Fifth, the vision statement and expertise should relate to some formally identified sense of purpose: what difference does our family, clan, organization or social system in the life of people living in this community, country or world? What social purpose are we serving and how does this purpose relate to our vision of the future? Our vision can be self-serving or even profoundly destructive with regard to social purpose (as in the case of Hitler’s vision). It is important that vision be aligned with a fundamental social purpose. Expertise that is offered in a manner that is unrelated to social purpose is (and should be) ignored.
Thus, while a vision statement will change over time and expertise will sometimes be heard and at other times be ignored, the mission, values and social purposes tend not to change, or they change very slowly. While the vision is the wind in the sails that propels a vessel, the mission, values and social purposes provide the anchor, keel and rudder that keep the ship afloat and properly aligned. Furthermore, even though thoughtful (expert) advice and a compelling vision statement may come out of the mouth of a visionary leader, it ultimately requires collaboration and appreciation if the expert advice and vision are to be truly owned by those who must make use of the advice and enact this vision.
Several conclusions regarding appropriate time and place can be extracted from these five criteria. First, the expertise and vision statement should be offered alongside clearly articulated statements regarding mission, values and purposes. The vision itself should build on many conversations, the sharing of stories (not just the visionary leader’s stories) and the identification of moments of “greatness” in the past history and present realities of the organization. Expertise is valued, and visions come alive and help guide collective action when they are generated and articulated under these conditions (place and time).
The Challenges and Irony of Expertise and Vision: If brilliant expertise is evident and a compelling vision is generated, then what do we do about this expertise and vision? We must do more than applaud the compelling advice-giver or visionary speech-giver. We must do more than walk away, inspired to do good –for at least a day or week. So-called “motivational” speakers and renown “experts” provide a welcome respite from the daily grind, but they rarely have long term impact. The neurosciences offer an important clue regarding what has occurred after listening to the expert or motivator. Recent research regarding the hormonal system in the human body points to the important role played not just by adrenaline, but also by oxytocin, a hormone that brings us closer together rather than leads us to fight or flee. Oxytocin is a “bonding” agency. It is critical to the production of love and hope in human beings. It is the hormone that surges in women (and even in men) when a child is about to be born. It is the primary physiological ingredient which turns (to use Martin Buber’s phrase) an “I-It” relationship into an “I-Thou” relationship (Buber, 2000).
We propose that oxytocin is also critical to the sustained enactment of expert advice or engagement with a compelling vision. While adrenaline may surge after receiving compelling advice or listening to a stirring (and visionary) speech, it is the bonding power of oxytocin that motivates people to build on expertise and a vision through collaboration and community. The neurosciences are teaching us that experts and leaders of vision must not just excite people, they must also “bond” people to their expert advice or new vision. Triangulation is required for expertise to be effectively used or a vision to be sustained. By this we mean that it is enough for two people to work together—a third element must be present if the working relationship is to be sustained. This third element is a shared vision (linked to a shared mission, set of values and compelling social purpose).
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