Other things to keep in mind
• A vision for the future is never finished - it will always be evolving.
• Don’t spend time arguing about details - instead notice where you have agreement,
or where there are issues that are particularly charged for one or more people.
• Celebrate where you agree, and take a moment to feel how much uncertainty we
are actually experiencing in these times.
• It is very useful to define core values that you have as a group and that inform your
vision, this often stays pretty stable whereas a vision can often change to meet
new demands and opportunities.
Once you have developed this shared vision you can use it to explain to people what
your Transition University group is about. An example of this can be clearly seen in following vision of Transition University of St Andrews which is:
“Transition University of St Andrews is a diverse network of
people motivated by a common concern for the sustainability
of St Andrews and the wider world. Through partnership and
collaboration we aim to create/facilitate a flourishing community
that lives responsibly within environmental limits. We have a
vision of a university that exemplifies the values and practices
of sustainability through excellence in scholarship, operations
and community action.”
Depending on its structure your coordinating group will probably experience a lot of change-over. A majority of new members coming in on a yearly basis is not uncommon. Many people will come to the Transition coordinating group without having a clear idea of what Transition is.
This is why a vision document is important, as is having regular opportunities to openly discuss and revise the mission, aims, and values of the group. This helps promote ownership for new members and to make sure that the group is responsive to the ever-changing nature of the university community. It is a good idea to develop a habit of revising the mission, aims, and values on a regular basis, perhaps even every year if turnover is very high, which tends to be the case in a student context.
40