Mark Lipton

Visions must describe the desired longterm future of the organization – a future that typically is not quite achievable, but also not so fantastic as to seem like a ridiculous pipedream. Visioning requires imagination, a mental capacity for synthesis, a trust in intuition, and a deep emotional commitment to that desired future. Visions need to challenge people, evoke feelings that draw people toward wanting to be a part of something quite special. When a vision is framed as something that is achievable within a set amount of years, then it falls into the terrain of a strategic plan. That is why the overwhelming majority of organizational visions fail to deliver the impact: they are rational, time-bound and highly impersonal.

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