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Providing vision

In: Informal coalitions

Author

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  • Chris Rodgers

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.

Suggested Citation

  • Chris Rodgers, 2007. "Providing vision," Palgrave Macmillan Books, in: Informal coalitions, chapter 0, pages 226-261, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-62521-1_8
    DOI: 10.1057/9780230625211_8
    as

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