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396 PART 5: THE LEADER AS SOCIAL ARCHITECT

IN THE LEAD a community center, a museum of living facts, and a showplace of beauty
and magic. It will be fi lled with the accomplishments, the joys and hopes of
the world we live in. And it will remind us and show us how to make these
wonders part of our lives.”
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A clear, inspiring picture such as that painted by Walt Disney can have a pow-
erful impact on people. His vision gave meaning and value to workers’ activities.

Painting a clear picture of the future is a significant responsibility of leaders, yet it
cannot always be the leader’s alone. To make a difference, a vision can be widely
shared and is often created with the participation of others. Every good organiza-
tional vision is a shared vision.

Common Themes of Vision
Five themes are common to powerful, effective visions: they have broad, widely
shared appeal; they help organizations deal with change; they encourage faith and

hope for the future; they reflect high ideals; and they defi ne both the organiza-
tion’s destination and the basic rules to get there.

Vision Has Broad Appeal Although it may be obvious that a vision can be
achieved only through people, many visions fail to adequately involve employ-
ees. Isolated top leaders may come up with a grand idea that other employees
fi nd ridiculous, or they might forget that achieving the vision requires under-
standing and commitment throughout the organization. For example, most
people originally thought Stanford Ovshinsky’s idea of inexpensive fi lms for
solar power was ridiculous. If he had not been able to involve investors, manag-
ers, engineers, and other employees in the vision, it would never have become a
reality. The vision cannot be the property of the leader alone. The ideal vision
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is identifi ed with the organization as a whole, not with a single leader or even
a top leadership team. It “grabs people in the gut” and motivates them to work
toward a common end. It allows each individual to act independently but in
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the same direction.

Vision Deals with Change Visions that work help the organization achieve
bold change. Vision is about action and challenges people to make important
changes toward a better future. Change can be frightening, but a clear sense
of direction helps people face the diffi culties and uncertainties involved in the
change process. When employees have a guiding vision, everyday decisions and
actions throughout the organization respond to current problems and challenges
in ways that move the organization toward the future rather than maintain the
status quo.

Vision Encourages Faith and Hope Vision exists only in the imagination—it is

a picture of a world that cannot be observed or verified in advance. The future
is shaped by people who believe in it, and a powerful vision helps people believe
that they can be effective, that there is a better future they can move to through
their own commitment and actions. Vision is an emotional appeal to our funda-
mental human needs and desires—to feel important and useful, to believe we can
make a real difference in the world. A powerful, clearly articulated vision helps
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people believe in a future they cannot see. 29