We can point once again to Winston Churchill as a notable example of this decline in collective support for a visionary leadership. During World War II, Churchill not only exhibited courage, he also articulated a compelling vision regarding the future of England (and all of Europe), that helped to increase the resolve of English citizens to fight against the Nazi regime and Hitler’s equally as compelling (though horrifying) vision for a new Europe. When the Germans were defeated, England and Churchill not only lost an enemy, they also lost their compelling vision for the future.
While England (and all of Western Europe) were certainly better off after World War II than they were during the war, there was not a new Europe. The United Nations didn’t solve all international problems. This was not the war-to-end-all-wars (as was proclaimed at the conclusion of World War I). Many writers have documented the existential despair that followed World War II, when people had to return to a life that had not improved, despite the visionary statements of World War II leaders like Churchill, Roosevelt, De Gaulle—even Stalin.
What about the role of vision on a smaller plain—in a group or organization? I propose that the same ironic challenge exists. The vision must remain viable. Organizations are often in crisis when they achieve some success and have realized a dream. What do we do now that we have completed this five-year plan? We have obtained this grant and have initiated our new programs, but nothing has really changed. We are still hustling for more funds. It is critical that a new set of goals be established before the old ones are realized; it is equally as important, however, that achievement of the old goals be honored and celebrated.
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