Developing a Vision and Strategy

In the opening analogy in Chapter 5, what does the third group of people do that best represents the use of a vision to guide action?

According to the text, which of the following is NOT one of the three primary purposes of a good vision in a change process?

Based on Figure 5-2, 'The relationship of vision, strategies, plans, and budgets,' vision and strategies are primarily created by what?

What is the author's rule of thumb regarding the time it should take to explain a vision to someone and get their interest?

Table 5-1 lists six characteristics of an effective vision. Which of the following is NOT on that list?

To determine the 'desirability' of a vision, the author suggests asking how it will affect three specific groups. These groups are:

The author argues that a vision requiring only a 3 percent annual improvement is likely to fail because it:

Which of the following does the author provide as an example of an INEFFECTIVE vision?

In the example of the effective U.S. insurance company vision, what was the stated time frame to become the world leader in its industry?

The author states that creating a vision is an exercise of both the head and the heart. What does the 'heart' component primarily relate to?

According to Table 5-2, 'Creating an effective vision,' what is typically true about the first draft of a vision?

What does the author identify as the 'managerial equivalent to vision creation'?

What does the author claim can sometimes be worse than having no vision at all?

Why does the author argue that authoritarian decree is often an ineffective approach to transformation?

How does an effective vision help resolve back-up strategies and debates about direction?

A vision that ignores the needs of key constituencies like customers or employees is likely to fail because it will:

What does the author suggest is the problem with a vision statement like, 'To become the best firm in the telecommunications industry'?

In the effective department-level vision example, what were the two specific, quantitative goals for the reengineering effort?

What is one of the four characteristics of the most effective transformational visions the author has observed?

According to the text, the vision creation process is never created in a single meeting and usually takes how long?

What is the main danger when teamwork does not exist in the guiding coalition during vision creation?

Why do people often cut the vision process off prematurely, according to the author?

What is a 'pipe dream' in the context of strategic feasibility?

The author states that effective visions are always flexible enough to allow for what?

What does the author suggest is the primary purpose of strategy in the context of vision?

Why is a hopelessly vague listing of positive values (e.g., integrity, safe products) considered an ineffective vision?

The successful vision creation case study of a medium-size retail business began with a draft statement from the head of human resources and strategic planning. What was the outcome of the initial two-day off-site meeting?

Why does the author claim we have been taught little about using our hearts in business education?

What is the consequence of having lip service to a vision without genuine commitment?

An effective vision helps align individuals by providing a shared sense of direction. This reduces the need for which costly alternative?

What is the primary flaw of micromanagement as an approach to lead change?

How can a good vision motivate people even when a change, like downsizing, is painful?

According to the text, what can happen to budgeting and strategy making in the absence of a vision?

Why do visions that try to help some constituencies by 'trampling on the rights of others' often fail?

What is the author's advice regarding the balance between making a vision impossibly vague and meticulously detailed?

The author notes that most of the effective transformational visions he has seen are ambitious enough to do what?

What is the relationship between the 'first draft' and the 'guiding coalition' in the vision creation process, according to Table 5-2?

According to the author, asking a good manager for their vision will likely elicit what kind of response?

What does the 'madness of the process' in Table 5-2 refer to?

If a group process for vision creation is struggling, what does the author suggest is often the problem?

According to Figure 5-1, 'Breaking through resistance with vision,' what are the two less effective alternatives to using vision?

A key reason that vision helps coordinate action is that with a shared sense of direction, people can act with more what?

Why are corporate visions that are not 'deeply rooted in the reality of product or service markets' considered recipes for disaster?

What is the author's response to the argument that a challenging, balanced vision is 'very difficult' to create?

What does the author suggest can happen to the resources of a company once a clear vision helps terminate inappropriate projects?

The author describes the vision creation process as requiring 'both analytical thinking and a lot of dreaming.' What is the role of the 'dreaming'?

In the example of the insurance company's effective vision, what did it say would be required to achieve its goal?

What is the final point listed in Table 5-2 about the 'End product' of the vision creation process?

What is the author's final piece of advice in the chapter about leaving steps in the eight-stage process unfinished?

A four-inch-thick notebook describing a quality program is an ineffective vision because, after reading it, most people tend to become: