Unorthodox concepts in HR : Part 3 – Sublimation of Vision Statements

In this post, let’s continue our exploration of Unorthodox concepts in Human Resources/People Management. In this series, we are exploring concepts that are unlikely to be found in ‘respectable’ text books (and also not taught in ‘premier’ business schools) but are very much real in the paradoxical world of people management  (See ‘The attrition principle’ and 'In the valley of attrition' for the previous post in this series).

Let's begin by defining these terms - Vision statement and Sublimation.

Vision statement : A vision statement provides a snapshot of the preferred future of the organization. Usually, a timeline is attached to the vision statement (e.g. By 2025, we would be the largest company in our industry by revenue)

Sublimation : Sublimation is the name for the phenomenon when a substance changes directly from the solid state to the gaseous state without going through the liquid state (so we are using the 'Chemistry' meaning of 'sublimation' - as opposed that in 'Psychology')

So how do these two apparently unrelated concepts come together?  Vision statements have this interesting tendency to move directly (sublimate!) from 'future' to the 'past' without bothering to go through the 'present'!

In practical terms, what happens is something like this. In 2015, a company sets up a 2020 Vision. Around 2018 or 2019 the same company replaces the 2020 vision with a 2025 Vision.  Once this 2025 vision is in place, the 2020 vision is discarded and company is no longer bothered about seeing if the company achieves the 2020 vision. So, the the 2020 vision directly moves (sublimates!) from the 'future' to the 'past' without bothering to go through 'present' reality!  Hence, 'future becomes a great place to hide' the lack of progress on working towards the Vision!

While this sounds like 'cheating', it might not be that harmful to the organization. Vision, as opposed to a goal, is meant to be aspirational. It can even be argued that calling a long term aspiration as 'vision', and thereby putting it on a pedestal (and following it too rigidly), can in in fact be harmful to the organization in a rapidly changing environment as it might hinder the organization from seizing emerging (unanticipated) opportunities. 

Hence, in a way, it makes sense to keep the vision perpetually (and safely!) in the future. As we have seen in 'Mission without Vision', it might make sense to have only a mission and not a vision. Ultimately, what the employees want is a sense of direction and purpose and not vision or mission statements! 

Any comments/ideas?

Mission without Vision?!

Recently, I tried to do some sort of ‘life planning’. Conditioned by the two decades spent in the management domain, my first impulse was to try to write out mission and vision statements for myself.

When I tried to do this, something interesting happened. I was able to write the mission statement very easily. But, somehow I couldn't write the vision statement! 

This surprised me quite a bit. Usually, mission (purpose) and vision (snapshot of the preferred future) go together. Then why am I able to write the mission statement so easily but not the corresponding vision statement? 

What deepened the mystery was that when I had attempted to write my mission and vision statements a decade ago (as part of a training program that I was attending) I didn't face any such difficulty in writing a vision statement.This left my wondering what happened during  the intervening decade that made writing the mission statement much easier and writing the vision statement much harder.

May be, what is happening is that I am becoming increasingly aware of the unpredictable nature of life. I have realized that fixed definitions of success can become more of constraints than enablers - not only what you planned for doesn't come through but also you miss out on other (sometimes 'better') opportunities because you were not open to them.

So a mission (which is more like a compass) fits in much better with this dynamic scheme of things as compared to a vision (which is more like a static picture of the preferred future)! Of course, one can set goals so long as the goals don't make oneself not open to the emerging new/better possibilities that are in alignment with one's purpose(mission). As opposed to goals, visions tend to me more permanent (and with a longer time frame or without a specified time frame). So, the problem is only with putting a 'picture of success' on a pedestal and adding unnecessary rigidity to it by calling it a vision. 

Life experience often gives you clues on 'who you are'  by showing you 'who you are not'. Of course, life experience also gives you clues on 'what you are designed to do' and 'what is important to you'. This definitely helps in  sharpening one's understanding of his/her purpose (mission) and that is probably why I was able to write my mission statement much more easily this time (and felt it to be more accurate).