Vision LO2042

Tue, 11 Jul 1995 14:38:24 -0600 (CST)

Responding to Jackie Mullen's thoughts on LO1955 RE Vision Statements

Jackie's notes on vision statements as explicit to one's
presuppositions and ideology struck a personal resounding accord. Her
desire to fit as an O in an X environment while retaining identity and
challenging current mental models is admirable and understandably an
uncomfortable position to be in. There are a number of articles which
came to mind when I read the posting which might shed some light on the
The first article appeared in Quality Progress in April of this year.
"Visioning: The Concept, Trilogy, and Process" emphasizes that a vision is
a picture in your mind of the ideal or utopian organization, life,
marriage, and so on. As opposed to a mission, the article contends,
successful visions fulfill three criteria: They are timeless,
inspirational, and provide clear guidelines for decision making. The
article does a nice job walking the reader through the process of
developing an embraceable vision.
The other articles appeared in various issues of the Journal for
Quality and Participation. "Constancy of purpose and vision" (December
1994), takes a closer look at values and vision and integrating vision as
the purpose of the organization. In the same issue is an article
entitled, "Make a vision statement work for you", which emphasizes that
vision statements must be understandable and pragmatic if the employees
are to make the vision attainable. The forth article appeared in the June
1994 issue and is entitled "Creating a vision statement that is shared and
It is evident from the articles that, as Jackie proposes, vision
statements should be emergent from the organization - and more
specifically the people and culture(s) within the organization. Since
people's realities are based upon their perceptions, and since visions
statements are principally a right hemisphere dominant exercise asking
people to challenge and look beyond their perceptions, numerous
presuppositions are bound to be made. However, no vision statement should
be carved in stone.


      __(*)/' (*)_______________________________________________
      |                                                         |
      |    Peter L. Heineman, Manager of Contract Training      |
      |    University of Nebraska at Omaha                      |
      |    College of Continuing Studies                        |
      |    1313 Farnam Street                                   |
      |    Omaha, NE  68182-0335                                |
      |    (402) 595-2340  FAX (402) 595-2345                   |
      |    Internet:                      |
      You will become as small as your
      controlling desire; or as great as your
      dominant aspiration.
                        James Allen