Vision Conception: Detecting the Need for Change

Thomas E. Anderson, II
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Thomas E. Anderson, II: Teaiiano Enterprises

Chapter 4 in Visionary Leadership, 2024, pp 97-120 from Springer

Abstract: Abstract This chapter addresses the pressing questions that often arise when considering organizational vision. It positions conception as the initial stage of vision development, highlighting the importance of understanding insights from natural history and evolution. By examining the external environment through the lens of strategic foresight, organizations can effectively fuel the internal need for change. This chapter offers valuable insights into organizational vision development, change readiness, and the strategic foresight framework. We explore the starting points for visioning, emphasizing the significance of anchoring the vision in reality through foresight practices such as horizon scanning and scenario planning. Additionally, the chapter underscores the heightened relevance of visioning and visionary leadership in today’s landscape, accentuating the need to ground vision in current realities amidst global challenges. Furthermore, the author discusses the vital role of internal and external environments in shaping organizational vision, highlighting the necessity of aligning vision with both spheres to ensure its practicality and relevance.

Keywords: Strategic foresight; Strategic leadership; Weak signals; Organizational antibodies; Vision search triggers; Vision accretion (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:spr:fuobcp:978-3-031-67725-0_4

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DOI: 10.1007/978-3-031-67725-0_4

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