his writing, Loup (1995, p.595-607) addresses real-time strategic-change (RTSC) technology. He stresses that when implementing change, it’s important to remain focused and create a plan to follow. A shared vision along with a clear strategy can provide a way to address these needs. Loup also underlines the importance of effective communications as a crucial part of successful change. Vision and strategy must by known and understood by others if they’re to be effective in facilitating successful change.
Kotter (1996, p.68-77) speaks of a vision that creates a picture – something inviting for which to strive. Furthermore, he states that an effective vision appeals to the long-term interests of anyone who has stakes in the company (employees, customers, stockholders). It must be clear and focused, and it has to offer realistic and attainable goals. An effective vision must be general enough to allow flexibility, and it must be easily communicated. Creating an effective vision is a messy and lengthy process. It requires teamwork and the examination of facts and dreams alike (Kotter, 1996, p.81).
A compelling vision can be useful only if it’s effectively communicated. Kotter (1996, p.90) outlines several elements necessary for the successful communication of ideas. He suggests that a vision should be simple and easy to understand. Stories, analogies, and metaphors are good ways to paint a picture that can make the vision easy to comprehend. Change leaders should utilize as many communication tools as possible. Sometimes large meetings are more appropriate, while at other times emails or memos will suffice when communicating with others. Repetition ensures that new ideas sink in and become part of the norm. Management must lead by example and address/explain any seeming inconsistencies. Finally, effective communication is a two-way street. Change leaders must be willing to listen the ideas and input from their employees.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
Loup, R. (1995). Real-time strategic change technology: Speeding up system-wide change. In W. J. Rothwell, R. Sullivan, & G. N. McLean (Eds.), Practicing organization development: A guide for consultants (Appendix IV, pp. 595-607). San Francisco: Jossey-Bass.
Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., Smith, B. J. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York, NY: Currency.
