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Vision and the direction of change

Q: Nutt and Backoff identified four properties of vision that enhance organisational performance:

Possibility : a vision should provide innovative opportunities for dramatic organisational improvements Desirability : the way a vision focuses on the shared norms and values of the way something should be done in the organisation Actionability : the extent employees could see the relevant roles and actions they can take through the vision Articulation : the vision must clearly communicate the future through powerful imagery

Q: According to Pendlebury a vision has three components

The problem : why change is needed, validates the need for change The solution : the purpose of the change. It provides acknowledgement of the gap between the current situation and ideal image. Solutions must be credible, should address the problem directly, must be meaningful for the staff and they must be realised with respect to the skills of the staff The means : the actions that are necessary for the change. They show how the change actions should be mobilised and delivered.

Q: Scott-Morgan et al. Mention the three following components of a vision

Aspiration : create an image of how the future organisation should look like Inspiration : creating enthusiasm to accomplish this Perspiration : highlight what work needs to be done

39 important questions on Vision and the direction of change

What is the difference between vision and mission?

The mission emphasises purpose and outcome

a vision focuses on future aspirations and thus can be a key driver of organisational change. Visions can help employees with their identification within the organisation and motivate them to personal and organisational goals.

What could be the result of a lack of a good, clear vision?

The lack of a good, clear vision is often identified as the cause of organisational declines and failures

The usefulness of a vision depends on three features, what three?

Content : the attributes of the vision

Context: where the vision is used and by whom

Process: how the vision is developed

This chapter focuses on three issues related the role of vision in change, what three?

Whether vision initiates change or rather emerges as change unfolds?
Whether vision helps or hinders change?
Whether vision is best understood as an attribute of heroic leaders or heroic organisations

What are according to Kotter the most effective visions?

The most effective visions are those focused enough to guide decision-making, but at the same time flexible enough to accommodate individual initiative and changing situations.

Boal and Hooijberg argue that effective visions have 2 components, what 2?

- the cognitive (intellectual) component: focuses on outcomes and how these outcomes can be achieved

- the affective (emotional) component: helps to motivate people and to obtain their dedication

Nutt and Backoff identified four properties of vision that enhance organisational performance:

Possibility: a vision should provide innovative opportunities for dramatic organisational improvements

Desirability: the way a vision focuses on the shared norms and values of the way something should be done in the organisation

Actionability: the extent employees could see the relevant roles and actions they can take through the vision

Articulation: the vision must clearly communicate the future through powerful imagery

According to Pendlebury a vision has three components

The problem: why change is needed, validates the need for change

The solution: the purpose of the change. It provides acknowledgement of the gap between the current situation and ideal image. Solutions must be credible, should address the problem directly, must be meaningful for the staff and they must be realised with respect to the skills of the staff

The means: the actions that are necessary for the change. They show how the change actions should be mobilised and delivered.

Scott-Morgan et al. Mention the three following components of a vision

Aspiration: create an image of how the future organisation should look like

Inspiration: creating enthusiasm to accomplish this

Perspiration: highlight what work needs to be done

Explain the concept of 'bumper stickers'

Visions of empty words wick a lack of inspiration for the staff and can be used for several different companies

How can you solve the problem of bumper stickers?

Vision stories: detailed description of the future so that employees can easily create an image and portray the future in a manner to which they can relate.

This is more effective than vision statements; the stories allow people to visualise themselves and their actions in the future

How do Nutt and Backoff compare visions with missions?

They treat visions as being similar to missions and goals, in providing direction and identifying necessary changes.

In practice though, mission statements tend to be more purposive and instrumental, and do not address the role of organisational values, whereas visions are inspirational.

To create competitive advantage, vision and strategy must be differentiated from other companies. Hay and Williamson argue that vision as internal and external dimension, explain these dimensions

External dimension: shared perception within the organisation about what the market, customers, competitors and the dynamics of the industry are, and what macroeconomic factors have an impact on the market.

