I'VE ALWAYS VIEWED CONVERSATIONS ABOUT ORGANIZATIONAL VISION as exciting opportunities to put a whole host of ideas and convictions from the sublime to the ridiculous out on the table for everyone to think about. You never know where a spark might come from that will light the path for an organization's direction and en lighten thinking. I've always been puzzled by folks who think visioning is nothing more than silly, unattainable chatter. I suspect that these naysayers have participated in enough visioning discussions where nothing was done to pin down key concepts so that all of it floated away like a clutch of helium balloons. I hear that. The absolute requirement for me is to never leave a visioning discussion without pinning down key concepts or common threads of ideas. These, then, become the contextual frame which holds all the nuts and bolts discussions of strategies and tactics. As I've written here , I am believer that the nuts and bolts ought to be driv