Respond critically to the article. What applications does the reading have for you as a manager? What did you learn?

The Vision Thing The "vision thing" has become a major preoccupation in the past decade in both the corporate and the political areas. Arguably, this demand for "a vision\" from our leaders has served to overwork and trivializeperhaps even distort--what real visions are and why they are necessary. it is true that the concept of vision is elusive; there are many definitions, none of which is precise. It is, in fact, almost easier to say what a vision isn't. Despite this imprecision, however, a vision is considered fundamental for helping a firm, quite literally, visualize its future. When diat future includes change, particularly of the transformational sort, having a vision of the new direction in advance of actually making the changes is indispensable. According to one study, \"We found that no effort to produce strategic change was successful without a new vision."1 But visions are difficult to craft and often remain paper exercises. All too few achieve their purpose of helping an organization to meet its goals and to stimulate change. What is a \"good" vision? How do effective visions get created? 1What do successful visionary leaders do? And how can those without formal authority inuence the conceptualizing of an organization's vision? In addressing these questions, this note will help managers think about the use of vision and envisioning in the change process. What is a Vision? A vision is an attempt to articulate what a desired future for a company would look like. it can be likened to . .an organizational dreamit stretches the imagination and motivates people to rethink what is possible. \"2 Martin Luther King's most famous speech is literally labeled, \"I Have a Dream,\" because he elucidated his vision of a nonracist America. 1|v'isions are big pictures. They are new terrains, descriptions of a time and place that are happy and successful. In that sense, they are idyllic, perhaps even "impossible dreams." But when the time and place are understandablee.g., \"one happy family"people can and do respond. We 1 LA. Bennigson and H. Swartz, "The CED's Change Agenda," F'iai'iningr Review, 15, 3 {Mayfjune 193?}: 13. 2W1). Belgard, ELK. Fisher, and SR. Rayner, "Vision, Opportunity, and Tenacity: Three Informal Processes that influence Transfonnation," in Corporate Transformation, R. Kilmann and T. lCovin, eds. [San Francisco: lossey Bass, 1958}, p. 135. know some of the things that one happy family implies: we don't beat up on each other, we try to cooperate, etc. According to one observer, a vision has two fundamental elements: One is to provide a conceptual framework for understanding the organization's purpose-the vision includes a roadmap. The second important element is the emotional appeal: the part of the vision that has a motivational pull with which people can identify. A vision is not the same as a mission, which is a brief explanation of the organization's purpose. A vision is not the same as strategic objectives, the specific measurable performance goals. A vision is not the same as a philosophy, the values and belief system underlying a company. Yet, a vision must be consistent with mission, strategy, and philosophy. A vision is both much more than and much less than these elements. It is much less than these elements because visions tend to be evocative, rather than precise. And yet in its simplicity and evocativeness, a vision can have a more profound influence on real behavior than binders full of strategic plans with detailed documentation. Indeed, the true value of a vision is to guide behavior. Tom Peters tells the story of the Raychem worker on the night shift who notices something amiss with the packing labels on the last few boxes going onto a truck. No supervisor is around. No one else seems to have noticed and in fact senior employees have already passed on the order "as is." The worker could just let it go, and no one would have known about the problem. But he stopped the line! With the company's vision of zero defects and the best quality products ringing in his consciousness, the worker took the initiative to catch the problem. He could have let things go by, with no negative personal consequences. But he didn't because the dream and spirit of Raychem's vision led him to make a different calculus and a different choice. Behavior was changing at Raychem on account of a new vision. How does this happen? When are visions effective? Why did this employee change his habitual behavior? Many characteristics of good visions can be identified. Good visions are: clear, concise, easily understandable; memorable; exciting and inspiring; challenging: excellence-centered; stable, but flexible; implementable and tangible. Consider the following example: Liza Foley has an ideal and unique image of the future for the organization she leads. Foley is the president and chief executive officer of Canon Industrial Corporation of Canton, Illinois (which) occupies the old International Harvester facility that was shut down in 1984, putting 250 people out of work in a town with a population of 14,000 in the guts of the rust belt . .. (Bought with private funds and the help of the city) there were 42 people working initially there. A year and a half later there were 200. It was also the only N. Tichy and M. Devanna, The Transformational Leader (New York: John Wiley, 1986), p. 130. 