Building a joint vision allows organizational  values to be leveraged for scaling social change. Joint visions have two dimensions. First, the process of building a joint vision is necessary, especially in conflict-affected contexts or where unequal power relations must be overcome in order to create sustainable relationships across lines of division within an organization. Second, once it is developed, the existence of a joint vision serves as a basis for broadening the impact of an organization’s work. 

Creating a joint vision can occur through building groups around common issues and creating opportunities from the ground up to build positive interpersonal and cross-community relationships. For instance, in the 1990s, the Northern Ireland Council for Voluntary Action (NICVA) organized around community development projects and social issues, such as housing, that impacted both Catholic and Protestant communities. As part of these projects, NICVA involved groups from both sides, with the understanding that, in the words of activist Seamus McAleavey, “the more people that are engaged in purposeful activities that impact their lives the more they will share their understanding together.” Careful effort was also made not to initiate projects that could appear to benefit one community over another (for instance: NICVA supported work called Community Development in Protestant Areas; it was not called Protestant Community Development). Bringing together Protestants and Catholics around common socio-economic issues allowed for the creation of a joint vision of how to move forward both in terms of community development and community relations.

Once a joint vision is developed, its existence lets the organization’s work continue and expand. This is particularly important in contexts where individuals from different conflict groups are working together, given other challenges that exist in these contexts. One activist with Sadaka Reut emphasizes that the joint values shared by Jews and Palestinians in the organization serves an important role as modeling the possibility of binational partnership because it is reflected in interactions with people outside of the organization. Joint visions also are important for making organizations credible across conflict lines: in Northern Ireland, Mari Fitzduff notes that the Community Relations Council was perceived as credible because its vision was based on three things acceptable to all groups with which it engaged: equality, diversity, and interdependence. The same is true of the Women’s Coalition (also in Northern Ireland). One of its founder members, Annie Campbell, notes that having a vision built on principles shared by a wide range of groups created opportunities for broadening impact through the existence of a “big tent” coalition. Doing so was crucial for building trust and credibility across conflict lines and building organizational credibility. 

Finally, a Black Lives Matter activist illustrates how framing can evolve over time as well as the importance of being able to frame an organization’s message in ways that appeal to other groups. She shares:

Black Lives Matter is a wonderful thing conceptually, wonderful to mobilize people...It has evolved into an interesting thing where you have more and more white punks and anarchists who have become champions of it in a way that doesn't always include black folks...There's also hashtag fatigue, people are getting more creative. We see people’s identity by overlapping groups. For example: #BLM#girlsrock or QPoC- Queer People of Color. [...] Also because of Trump there is new focus on concerns of immigrants and the undocumented being integrated into violence against black or African American people...This reality has changed our concept of coalition building to a motto of “the rising tide lifts all boats.” [But we] still focus on black liberation.

As this activist makes clear, over time an organization’s framing can change. To scale, leaders often adapt core messaging and values to fit the narrative of a larger coalition. 

Challenges you may encounter using this tool:

• Building a joint vision requires a substantial investment of time and, frequently, involves an iterative process. Organizational leaders should be prepared to invest this time to get the vision right.

• When organizational membership cuts across ethnic or religious groups, it can be challenging to articulate a vision that speaks to all those involved. Avoid falling victim to the “lowest common denominator” approach to articulating a shared vision of the future. Creating a truly JOINT vision is essential to ensure that each sub-group within the organization identifies with the shared vision.

• As community based organizations scale, their membership and geography often also expand. This can create a tension between original and new members, and may also shape the way an organization presents itself. If the vision was articulated at first for just one group or context, it may be necessary to revisit and rehash the vision to bring new members and contexts into the picture. This is especially true when organizations face stigma because of their work and are trying to find ways to recruit new members. 

• Visioning exercises can generate a lot of interest and excitement, but the enthusiasm often stops there. Be sure that there is a follow-on plan to keep the vision alive after its initial development.