Hope is a state of mind, not of the world. Hope, in this deep and powerful sense, is not the same as joy that things are going well, or willingness to invest in enterprises that are obviously heading for success, but rather an ability to work for something because it is good. Vaclav Havel
One of the facts of modern organizational life is that change is a constant, and usually unwelcome, companion. Dr. Price Pritchett, an organizational psychologist, noted a few years ago that over the last 40 years, the pace of organizational change had accelerated from one major change or reorganization every 10 years in the 70's to more than one major and several minor organizational changes every year!
The consequence of this accelerating pace of change is that people and organizations never have a chance to "catch their breath" before the next tidal wave washes over them. The resulting fatigue and sense of helplessness demoralizes everyone in the organization but has its greatest impact on people farthest from the top of the org chart. Those near the top of the chart are either in control of the changes (to some extent) or privy to its impending onset, while those at the bottom are often taken totally by surprise. As we all know, it's the shock of being hit by the bus you didn't see that is the most traumatic.
Therefore, it is hardly surprising that executives are the most cynical about the value of an inspiring vision to people on the front lines of organizations confronting change (that's every organization). Those in control and with the opportunity for the widest perspective on the future of an organization have the least need for "something to hold on to", not in the same way that those with little control and no "big picture" perspective do. In my experience, it's the front line people who most often long for an organizational vision that they can believe in and hold on to.
The value of a shared vision is that it provides an anchor and a compass in the midst of continuous and chaotic change. An inspiring organizational vision highlights an ideal that everyone in the organization can agree is "good". That shared sense of "goodness" is the anchor that provides hope when daily organizational life is challenging. The "compass" is the sense of direction, of movement toward that shared ideal future state for the organization that allows people to believe that things will be, can be, better if all just work together.
Shared vision is like the air in the building, it does not circulate without help. Effective leadership must communicate the vision throughout the organization every day, just like the ventilation system has to run constantly to keep the air moving. Both formal and informal channels must be constantly refilled with these important messages of vision (hope) on a regular basis to keep the organizational environment from getting "stale".
Hope is the offspring of inspring vision and effective communication.