The vision should also be in line with the

Internal dimension or organisational norms, values and capabilities to be acquired to compete. Through this, meaning is developed throughout the organisation, which allows them to create to proceed with strategic actions such as developing the mission, plans, objectives and budgets

Explain the concepts of change susceptibility and resource availability

Change susceptibility: the degree of acceptance of the need for change

Resource availability: the extent of resources available for applying strategic change

Nutt and Backoff mention four organisational contexts based on change susceptibility and resource availability

- rigid organisations: score low on both counts - hierarchical and inflexible

- bold organisations: low resource availability but high acceptace. More organic structure and less bound by rules. Visionary leadership can occur but there must be room to increase the resources available

- Over-managed organisations: high resource availability and a low need for change. These organisations have a stable environment and are dominated by past activities that worked and are still relevent so there is a need for change

- liberated organisations: both high, most succesful

Nutt and Backoff identify three different processes for the creation of a vision

- leader-dominated approach: the director provides the strategic vision for the organisation without involving the employees in the processes and decisions that affect them (telling&selling)

- pump-priming approach the director delivers visionary ideas and a selected group within the organisation uses these ideas to create a vision (telling & consulting)

- facilitation approach: all people within the organisation are involved in developing and the directior plays the role of conductor in this process. Provides better visions and more successful changes and performance

Holpp and Kelly identify three sets of questiosn from which vision can be obtained

- intuitive approach: using imagery to involve employees in the development of a vision

- analytical approach: vision is related to organisational goals

- Benchmarking approach: a vsion has been developed in response to actions and standards that are used by the major competitors

Explain the Intuitive approach and name a disadvantage

Using imagination and imagery to involve employees in the development of a vision:

- in the first step people are asked for ten things they want to achieve personally and professionally and also to prioritise these
- in the second step questions are asked about the current situation in order to get an idea on the tension that arises between the current experience and the desired image
- The third step focuses on identifying and reaching an action plan to achieve the vision

-
it is primarly focused on personal goals rather than the core business of the organisation

Explain the Analytical approach and name a disadvantage

This vision is related to organisational goals with a focus on:
- who is served by the organisation
- what the organisation does
- where the organisation uses the most effort
- why the organisation focuses on specific activities and goals
- how the organisation brings these efforts into practice

-
little attention is paid to the values and the accompanying logic in the organisation. In addition, the element of inspiration can be left out, because it is in line with the mission

What are according to Robert Quinn features of a good vision?

- deeper message
- inner voice of the organisation
- linekd to the needs, feelings and aspirations of people
- intentions of the organisation
- help people experience new ways on how they see the everyday organisational world

Visions of change may fail if: (8x)

- the purpose is too specific: fails to acknowledge the uncertainty of change

- the purpose is too vague: no significance for the management of actions

- the purpose is inadequate: only partially addresses the problem

- the purpose is too unrealistic: it is seen as un attainable

- the vision is blurred: there is no clear picture of the future

- the vision is a rear view mirror: it only looks at the past

- the vision is too complex: it is too difficult to understand

- the vision is not relevant: the image is clear but not related to the business

What is the addition of Jick to the reasons of failure of a vision?

When a leader uses ninety percent of the time to communicate the vision to employees and only ten percent for implementing the vision. If it takes more time to explain the vision than actually implementing it, then the vision is probably not an effective one.

Name two further reasons for vision failure?

The adaptability of the vision over time and the presence of competing visions

How can some visions last a long time?

When they are flexible and responsive to the environmental conditions - strategic dividend.

Not all visions last long and often old visiosn are modified to make the vision more adaptable to the current environment. A vision that does not last a long time, is called a -strategic hangover, can happen when the copmany is confronted iwth new trends such as environmental friendliness

Another reason for the failure of a vision is when multiple views are in conflict, when is this often the case?

This is often found during mergers and acquisitions

The three debates on linking vision and change are about the issues that were mentioned earlier, which are:

1. Whether vision encourages change or comes from change
2. Whether vision supports or hinders change
3. Whether vision can best be attributed to heroic, charismatic leaders or functions as an attribute to the organisation.

