Developing organizational vision

Sometimes I think of the building of vision in an organization to be like the game of post office in which each communication transaction more of the idea just a little bit and that what we end up with is considerably different than what we started with. It seems like we need to have divergent communication in visioning in order to explore the boundaries and potentials and then some convergent group consensus, certified by leadership, in order to come up with a restated recalibrated community vision to launch us into the next round of excursions.

When you think of all the different modes of formal and informal communication and our tendency as humans to reframe and reinterpret what we see and hear it’s no wonder that our vision is a living breathing dynamic entity all of its own. I think this is what Melanie is looking at when she talks about the power of story in leadership in how the story itself can become a force and an entity all of its own

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