Providing vision

Chris Rodgers

Chapter Chapter 8 in Informal coalitions, 2007, pp 226-261 from Palgrave Macmillan

Abstract: Abstract This chapter is deliberately entitled “providing vision” rather than “providing a vision.” It is also the final chapter, rather than the first. Most, if not all, current management practice talks of vision in terms of a desired end-state or preferred future — a vision, with a capital “V.” Often, this is seen as something that must be developed and communicated by the organization’s top management (or CEO alone), operating from a management edict and education and training mode. For others, the vision of a preferred future is something to be crafted by members of the organization as a whole (a joint problem solving approach). In all cases, creating and communicating a vision for the organization is conventionally seen as one of the first steps in the change process.

Keywords: Organizational Life; Focus Approach; Boundary Management; Everyday Conversation; Positive Spin (search for similar items in EconPapers)
Date: 2007
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DOI: 10.1057/9780230625211_8

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