Visionary Ambiguity and Strategic Change

Dennis A. Gioia · Rajiv Nag · Kevin G. Corley

133 citations0/0 files storedJournal of Management Inquiry

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Organizational Strategy and Culture Management and Organizational Studies Organizational Change and Leadership

Abstract

Can ambiguous vision statements help to initiate strategic change? We draw on organizational and political concepts to make the case that ambiguity in the expression of future aspirations enables a sense of alignment between local and larger organizational goals that eases the political path to successful change. We also explore the paradox that, occasionally, the path out of ambiguity involves the initial injection of even more ambiguity into an already ambiguous situation. In addition, we demonstrate that consideration of a practical problem (how to effectively initiate strategic change) and a nonobvious recommendation (to employ an intentionally ambiguous vision) leads to a deeper exploration of key processes involved in the revision of personal and organizational knowledge.

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References

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