Question: How do I make the vision concrete in the mind of collaborators?

We have a vision for the improvements we want to bring to our internal IT environment and enable people to work and collaborate more easily.

This includes complex information, like technical details and different perspectives to join together.

I have tried different forms representations, info-graphics and other images but it does not always work well. Everyone who is providing feedback cannot say why they don't find it clear.

The only point is that it is difficult for them to explain again afterwards, and at the same time they feel that they need more information.

4 Expert Insights

That is perhaps you are trying to help them make rational decision. All decisions are emotional then justified rationally once it's made. In order for you to create a vision you have to understand what is driving them. Because without that vision there is no decision. And without that, there is no action.

Find out what the problem is. The REAL problem.

But first you need a valid mission and purpose. Understand how doing that would benefit them... Now and on an ongoing basis. .

Hope that helps. Let me know and I can elaborate  

I agree with Allan. The rational part has to make sense, but if you want them to engage in a vision, you need to tap their emotions and intrinsic motivation. Even with something concrete and technical there is a story that can move people out of their current separate stories- perhaps the story of solving the REAL problem..

"Paint" an emotional scene/feeling with story. Ask questions to let them come to the vision with you. (Co-creation taps autonomy drivers.) and anchor it in values and purpose to drive the intrinsic motivation of relatedness/connection to purpose.  You might want to open with appreciative inquiry to develop more open mind sets of collaboration.

All just thoughts to spark your brainstorming... Please let me know if I can be of help!

I think that you have some really smart advice from others here.  I would only add that in the special case of IT, it may be that you have to persuade people that they need technical knowledge about IT in order to succeed. And you may need to provide some training to build the vocabulary and knowledge base in order to effectively and efficiently transmit important information to them.  This same issue has been faced about financial/accounting measures and quality management systems.  You may need to claim your space for corporate vocabulary and taxonomy alongside finance and quality.

You may be over-relying on visuals to communicate. Facilitation involves interactive communication, so that by the time the meeting is over, information is not only understood, it's bought into by those involved and even improved on.

My experience is that IT'ers tend to be very literal. Concepts and nuances can get lost in translation.

Contact me if you'd like to talk.