Vision is one of those ancient words that has been brought back into the world of modern organizational theory. It is also one of those concepts that are so difficult to define but that everyone knows it when they see it. What exactly is a vision and why is it so important? Why is it that so many organizations seem to be in a drift pattern, with no clear direction, slaves to daily routines, having no connection with ultimate meaning? To understand what vision is, perhaps we need to first understand what it is not.

A vision statement is not a guarantee of success. While having such a statement is important, without implementation, a clearly defined vision will accomplish nothing. It’s a little like the great debate that James was having when he argued that faith without works is dead (James 2:26). Vision without implementation is dead.

A vision is not wishful thinking. A real vision does not occur in a factless vacuum (Kotter, 1997). It comes about through “a tough, sometimes exhausting process of gathering and analyzing information. People who articulate visions aren’t magicians but broad-based strategic thinkers who are willing to take risks” (p. 27).

A vision is not simply a mantra that emanates mystical energy merely by vain repetition. It will accomplish nothing if all it does is hang on the wall, carved into a granite plaque. It can only accomplish its task when it has become the life blood and heartbeat of the organization. It will propel the organization toward excellence only when it has become a heartfelt sense of direction that is well-informed and backed by a team of workers willing to put forth great effort to bring it about (Read more…)

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Cited

Kotter, John P. “What Leaders Really Do.” In Leadership: Understanding the Dynamics of Power & Influence in Organizations, ed. Robert P. Vecchio, 24-34: University of Notre Dame, 1997.