The second step for the successful change management is forming a vision. On the basis of their understanding and interpretation of the entire situation, the best possible way for the leaders to proceed is to form a vision. While the sense making was more of understanding the situation, making a vision involves making honest evaluation of the situation and keeping in mind the importance of changes as per the priorities of the top management and stakeholders. (Yates, 2009). Vision essentially gives a goal to the organization to reach for in the future.
That is why the vision must be imaginable and realistic. Setting unrealistic vision not only demotivates the employees but also misleads the management in wrong direction. Vision may be unambiguous, flexible as well as easily conveyable. (Kotter, 1996). In the wake of change implementation in the organization, it becomes more important for leaders to have a clear vision for the future. An encompassing vision takes care of the values and legitimate needs of people getting affected by the change. It must also ensure that organizations’ goals are met. A better way of formulation of vision is suggested by taking into account all the people getting affected by the proposed change. This would not only make their perspectives clearer but also impart value to their roles. This would make them welcome the change. Vision would enlist the right things to do to ensure changes are implemented smoothly and after a strong vision formulation, method to achieve it can be decided upon. (Bruch, Gerber & Maier, 2005).
However, if this necessary step is skipped by the leaders, then it would become difficult to work forward in a unilateral direction to achieve the goal of changes embarked on. Also if a narrow, unrealistic or incorrect vision is formed by the leaders, the entire exercise of change implementation could fail. Hence, it is important to make an appropriate vision about most appropriate course of action.