A similar steering effect ofexpectations is also central in studies ofLeitbilder, or guiding visions (Dierkes, Hoffmann, and Marz 1996; Sturken et al. 2004) like the ‘electronic superhighway’ in the 1990s or the ‘hydrogen economy’ of the last decade. The idea is that a choice of the right Leitbilder will lead to a successful coordination of efforts (Grin and Grunwald 2000; Kuusi and Meyer 2002). The criticism is that such dynamics can be traced only ex post, and that the approach is insufficiently robust for an ex ante policy (Berkhout 2006). Eames (2006) and his colleagues have studied how the guiding vision of the hydrogen economy has lead to resistance. They show that when the general vision is filled in with concrete projects contestations will arise. Their example is the Clean Urban Transportation Europe project in the UK where industrial partners like Daimler-Chrysler and BP, and semi-public organisations such as Transport for London were involved. The starting idea that hydrogen is a sustainable and green solution to the mobility problem in London remained uncontested until stations for hydrogen were to be implemented. The residents immediately protested violently. They stated that the project leaders ‘[are] living in a fool’s paradise to think that this is safe. When we were in grammar school laboratories, we were taught to treat hydrogen with respect’ (Financial Times, September 27, 2003, cited in Eames et al. 2006). The fact that it was supported by a European programme was an additional reason for suspicion. As one spokesman put it: ‘What I resent is the pressure from Europe to force one country to adopt this very dangerous technology’ (371). Overarching vague visions that initiate and coordinate projects may run into trouble as soon they become more specific. (van Lente2012)