The simulation demonstrates the use of vision as a driving force. Most school districts say their vision is to get all children to meet the education standards set for them and reach their highest potential. However, they rarely get collective agreement that all members are part of the vision, nor do they take the next step and align their systems, structures, and learning practices with their vision. The simulation suggests that organizations need to develop a collective vision. Having a collective and communicated vision with actions tied to it conveys a powerful sense of purpose and accomplishment.
People understand why they are doing what they are doing and know what results count.
This helps to motivate people and to build momentum for further success. Vision has gotten a bad name in education largely because it has been seen as an end in itself, rather than as the guiding force for the collective energy and action in the community. Simulation participants usually haven't thought about vision this way and experience a real breakthrough when they see how vision ties together everything in the organization. People who play the game tell us that their change efforts in real life are not given adequate time to show impact and that leaders often have unrealistic expectations for immediate results. But people planning systemwide change must set realistic milestones along the way to assess and recognize progress and make mid-course corrections.