How is 'vision' presented in the literature?

Vision is presented as a 'strategic intent' that expresses the desired long-term result without specifying the necessary steps for achieving it.

Does vision help or hinder change?

Lipton identifies five tangible benefits that skilful visions bring to an organisation?

Enhancing performance: according to the studies by Collins and Porras, shareholders of visionary companies obtained larger dividends.
Facilitating organisational change: this can happen when a road map for the transition process will be delivered
Enabling sound strategic planning: plans which include an image of the future inspire more people to take action
Recruiting needed talent: for potential employees of generation X that wish to enter challenges for a high salary
Focusing on decision-making: helps to develop the competencies that characterise the organisation

Metais supports this position by arguing that strategic vision brings a stretch in the organisation, what does the concept of 'stretch' entails?

This means a feeling of imcompetence results from the gap between the current and future situation. This encourages the search for creativity and innovative ideas for leverage

Stretch and leverage are used to find new strategic ways for achieving a vision with the next change actions :

- flanking: exploiting a weakness in a dominant competitor
- encircling competitors: to obtain greater control over their markets
- destabilizing a market: by changing the rules of competition that are out there now

Palmer, Dunford and Akin argue that vision is limited by two assumptions, what two?

- The assumption that the boundaries of the organisation are clear. Through various networks, this assumption is doubtful

- The assumption that the identity of the organisation remains the same and that the vision is built around the identity. The identity of an organisation continues to change with new employees and their actions .

What is according to the author a better term for vision?

"coherence" ; attracts more attention to long discussions about the boundaries and identity of the organisation.

What is according to Landau, Drori and Porras the link between vision and individual identity?

Vision may affect the individual identity within the organisation, because there is strong commitment to the original vision.

When the organistation's vision is to change, this will disrupt individual images and definitions and will create resistance to change. In this way vision hinders change

According to Gardner and Avolio, effective charismatic or visionary leaders create a desired image of identity, what are the features of this identity?

- trust, credibility, morality, innovation, esteem and influence.

Leaders can transfer these visions to their followers in four processes:

Framing: gaining acceptance for the interpretation and importance of the vision and aliging the vision with the values of the followers
Scripting: coordinating and integrating more specific ideas and actions by casting (of appropriate roles), dialogue and direction
Staging: the selection of symbols, artefacts and provisions for strengthening the vision
Performing: the use of the vision by illustrating the correct behavior.

Some Argue that a vision may not be sufficient for charismatic change leaders, but that it takes more to complement energy and vision, what does it take to complement energy and vision?

Revealing personal weaknesses to followers in order to gain trust
Ability to sense how things work in the organisation and the environment
Ability to show 'though empathy' to followers; being passionate, caring but realistic focusing on what others need rather than what they want
Dare to be different in order to signal their social distance from followers

Visionary leaders do not only exist in top management, but also at lower levels of the organisation. In these functions, they provide daily supervision. They use interactions, role models and are interviewing employees to obtain or realise the following (6 P's)

Perspective: of the challenges facing the organisation

Purpose: personal and organisational

Processes: to respond more effectively to customers

Possibilities: to respond more effectively to customers

Potential: how they can contribute personally

Passion: in order to channel their energy in a meaningful way

Explain the concept of core ideology, use the concepts of core values and core purposes

Core ideology indicates what the organisation stands for and why the organisation exists. The envisioned future is what the organisation aspires to and changes toward over time.

Core ideology consists of core values (timeless accompanying principles) and core purposes: the reason for the organisation's existence. This purpose should be durable, in opposition to goals and business strategies which change constantly over time.

What is meant with 'envisioned future"

This is part of the vision, which consists of goals and the vivd descriptions that some of these objectives will deliver. The goal are daunting challenges with specific timeliness toward employees can work. They may involve a common enemy, role model or internal-transformational.

The vivid descriptions consist of compelling, passionate and fascinating descriptions of the future when the goals have been achieved

Envisioning the future is a creative process, engaging staff across the organisation

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