2publicly held, women-owned and operated manufacturing facility in the United States. We asked Foley what motivated her to buy the company and take such a risk, she replied: "I saw what closing a plant did to the community. And I also saw that there was a great deal of desire. People were anxious to get to work. And that was challenging . . . I have a clear sense of purpose and vision of where I want to go. . . For the organization, I want to take this to a $100 million company in less than five years. I want to make acquisitions . . . that will allow us to service some of our key customers from several locations. I want to make Canton, Illinois, the mailbox capital of the world. I can see a little sign as you enter the town: Welcome to Canton, the Mailbox Capital of the World . . . I'd like to think that we are starting the resurgence of the rust belt.+ This particular example seems to meet many of the criteria above. It inspired people, it elicited an image of excellence, and it challenged people to new heights. A vision is sometimes even captured by a slogan, although this is very risky because of the shallowness of such sloganeering. But the following seems to have been a successful use of a slogan to symbolize and embody a vision of creativity and innovation: A software company executive replaced the firm's slogan, "We Can Do Anything," with one he thought better typified his vision, "The Technical Edge." . As he mulled over phrases that might recapture the old vision in fresh language, he considered, "Think Young," but then he realized that the phrase might offend some older employees. Then it struck him: "Outrageous Thinking." He might have to fine tune it, but it did express what he wanted from his people . . . A week after his meditation, the software executive pinned a button to his jacket: "Outrageous Thinking Keeps Us Ahead." Soon, the slogan fired up even the senior staff, who seemed to enjoy this call to youthful exuberance.5 A slogan thus sometimes becomes the vehicle for communicating and symbolizing a new vision. And yet, there is always a fine line between an empty slogan and an inspirational vision and guide. This particular embodiment of a vision seemed to work; many others fail. What is it about a vision that grabs people? First, people like to feel proud that they are part of something larger than their career or family and the corporate vision tends to mobilize this source of personal motivation. Second, having a vision of the future highlights the contrast with today's reality. This creates a structural tension between today and tomorrow which seeks a resolution. Another reason why visions have become so important is because, with increasing turbulence in organizations, people are seeking some sort of anchor or certainty as a mooring. In providing a direction and a focus, an organization can more easily converge on the necessary actions. For example, when Johnson & Johnson experienced the Tylenol poisonings, it responded very quickly and with consensus because its long-standing credo which clearly placed the needs of the customer above all else served as a worldwide guide for action. Vision statements tend to incorporate four elements: (1) customer orientation, (2) employee focus, (3) organizational competencies, and (4) standards of excellence. These elements help the organization do the "right thing." They specify the key success factors in satisfying the customer (e.g., service, quality, delivery, etc.); the values and principles that employees stand for and/ or rally behind; the organizational capabilities that have distinguished its performance in the past and 4J. Kouzes and B. Posner, The Leadership Challenge (San Francisco: Jossey-Bass, 1968), pp. 92-93. C. Hickman and M.A. Silva, Creating Excellence (New York: New American Library, 1984), p. 167.provide a foundation for the future; and finally a demanding standard of excellence that appeals to the pride and desire of all associated with the organization. Thus, visions always seem to include superlatives such as world class, lowest cost, fastest, etc. How Visions Are Created: The Visioning Process Visions have been created in organizations in very different ways. Some are very personal experiences of creativity and inspiration. Some are products of elaborate information-gathering processes. Some are developed at a workshop or off-site with key players. Some are even wordsmithed by public relations or advertising staff. The most typical are: (a) CEO/leader developed, (b) CEO-senior team developed, and (c) bottom-up vision development. CEO/Leader Developed A study by Warren Bennis of 90 top leaders highlighted the central role they played in developing visions for their organizations" Although obviously