Visioning is a tool you use to establish an image of what you want your organization to look like in the future. The time frame associated with the vision depends on the needs of the group and may range from months to years. The point of creating a vision is to "stretch" your organization and establish a vision of a "preferred state." Growth in terms of size or scope of operations may indeed form part of a vision, but does not always constitute a vision. Circumstances facing your group need to inform the vision. Being realistic is important, as is remembering the concept of stretch. Ultimately, the vision should express the work that all participants will need to do in order to accomplish the desired outcomes.

Various methods. The task of visioning can be completed in several ways. You will find listed here a generic example. Regardless of which method you use, your main focus is ideas. You must get everyone to share their ideas, reach a shared understanding, build consensus, and craft a meaningful vision statement.

One approach:

Important activity for any group. In short, a well-crafted vision statement that has buy-in from everyone involved is often a crucial first step in beginning any group activity.

Shared goals. Vision statements are often very good at "getting everyone on the same page." In the process of constructing a vision statement, preferences will be stated and conversations stimulated in order to reach consensus on ultimate goals.

Reflect interests, needs, skills. Remember that vision statements should reflect your interests and be attuned to their specific needs and capabilities. Otherwise, the likelihood of accomplishing the vision will be greatly reduced.

We've done this before. Almost everyone has been through a process like this at one time or another. Some of the most prolific buzzwords around involve the words vision, mission, empower, and group consensus. Depending on people's previous experiences, the level of cynicism may be very high when an exercise like this begins and may remain high even when a vision statement is developed. Obviously, the only way to overcome this attitude is do everything to make sure things are different this time.

Address skeptics. Perhaps the best advice is to directly address participants' cynicism. Let them know that they are in the room to make things different. Participants have to find a way to cooperate and take responsibility for the outcomes of their efforts if your integration project is to succeed.

Predict the future. The final pitfall associated with vision statements is that people often make lousy prognosticators. Time and experience may necessitate revisiting the vision and modifying it as circumstances dictate. After all, integration takes place in a very dynamic environment and reality may dictate changes. The real key here is to see the vision as a dynamic statement and not simply a static document meant for framing on the wall.