Are We There, Yet?
The oft-quoted Yogi Berra once quipped, “If you don’t know where you are going, you could wind up someplace else.” Vision is about knowing where you are going and how you will get there. In organizational change, vision is about articulating the purpose of the project so that others know why they are following and can take the initiative and improve the path. A clear, well-developed vision serves a change leader in two important ways. It gives direction and focus to employees (so they are inclined to move from the status quo), and it defines the scope of the initiative (so you don’t wind up somewhere else).
Without direction and focus, it is nearly impossible to motivate employees and engage their enthusiasm for change. Though not a panacea, a clear vision is a good first step. A fully articulated vision explains what is lacking in the current state, what the new state looks like and the improvement it offers, the plan for getting there, as well as who it will affect and how. It links the change initiative to the organization’s strategic goals. Workers are more likely to fully engage in an initiative if they understand why it is needed, what it will improve, and how it will affect them. Engaged employees have more ownership and motivation to take the change seriously. They are more likely to suggest improvements and bring others along.
Scope creep—the problem of project expanding beyond its original confines—can be the bane of a change project.* A poorly defined vision does nothing to prevent a change project growing beyond its usefulness. Explain the criteria for success and depict the desired end-state as clearly as possible. Vague and overused phrases like “customer-focused” or “user-friendly” or “world-class” do little to stem scope creep. What about the project will focus on the customer? How will it be more friendly for the user than the current state? What value will being world-class bring? Clarity demonstrates that you know where you are going and when you have arrived.
Of course, even the best vision is useless unless it is communicated effectively. I remember a tech firm who hired an artist to create a map of their change that included pithy text and representative illustrations. This has its place. It can begin a conversation, but it cannot substitute for listening to employees and making sure they understand and buy in to the vision and know that any concerns they have are heard. Effective two-way communication includes translating the overall vision to clear performance goals and making sure employees know how their personal performance goals fit into the success picture for the change. It also demands monitoring progress, rewarding successes, and making course corrections whenever necessary.
Without a clear vision, even the most important change is probably doomed. The everyday responsibilities and constraints that employees face will quickly overwhelm a vaguely defined change initiative. Without a clear vision that employees understand, you are sure to wind up someplace else.
*Check out http://www.strategyperspective.com/Scope_Creep.pdf for more on scope creep.
About the Author
Dr. Andrea Shapiro
Andrea Shapiro, PhD, is founder and principal of Strategy Perspective. She brings a unique perspective to organizational change based on experience in software development, business modeling, management, and organizational learning and development. Andrea designed and developed the Tipping Point computer simulation, which forms the heart of the Change, Dialogue, and Action Workshop. She has delivered the Workshop to major corporations, non-profits, and government agencies in the United States, Canada, and Europe, and has accredited hundreds of change leaders and consultants to deliver the workshop worldwide in their own work in organizational change. Her book Creating Contagious Commitment gives detailed real-life examples, theory, and background, all of which will appeal to any manager faced with implementing a significant organizational change.
After earning master’s degrees in mathematics and psychology and a doctorate in behavioral decision making, Andrea went on to further studies at the Coaches Institute and the MIT Sloan Business School executive education program in system dynamics. She has also served on the Graduate Faculty at UNC Chapel Hill and taught decision making at Pfeiffer University’s graduate program in organizational management. Andrea can be reached through StrategyPerspective.com or you can follow her on Twitter or LinkedIn.