When we think of the word vision we are drawn to a picture of the future of how things can be better than they are in the present. Most vision casting does a good job of painting a hopeful image of the positive benefits involved but not a very realistic job of the costs involved to get there.
This is a major problem because when the negative forces and fears involved in the change process start to appear and people are not prepared they can give up very quickly resulting in the death of the vision. John Kotter in his book Leading Change lists all the characteristics that should be included in an effective vision:
- Imaginable: Conveys a picture of what the future will look like
- Desirable: Appeals to the long-term interests of employees, customers, stockholders, and others who have a stake in the enterprise
- Feasible: Comprises realistic, attainable goals
- Focused: Is clear enough to provide guidance in decision making
- Flexible: Is general enough to allow individual initiative and alternative responses in light of changing conditions
- Communicable: Is easy to communicate; can be successfully explained within five minutes
The change process for most people is extremely difficult because of the fear of the unknown. There are powerful forces involved that will try to maintain the status quo at all costs. The pain of the present must be contrasted with the pain of the change process so that the people will know that the option of no change is not realistic.
People also need to be told on the front end that sacrifices are probably going to need to be made and there will be discomfort involved during the transition. However, if the vision takes the group to a better and more viable place then all the costs involved will be worth it every time.
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