There are many ways to develop a vision. In this module, we are going to explain one technique which you may wish to experiment with. There is no single right way to develop a vision.

The first step is to identify your stakeholders.  They should include consumer representatives.

You can run this as a group activity with people who are involved in your service. Alternatively, you could speak to people individually and collate their responses together before testing it with them for further feedback.

Next, warm up your stakeholders. This might be an informal discussion to hear what is new with them through to a more formal presentation of your organisation’s strategy and what has been happening in terms of clinical governance.

Next, you will use a solution-focussed technique called “The Miracle Question.” This question asks people to consider what an alternate reality might look like - in which things are different, better, and challenges are resolved.

Here is some example wording: “Imagine we meet again in a weeks’ time and during that period a miracle has happened at our primary and community service. All the key challenges you know about in the service have resolved themselves.”

At this point - take a pause and let people reflect on what you have just said. Then you will ask, “What is it that has changed?”

You can invite people to write this down on a post-it note, or you could write it for them. (Put one idea on each post-it note).

When this is complete, assemble and group your post-it notes together in ways which make sense to you.

Look at the improvements in front of you, and consider how you might describe your service when they are in place.

This description is your vision.

The ideas - if they are supported by your leadership team - will also help inform your improvement program- we’ll talk more about this in the next module.

The final step is to sense check your vision.  A great vision statement typically shares these four characteristics:

• It is ambitious. Your vision should be a challenge that your team will need to strive to achieve
• It is feasible. Keep your vision within the realm of feasibility; it should be challenging, but not impossible
• It is broad. It should make sense in the context of all your organisation’s goals.
• It is strategic. Your vision is well-considered and relevant to your organisation’s strategies and corporate plans.

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Source: How To Write a Vision Statement: Steps & Examples [2023] • Asana