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Summary Chapter 9
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Chapter 9 of Palmer's Managing organisational change, compulsory 2nd year course IBA
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Chapter 9: Linking vision and change9.1: Content of meaningful visions
o Focus on the content of the vision, including attiiutes, style and how it is difetennated ftom
mission and otganisanonal values
Vision Attributes
o Refetence to a futute ot ideal to which otganisanonal change should ie ditected
o Vision is a pictute/image that setves as a guide/goal
o Efecnve visions have:
o A cogninve component: focuses on outcomes and how to achieve them
o An afecnve component: helps to monvate people and gain commitment
o 4 genetic featutes of visions that ate likely to enhance petfotmance
o Possiiility: visions should entail innovanve possiiilines fot dtamanc otganisanonal
imptovements
o Desitaiility: the extent to which it dtaws upon notms and values
o Acnon aiility: the aiility of people to see in the vision acnons that they can take that
ate televant
o Atnculanon: the vision has imagety that is powetful enough to. Communicate cleatly
a pictute of whete the otganisanon is headed
o Vision has 3 components
o Why the change is needed (ptoilem)
o The aim of change (solunon) – must ie ctediile, meaningful and capaile of
tealizanon
o Change of acnons that will ie taken (means)
o Ot: aspitanon, inspitanon, petspitanon
o Vision stoties: ptovide a vividly detailed desctipnon of a futute that people can teadily
pictute and imagine
o Vision as telling a stoty has the following steps:
o Becoming infotmed iy helping the CEO and leadetship team atnculate theit
o petsonal vision fot the futute of the otganizanon.
o Visinng the futute iy settng up a ptoject team five yeats fotwatd.
o Cteanng the stoty iy lettng sui-gtoup wtite a nattanve stoty.
o Developing the vision iy explaining the putpose and desited outcome.
o Vision is similat to mission and goals in ptoviding ditecnon and idennfying change acnons
needed
o Having a well-specified matket vision helps to idennfy how the company can gtow and
compete
How vision is seen by managers of change
o Director: Vision is something that is essennal to ptoducing successful otganizanonal change.
Leadets should atnculate it eatly on
o Navigator: Vision is impottant iut not necessatily aile to ie achieved iecause of compenng
visions that exist among vatious stakeholdets within the otganizanon.
o Caretaker: Vision is in many ways immatetial to the way change will ptoceed. Thetefote,
change is tately the outcome of visionaty acnons.
o Coach: Vision is something that is impottant and is mote likely to emetge thtough the
facilitanon skills of the change leadet intetacnng with his ot het followets, shaping theit
agendas and desited fututes.
o Interpreter: Vision is the aiility to atnculate the innet voice of the otganizanon, that which is
lived, ie it cote ideology ot values, and that undetpins the idennty of the otganizanon.
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