To find a vision is to be human
"Begin with the end in mind." - Stephen Covey
What distinguishes humans and human organizations from other organisms and their groupings are intentionality and goal-seeking. Wolves hunt in packs and flocks of geese fly south for the winter, but their survival behavior is a result of evolution, not of thought that produces group behavior and direction.
This understanding of the advantage that accrues to humans who think and act as leaders and functional group members is why I shudder as though I hear fingernails screeching on a blackboard when I encounter an organization without intentional direction. It's simple to keep doing the same thing; it's thoughtful, indeed, smart to change what you do to achieve a better result (or avoid losing out to smarter organizations).
Even grander is the human ability to envision a great outcome and seek it. The ability to change is, in and of itself, insufficient; change can be random and can lead to a worse situation than the present state and where it will lead without change. Coupling change with the directional pull of an envisioned desired future produces improvement and better lives, both for individuals and organizations.
Start here!
Vision is the place to start in process of getting to a better future.
A shared vision will offer a benchmark against which to judge the appropriateness of an on-going infinity of possible actions – implement one of many possible technologies, raise capital, downsize, invest in a new methodology, open an office, merge, introduce a product, abandon a market, launch an advertising campaign, focus on data security, give funds to a good cause, outsource, buy a competitor, and so on seemingly ad infinitum.
A shared vision not only will drive and guide the organization, but it will increase the effectiveness of the organization in terms of productivity and more efficient decision making. The organization will be a more inspiring and fun place to work when a compelling future is being strived for.
Finding an ideal shared vision of a great future is the first step. Whether conducted systematically and in the following order, or in some other organic fashion, this step requires:
An understanding of possibilities, assets, strengths and opportunities.
A exploration process that stretches the imagination, looks beyond the present, ignores perceived and even real boundaries and barriers, and sees where a transformed organization could lead.
An understanding of current limitations, liabilities, weaknesses and threats.
A selection process that winnows out the highest and best vision based on assessed risk and likely reward.
Don't limit your possibilities
“Make no little plans; they have no magic to stir men's blood and probably will themselves not be realized. Make big plans; aim high in hope and work, remembering that a noble, logical diagram once recorded will not die.” - Daniel Burnham, American urban planner and architect
There are visions, and then there are inspiring, awesome, momentous, life changing visions. "Producing the best plumbing fixtures available in the Northwest" may be a valid vision, but "Bringing an extraordinary degree of function and style to American bathrooms" is surely more moving and compelling.
Start the visioning process by asking, “What is and more importantly will be the essence of the business five years from now if we are extraordinarily successful?”
Ask the participants to look five years ahead and imagine the best “stretch” outcome that could be in store for them and especially for the organization.
Engage the participants by asking, “What are your aspirations for the success of the organization – who/what is changed, how will it change and what are the results?”
The participants should be inspired to think in terms of making something “big” happen, an outcome that will change things fundamentally, that will create something brand new and unique.
Ask the key question, “If the organization is “the best it can be,” what will it look like and be doing in five years?”
Done properly with good facilitation, the ideas will flow. These ideas should not be limited or cut off – they should be encouraged. The process to be used is brainstorming, where initially no idea is wrong or bad. The more ideas and “visions” or spins on “visions,” the better. Don’t worry if they are achievable or change the essence or direction of the organization. That’s the point – maybe the organization is better changing. In any case, people will be energized by the discussion and the outcome.
“Mash it up” – Put all the ideas together and look for commonalities/areas of agreement.
The group should group debate the differences between all the competing visions put forth and sort them based on measurements including:
Significant or insignificant.
“Big result” or “small result.”
Fundamental or “nice to achieve.”
Strategic or operational.
Etc.
The important ultimate outcome is not whether the vision is achieved, but that people are inspired, hope rises, the vision is pursued and the impact on the organization is great, and a better, more worthwhile organization results for the participants, other employees and stakeholders, and society. Isn’t that the outcome you want?
“The practice of shared vision involves the skills of unearthing shared ‘pictures of the future’ that foster genuine commitment and enrollment rather than compliance... As people talk, the vision grows clearer. As it gets clearer, enthusiasm for its benefits grow.” - Peter Senge, The Fifth Discipline
