As we talk, the nature and amount of change desired gradually emerges. So also do the values and character of the organization. But, in every instance, the process is driven by the amount and nature of the desired change. Implicit plans exist in the minds and guts of people. Implicit plans are the real guides for all but our most complex actions, because we turn first to our memories when we need to know what to do next.
Explicit plans are documents.
They are usually rather dry and intellectual, containing little of the emotion and richness of their implicit counterparts. And since they are a shadow of the real plan, they need to be used with caution. Further, the process of writing a plan helps us identify gaps and disentangle issues. Thus, most plans should be made explicit. Ensuring that all members of an organization have the same implicit plan and are committed to making it happen is called leadership.