𝗟𝗶𝘃𝗲𝗱 𝗩𝗶𝘀𝗶𝗼𝗻 𝘃𝘀. 𝗣𝗮𝗽𝗲𝗿 𝗧𝗶𝗴𝗲𝗿𝘀

I won’t soon forget this moment. I was facilitating a team tasked with developing a new educational concept. During one session, I sensed that not everything about the vision had been openly discussed. To make this visible, I drew an imaginary line on the ground and asked the team to position themselves between: 
"I believe everyone fully embraces our vision" and "I think our vision is not clear at all within this team." 

The team leader stood alone at the point of full acceptance. Every other team member stood on the opposite side of the line. A confronting moment—especially for the team leader. The connection was missing. 

Back at the table, it quickly became clear: the vision had been read, but it didn’t feel like something they owned. It was a paper tiger. Interpretations varied widely—some found the vision vague, others were cynical, and some were even frustrated. 

A Vision Provides Direction from a Systemic Perspective 
A vision is an essential part of leadership, requiring reflection and connection. It is not a document to be outsourced or copied from other organizations. It must emerge from the dynamics of the system, rooted in the true purpose of the organization—bridging the gap between what is and what could be. 

Yet, I often see visions that primarily reflect the change desires of a small group within the organization. Sometimes they seem directly lifted from strategic trend reports or the imagination of a policy department. For instance, I’ve observed how the concept of Bildung suddenly appeared in multiple university strategic plans—simply because it was a political hot topic. Not inherently wrong, but problematic if there is no real connection to the educational mission, and if thinking and speaking are not aligned with daily practice. If the consequences are not addressed. 

A Lived Vision Is Felt 
It motivates, provides direction, and fuels the energy needed to face challenges. A team that truly shares and embodies a vision radiates it. But a vision that exists only on paper? That remains a paper tiger—a tiger that devours the efficiency of the creative process, slows it down, and paces in circles within the cage of the undercurrents. 

Sharing a vision requires collective effort. Through meaningful dialogue, where differences can be shared and discussed. Where dilemmas and concerns are put on the table. Where leadership is strengthened. 

How do you experience the vision within your organization?