{"id":1349,"date":"2013-03-21T03:47:13","date_gmt":"2013-03-21T07:47:13","guid":{"rendered":"http:\/\/facilitativeleadership.wordpress.com\/?p=1349"},"modified":"2026-04-21T14:00:57","modified_gmt":"2026-04-21T18:00:57","slug":"facilitate-vision","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/facilitate-vision\/","title":{"rendered":"How to Facilitate Vision Using the Creativity and Temporal Shift Tools"},"content":{"rendered":"

It\u2019s hard enough to get a family of four to agree on where to go out to eat much less getting a group of executives\/ managers to agree on where they want to take their organization. To facilitate a vision for an organization\u2014where it wants to go, appeal to both the head and the heart, supporting the question, \u201cWhy change?\u201d<\/h2>\n

A clear vision statement of the future state helps to gain genuine commitment. Therefore, define vision first.<\/span><\/p>\n

Defined: \u00a0A vision is a desired position specified in sufficient detail so that an organization recognizes it when they reach it.\u00a0 A consensual vision provides direction and motivation for change.<\/i><\/span><\/p><\/blockquote>\n

Relationships<\/b><\/h3>\n

\"How<\/a><\/p>\n

Facilitate vision to drive the objectives<\/a> and define where the organization is going. A defined vision<\/a> enables you to define key measures and more detailed objectives. Lay them out en route to ensure obtaining the vision.<\/span>
\n<\/span><\/p>\n

Deliverable<\/b><\/h3>\n

When you facilitate vision, you create a clearly defined statement between 25 and 75 words in length.<\/span><\/p>\n

Options<\/b><\/h3>\n

Use one of three methods:<\/span><\/p>\n

    \n
  1. Define the vision statement by having your group use the Creativity Exercise<\/a> (in MGRUSH<\/span><\/i> Tools)<\/i> to draw and illustrate where they are going<\/span>. Have each breakout team describe their picture to the others and then capture an integrated vision statement, converting the pictures into narrative.<\/span><\/li>\n
  2. Or, prepare a draft<\/em> vision statement (frequently gathered from the senior manager of the group) and write it on a flip chart.\u00a0 Define a vision statement then review this with the group and have them modify it to meet their needs.<\/span><\/li>\n
  3. Or, using the Temporal Shift<\/i><\/strong> tool below, have the group develop a newspaper or magazine headline that they would like to see in a major newspaper on the date of the vision\u2014e.g., \u201cWhat would the newspaper headline read on January 15, 20xx?\u201d\u00a0 Next, have them embellish the headline with the story behind the headline. Hence, this headline and story support the vision.<\/span><\/li>\n<\/ol>\n

    TEMPORAL SHIFT TOOL<\/b><\/h3>\n

    Purpose<\/i><\/span><\/p>\n

    Helps facilitate vision by getting groups to agree on\u00a0where to go or be at some point in the future.<\/span><\/p>\n

    Rationale<\/i><\/span><\/p>\n

    Have you ever had a problem getting a group of friends or family to agree on where to go to eat?\u00a0 Now try to get a group of bright professionals to agree on where they are headed!\u00a0 It is much easier to ask and build consensus around \u201cWhere have you been?\u201d or, \u201cWhat type of legacy have you left behind?\u201d<\/span><\/p>\n

    This step defines the specific vision of the organization\u2014where it wants to go. \u00a0Projects, initiatives, activities, and organizational effort are directed toward attaining the vision.\u00a0 Vision drives objectives and other key measures, not the other way around.<\/span><\/p>\n

    Method<\/i><\/b><\/h4>\n

    Hand out recent copies of an appropriate industry organizational or trade magazine or periodical familiar to the participants. Turn them to a specific page (could be the front cover) or column that is frequently read. The Wall Street Journal<\/i> could be a default publication that you use, but decide which section will display the headline<\/a> based on the type of group you are working with.<\/span><\/p>\n

    Have each group develop a newspaper headline that they would like to read on the date of their vision\u2014e.g., \u201cWhat would the headline read on January 15, 20xx?\u201d\u00a0 Have them embellish the headline with the 250-word story behind the headline.<\/span><\/p>\n

    Bring the groups together to compare and contrast. Work the Bookends<\/i><\/a> looking for similarities and differences. First, convert the headline. The story items supporting the headlines can then be used to add detail to the vision.<\/span><\/p>\n

    NOTE<\/i>:\u00a0 Pretend they are on a beach in the future and pick up this periodical, what you are really asking them is \u201cWhat is the legacy you have left behind as a result of the effort at hand?\u201d Establish the time in the future based on when this group has disbanded.<\/span><\/p>\n

    Suggestion<\/i><\/h4>\n

    See the following website for headlines from around the world:<\/span><\/p>\n

    http:\/\/www.newseum.org\/todaysfrontpages\/<\/a>\u00a0 \u00a0 or<\/span><\/p>\n

    http:\/\/www.pressreader.com<\/a>.<\/span><\/p>\n

    Timing<\/i><\/span><\/p>\n

    Facilitating vision typically takes from 30 minutes to two hours.<\/span><\/p>\n

    Closure<\/i><\/span><\/p>\n

    This step is complete when you have a statement (not necessarily grammatically pure) that the group believes captures the target or vision of where they want to go. Check with them to see if they can recognize the target defined by their vision and would agree if they get there.<\/span><\/p>\n

    Reply with any questions you might have\u00a0by commenting below. For additional methodology and team-based meeting support for your change initiatives, refer to our store http:\/\/mgrush.com\/shop\/<\/a> or consider the book \u201cChange or Die, a Business Process Improvement Manual\u201d<\/i><\/a> for much of the support you might need to lead more effective groups, teams, and meetings. Don’t forget to illustrate using your metaphor, as a metaphor is worth a thousand pictures.<\/span><\/p>\n

    ______<\/strong><\/span><\/h4>\n

    In a world where everyone can engage in decisions that affect them<\/span><\/strong><\/span><\/p>\n

    ______<\/b><\/span><\/p>\n

    Lead the Change\u2014One Meeting at a Time<\/b><\/b><\/span><\/h3>\n

    Are you ready to transform how decisions are made, problems are solved, and alignment is built in your organization?<\/span><\/p>\n

    True meeting leadership goes beyond setting an agenda.<\/b> It requires a facilitator who can navigate complexity, balance voices, and drive toward outcomes with clarity and consensus. Our Professional Meeting Leadership Workshop<\/b><\/a> and facilitation training equips you to do just that\u2014blending human-centric methods<\/b> with structured analytical tools<\/b> to foster rigor, inclusivity, and results that stick.<\/span><\/p>\n