Vision Vision for Change
The idealized view of the short-term future after a specific change has been enacted. Change visions are more specific than organizational visions and have some element of a time constraint.
Organizational vision—the idealized view of the future. The vision needs to be (a) clear, concise, easily understood; (b) memorable; (c) exciting and inspiring; (d) challenging; (e) excellence centered; (f) stable but flexible; and (g) implementable and tangible.
Leader-developed vision—developed directly by the change leader.
Leader–Senior-team-developed vision—developed by the senior management group in conjunction with the change leader.
Bottom-up visioning—engages a broader spectrum of organizational members in the vision framing process. The change vision is developed through the active participation of those responsible for implementing the change, including those on the front line.
A Checklist for Change: Creating the Readiness for Change 1. What is the “objective” need for change? That is, what are the consequences to the organization of
changing or not changing? Are people aware of these risks? 2. Are organizational members aware of the need for change? Do they feel the need for change, or do they
deny its need? How can they be informed? 3. Remember that individuals are motivated toward change only when they perceive the benefits as
outweighing the costs. How can you, as a change leader, help employees see the benefits as outweighing the costs?
4. If individuals believe the benefits outweigh the costs, do they also believe the probability of success is great enough to warrant the risk-taking, including the investment of time and energy that the change will require?
5. What change alternatives are people predisposed to? What are the costs, benefits, and risks that make them attractive? How should these alternatives be addressed by the change leader?