this is never purely a solo endeavor, the impression is that these leaders all had compelling visions and dreams about their companies. The classic examples are Steve Jobs at Apple, Harry Gray at United Technologies, Mitch Kapor at Lotus, and Jack Welch at General Electric. These people are typically described as self-styled visionaries. Bennis concluded that the successful visionary CEO does the following: Searches for ideas, concepts and ways of thinking until clear vision crystallizes. Articulates the vision into an easy-to-grasp philosophy that integrates strategic direction and cultural values. Motivates company employees to embrace the vision through constant persuasion and setting an example of hard work. Makes contact with employees at all levels in the organization, attempting to understand their concerns and the impact the vision has on them. Acts in a warm, supportive, expressive way, always communicating that, "We're all in this together, like a family." Translates the vision into a reason for being for each employee by continually relating the vision to individual cares, concerns, and work. Concentrates on the major strengths within the organization that will ensure the success of the vision. Remains at the center of the action, positioned as prime shaper of the vision. Looks for ways to improve, augment, or further develop the vision by carefully observing changes inside and outside the organization. Measures the ultimate success of the organization in terms of its ability to fulfill the vision. "Ibid., pp. 160-161. 4These various actions place the visionary leader in a very visible and powerful position in the development of a vision. It assumes that this leadership is THE key. Indeed, inspiring a shared vision is often listed as a key leadership success factor. Yet managers say that inspiration is most difficult to apply and only 10% think of themselves as inspiring.' Maybe managers are selling themselves short, or glorifying those enviable individuals who have that certain something called "charisma." Managers who are successful in providing a vision, however, do some very simple things, which more than 10% are certainly capable of doing: they (1) appeal to a common purpose, (2) communicate expressively, and (3) sincerely believe in what they are saying.* Other leaders view the process in much more collaborative fashion and thus craft an immediate partnership with their senior staff. They view vision creation as less inspiration and more perspiration. Leader-Senior Team Visioning This collaborative vision process is one described and epitomized by Michael Blumenthal, CEO of Unisys. As the former chairman of Burroughs, he recalled how he went about shaping a vision for that company: I gathered six or eight people around me and we talked about everything, and were very open. I'm very open and I listened to them, and I traveled around and talked to a lot of people, and then eventually I tried to enunciate what it was that we learned and I suggested this is what we are going to do. And then people reacted to it and at the end I said, okay." This informal gathering of thoughts and testing for reaction is one approach in building a vision with a senior management team. But there are more and more companies that do this in a more structured and systematic format-using the help of inside or outside facilitators. For example, after Contel Texocom's executive management team drew up a vision statement, it had the statement inscribed on a banner, which each team member signed. Next, the executive group met with the company's entire management, with members explaining what the statement meant to them. Managers were invited to sign the banner as well. Anyone who decided to sign the banner became a "sponsor." That is, potential "enrollees" could select any name appearing on the banner (other than direct supervisor) and arrange a one-on-one meeting with that person, during which the vision and its meaning would be discussed. That process was voluntary and nonhierarchical. Bottom-Up Visioning Finally, the third prototype involves more bottom-up, or middle-up involvement. It can be done again through formal channels or through informal influence processes. For example, there are various techniques used with middle managers to stimulate them to "dream" a vision of the future. In one design, managers are asked to write an article about their company that they would like to see in an issue of Business Week five years hence. What would they "Kouzes and Posner, p. 109. STbid., p. 113. "Tichy and Devanna, p. 137490-018 The Vision Thing like to be able to read about their company? How would the company be described in ways different than it was today? Then the articles are read to each other and commonalities and differences are discussed. Ultimately, the group might agree on one scenario, or a few, which would then be presented to senior management. With this bottom-up approach, visions are only effective insofar as they are meaningful and motivating to those that have to implement them. Thus, it is better to solicit or be responsive to those in the middle particularly. Otherwise, there will be resistance or apathy, and the vision will be an unrealized dream or an empty slogan. However, those who are neither the leader, nor in an organization that formally structures an opportunity are not doomed to passive acceptance. It is possible to participate as a "vision influencer" rather than a "vision driver." These influencers are typically persons with limited hierarchical power (e.g., lower level managers and staff) but they can influence key executives. They not only can generate ideas but also can gather support for a future transformation through their ability to influence still other people. 