“I was wondering if it was going to be too woowoo for me, and I’m so glad it wasn’t.”
I hear this a lot from my clients, who aren’t sure if Visioning is going to give them the marked, noticeable inflection point in their life that they’re looking for. Fortunately, Visioning is not a series of inspirational quotes or meditations. Visioning’s core functions are based on behavioral theories around motivation, perspective, and behavioral change.
We know how Visioning works, but why does it work?
Visioning is rooted in the theories of Planned Change
Planned change refers to a deliberate, systematic process of changing an organization or group's behavior to improve its effectiveness. It involves identifying areas in need of change, developing a plan for implementing the change, and executing that plan in a way that maximizes its effectiveness and minimizes resistance.
Planned change is often used in organizations to address issues such as declining productivity, low morale, or outdated processes. The process typically involves several stages, including diagnosing the problem, selecting and designing the intervention, implementing the intervention, and evaluating the results.
There are many different models and approaches to planned change, including the Lewin Change Model, the Action Research Model, and the Appreciative Inquiry Model, among others.
In Visioning, we use these same models to ask the right questions about our past, present and future that will initiate a new direction for us.
How we apply these models in Visioning
The exercises we complete in the Vision course are intended to achieve at the individual level what these models do in group settings. These theories also apply to Visioning:
There must be a desire for change that exceeds the inertia of staying with the status quo, or you won’t be motivated enough to change.
The steps can be done linearly, cyclically, or non-linearly.
Understanding our past and how we got to the present can help us paint a better picture of our core values, which creates the foundation for the Vision for the future.
Tackling psychological obstacles like limiting beliefs, problem awareness, and imagining alternative routes, can create both confidence and new opportunities.
The Lewin Change Model
The Lewin Model of Change, also known as the Unfreeze-Change-Refreeze Model, is a three-stage model developed by Kurt Lewin, a pioneer in the field of social psychology. The model is designed to guide organizations and individuals through the process of planned change.
The three stages of the Lewin Model are:
Unfreeze: This stage involves preparing the organization or individual for change by unfreezing current behaviors or practices. This may involve breaking down existing habits or attitudes, increasing awareness of the need for change, and creating a sense of urgency for change.
Change: In this stage, the focus is on implementing the actual change. This may involve introducing new processes or procedures, restructuring the organization, or implementing new technologies.
Refreeze: In this stage, the focus is on stabilizing the change and making it permanent. This may involve reinforcing new habits or attitudes, creating new policies or procedures, or developing training programs to ensure that the change is fully integrated into the organization.
The Lippitt Change Model
One of Lippitt's most well-known contributions to the field of planned change was the "Lippitt Change Model," which outlined a seven-step process for implementing planned change in organizations. The model emphasized the importance of involving all members of the organization in the change process and maintaining open communication throughout.
Identify the problem and its root causes.
Evaluate the willingness and ability of the organization or individuals to embrace change.
Assess the resources and capabilities of the change agent, including their dedication, influence, and endurance.
Develop a step-by-step plan for implementing change, taking into account the priorities, risks, and benefits of each stage.
Clarify the roles and responsibilities of the change agents, such as motivators, facilitators, and subject matter experts, and make sure they are understood by everyone involved.
Maintain momentum and engagement throughout the change process by communicating regularly, seeking feedback, and coordinating efforts among stakeholders.
Gradually phase out the involvement of the change agents as the change becomes embedded in the culture and routines of the organization or individuals.
Ron Lippitt is often referred to as the “master of planned change”
Ronald Lippitt was a prominent social psychologist known for his research and work in the field of planned change. He was born on September 6, 1913, in Tiffin, Ohio, and passed away on January 14, 1958.
Lippitt was a pioneer in the field of planned change, which refers to the deliberate, systematic process of changing an organization or group's behavior to improve its effectiveness. He conducted extensive research on the process of planned change and developed several models and strategies for implementing successful change initiatives.
Lippitt also worked extensively with Kurt Lewin, another prominent social psychologist and pioneer in the field of planned change. Together, they developed the "Lewin-Lippitt Change Model," which expanded on Lewin's original model of planned change and emphasized the importance of leadership in the change process.
Visioning is a powerful tool for change
Simply put, having a Vision:
Provides clarity and direction. By envisioning a desired future state, individuals can gain clarity on their purpose and set a clear direction for their actions. This can help them to stay focused, motivated, and avoid distractions or unproductive activities.
Creates a sense of purpose and fulfillment. It can inspire and provide a sense of purpose and meaning, which can enhance personal satisfaction and fulfillment.
Stimulates creativity and innovation. When we ask the right questions and keep things intentionally vague, many more opportunities open up to us.
Fosters commitment and motivation. It’s more exciting than ever to know that not only you’re on the right path, but that you can realistically get there by the deadline just by making sure every decision you make takes you closer to your Vision instead of farther away.
Provides an internal compass. Your Vision can provide a basis for evaluating progress and measuring success, which can help you make better decisions every day.
Overall, visioning works for individuals because it provides a powerful motivator and framework for achieving personal success, and can enhance clarity, creativity, commitment, and fulfillment.
