Vision and Strategy

Dominik Maximini

Chapter 12 in The Scrum Culture, 2015, pp 115-118 from Springer

Abstract: Abstract Quite often, employees are not initially convinced that radical changes are necessary at all. Even in the face of an outstanding urgency the majority of staff usually accepts the problems but does not accept that significant change is necessary to resolve the issues. They accept a vacation freeze or forced overtime rather than break their entrenched patterns. Even if you manage to make your employees willing to accept changes, frequent disagreement and confusion are still prevalent. Therefore, it is important to clearly define the direction of change. “Vision refers to a picture of the future with some implicit or explicit commentary on why people should strive to create that future” (Kotter 2012, p. 70). It allows your employees to follow your leadership.

Keywords: Change Project; Clear Direction; Guide Decision Making; Explicit Commentary; Orientation Phase (search for similar items in EconPapers)
Date: 2015
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-319-11827-7_12

Ordering information: This item can be ordered from
http://www.springer.com/9783319118277

DOI: 10.1007/978-3-319-11827-7_12

Access Statistics for this chapter

More chapters in Management for Professionals from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().