10 What do effective influencers do? One study describes their actions: They create a vision of the potential future state of the transformed organization, they take advantage of every opportunity to discuss their vision, and they tenaciously support processes that facilitate the implementation of the vision while discouraging processes that inhibit it. 11 Thus, change influencers can develop their own vision, and opportunistically find occasions to discuss and gain support for it whether through formal meetings or chance water cooler encounters. With a vision and opportunity comes one other key element, tenacity. Influencers must be dogged and dedicated, willing to make their case as strongly as possible, personally modelling the behaviors they are promoting, and being flexible and politically astute wherever needed. Specific actions might include: conversations in parking lots, informal networking and lobbying phone calls, and occasional blank stares. The premise of the kind of approach is that those down in the organization may have a better "feel" for what is needed to revitalize, reshape, or transform an organization. After all, they are the ones closest to the customers, the products, and the services. Indeed, those without the formal authority to create or authorize a vision are often the most frustrated. They constantly complain that the top-down visions are unclear, inadequate, or misguided. They weary from trying to figure it out and/ or unsuccessfully challenging the top people and they yearn for the empowerment that would give them an easier say in the visioning process. Having Visions That "Take" Whichever approach is used, certain steps must be taken. A vision ultimately must be deemed strategically sound. It must certainly have widespread support to be made real and translatable into behavior. It must continually be reinforced through words, symbols, and actions or else it will be viewed as temporary or insincere. Respected individuals, wherever they reside in an organization, must personally embody the vision by how they spend their time, whom they surround themselves with, and of course, what they say. 10Belgard, Fisher, and Rayner, p. 133. 11 Jbid.The Vision Thing 490-019 The creation of a compelling vision that guides behavior and change is never easy. Perhaps no complaint is more common in today's fast-moving and turbulent environment than, "We just don't have a clear vision of where we're headed." In part, this is common because the path to the future, much less the "best" future, has become increasingly less obvious. But it's also true that managers have not given enough attention to the PROCESS of crafting and gaining commitment to a vision. It's not just having a vision-the "right" one of course-that counts, but also one that is well accepted and can be translated into an actual behavior. Many organizations may find themselves in a situation similar to one I recently observed. A large international unit of a major Fortune 500 company brought together its top 25 managers to ponder their strategy and direction. Their vision, established three years earlier, focused on their global impact, the rekindling of some of the basics of their business, and the dedication of longstanding employees. They captured this in a well- communicated phrase, which seemed simple and compelling enough, "Redirect the Ship." In their discussion about the current state of the business, everyone nodded when the phrase was used. It seemed like it continued to serve as a guide to decisions and behavior. But then, one manager suggested it was time for a new vision because the ship had been redirected. The business had moved in the new strategic direction and the new behaviors were well in evidence. Another manager, however, disagreed and argued that the ship indeed had not yet been redirected enough. And then a third voice emerged quizzically and stated, "I don't even know what 'redirecting the ship' means!" Sure enough, the group was split in thirds. Was it time for new vision, a reaffirmation of the old vision, or clarifying what the vision meant anyway? The "vision thing" had reared its ugly head again. The organization would have to grapple with all the issues raised in this note. Ultimately, this crossroads would test how well the vision had been created in the first place, how well it was adhered to, and how an organization can use a vision to provide direction when change is needed again