Setting a vision is critical for a change process to be successful. Generally speaking, a vision provides an organization with a sense of direction and purpose and provides a framework for the goals and mission of the organization. If it is well written, it should embrace the identified values of the organization, that is, what is the purpose of existence for the organization (Collins, 2001). Kotter (1996) tells us that there are three important purposes to a good vision. First, a good vision simplifies detailed decision-making. Second, assuming the right people are on the bus (Collins), then, even if initially difficult, a good vision will motivate people to taking the right actions. Lastly, Kotter states that a good vision will help to coordinate people more quickly and efficiently. Senge (1994) suggests that the vision be co-created so as to gain appreciation for the vision and to better understand each other’s perspectives and ideas. Collins stresses the fact that creating a vision should force the brutal facts to be faced. Facing facts helps create vision and leads to change. The authors, Kotter, Collins and Senge each offer ideas on how to create the vision and how to communicate it. Kotter, (1994) tells us that creation of the vision is an exercise of the heart and the mind, that it takes time, involves a group of people and is a challenge to do right. Collins (2001) and Senge (1994) also speak to the need of involving others. Collins in the sense of having the “right people on the bus” and Senge by stressing the need for dialogue, for two-way conversations, from the start, allowing others to speak for themselves. All three authors stress the need for dialogue that is honest and engaging. Collins stresses the need for facing even the brutal facts about an organization if a meaningful vision is to be created; the conversations are about learning and understanding. Collins suggests leading with questions, not answers, engaging in dialogue and debate opposed to coercion, looking for facts rather than blame and letting facts that cannot be ignored become red-flags that must be addressed. Additionally, Collins offers three guiding questions, to keep the dialogue disciplined. These questions, which guide what Collins refers to as the hedgehog concept are: What are you deeply passionate about? What can you be the best in the world at?, And what drives your economic engine? One could incorporate Collins ideas and questions into Kotter’s specific steps for creating a vision, these are:
1. Start with a first draft, which is often created by a single individual.
2. The draft is to be revised and shaped by the guiding coalition, or larger group of people.
3. The process must include effective teamwork.
4. Include analytical information but also dream big.
5. Recognize that creating a vision is challenging work.
6. Acknowledge this process takes time.
7. The end product sets future direction, yet is flexible, feasible, desirable, and can be conveyed in five minutes or less. Collins supports the idea of flexibility, conveying that the brutal facts must help shape the vision.
Senge suggests that there are potentially five stages to developing a vision, and that an organization must first identify where they are at in the process, then proceed from there, with the stage of co-creating being the most desirable. The five stages are: (p.314)
Telling: The "boss" knows what the vision should be, and the organization is going to have to follow it.
Selling: The "boss" knows what the vision should be, but needs the organization to "buy in" before proceeding.
Testing: The "boss" has an idea about what the vision should be, or several ideas, and wants to know the organization's reactions before proceeding.
Consulting: The "boss" is putting together a vision, and wants creative input from the organization before proceeding.
Co-Creating: The "boss" and "members" of the organization, through a collaborative process, build a shared vision together.
Senge reminds us that attainable goals, or chunks of priorities must also be set if a vision is going to be implemented, similar to Kotter’s advice regarding short-term wins. Once a vision is created, it needs to be communicated. Kotter, (1994) recommends that the message of the vision should be communicable in five minutes or less, and that every vehicle should be employed for its delivery. The message should be repeated over, and over, in a variety of formats, and members of the coalition should lead by example, address any inconsistencies and remember the power of dialogue. Senge (1994) tells us to articulate the organization’s vision clearly and continuously and make certain employees not only accept, but believe in the vision. In order for change to occur, there needs to be a vision, development of the vision can happen in a number of ways, but the process must be honest, opened to dialogue and engaging. The vision must also be communicated throughout the organization, and this will take several deliveries and modalities. Creating vision is challenging, time consuming process, but necessary if changed is desired.

Collins, J. (2001). Good to great: Why some companies make the leap and others don't. New York: HarperCollins Publishers Inc.
Kotter, J. P. (1996). Leading change. Boston: Harvard Business School Press.
Senge, P. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York: Doubleday.