Advance your business by “Discovering Common Ground” among all stakeholders

A method of long range strategic planning, in real time, that brings together all the various parties involved in the mission and future of a community or organization.

FUTURE SEARCH CONFERENCE

“FUTURE SEARCH CONFERENCE” is based on methods and principles developed and set forth by Marvin Weisbord, Sandra Janoff and numerous other professionals who, over many years of research and practice have contributed to the understanding of large group dynamics and systems theory.

Shem Cohen Albany, New York (518) 489.5497

It Is Not . . .

It is . . .

An Alternative to “Doing the Same Old Things” and “Getting the Same Old Results”

A method of strategic planning, in real time, with both external and internal stakeholders present.

The unique, highly effective Future Search Conference approach goes beyond traditional strategic planning and involves the entire “community” surrounding the organizational entity searching for its desirable future.

Key outcomes are: People move from boundary feuds and protecting special interests to mutual

cooperation and support.

The entire community looks beyond their assumptions and fears to common ground “outside the box”.

Mutual understanding and focus develops to increase commitment and support to implement and sustain action plans and change strategies.

A forum to “work issues”

Conflict resolution

Problem solving methods

A place to lobby, “sell” or manipulate decision-making

Shem Cohen Albany, New York (518) 489.5497

Framework“How this approach differs from typical participative meetings”

The WHOLE SYSTEM participates ~ a cross-section of as many interested parties as practical. That means more diversity and less hierarchy than usual in a working meeting, and a chance for each person to be heard and learn other ways of looking at the task at hand.

Future scenarios ~ for an organization, community or issue ~ are put into HISTORICAL and GLOBAL perspectives. That means thinking globally together before acting locally. This feature enhances shared understanding and greater commitment to act. It also increases the range of potential actions.

People SELF-MANAGE their work, and use DIALOGUE ~ not “problem solving” as the main tool. That means helping each other do the tasks and taking responsibility for our perceptions and actions.

COMMON GROUND rather than “conflict management”, is the frame of reference. That means honoring our differences rather than having to reconcile them.

Shem Cohen Albany, New York (518) 489.5497

WHEN To Do It

Need to infuse energy and motivation to renew and revitalize organizations

and/or networks

Shift organizations in transition from the past to the future

Identify and confront new or changed external conditions affecting the

organization

Generate support, congruence and commitment from all segments of the

system

Clarify the future purpose, roles and boundaries of the organization and its

interfaces

New leadership is taking over

Opposing parties need to meet in a productive environment through an

apolitical forum

Other efforts to unify and create a shared vision of the future have stalled

A key transition is eminent stemming from strong influences

Shem Cohen Albany, New York (518) 489.5497

BENEFITS

Influences and establish a common purpose and direction of the whole organizational system

Identifies commonality and diversity

Shares responsibility and control by all constituents instead of mandates from the “top”

Fosters commitment to the organizational mission from all influences

Broadens horizons and perspectives that guide short-term priorities

Involves representation from internal and external influences at levels beyond leaders and experts

Opens opportunities to meet a variety of different people with diverse points of view

Creates ways to leverage information use and delivery as a competitive advantage

Learn more about the challenges and help define ways to meet them

Shem Cohen Albany, New York (518) 489.5497

Inclusive, open

Stakeholders fromall segments

5-10+ years

Flat, circular

Shared

Acting “as if” based on desired future

Economic growth, common purpose, contribution

Commitment to community

On-going task forces

Comparison

Exclusive, proprietary

Internal Leadership withStaff support

1-5 years

Hierarchical, pyramidal

Top down

Projection, trend extrapolation

Economic growth

Reduction of anxiety

Document, ??? energy / commitment

CONVENTIONAL STRATEGIC PLANNING

FEATUREFUTURE SEARCH

Mindset

Participation

Time Frame

Structure

Control

Planning Method

ValuesOrientation

PsychologicalResonance

Output

Shem Cohen Albany, New York (518) 489.5497

Others join and form a 4-5 member Steering

Committee

Steering Committee

establishes a 6-12 member Planning

Committee

Planning Committee

develops plans for

the Conference

Conference occurs

Action groupsImplement initiatives

Follow up andSupport activities

HOW to do itSomeone thinks

It’s a good idea

16 hours over 3 days 35-100 participants 25% external stakeholders All participants stay for the entire

conference

Shem Cohen Albany, New York (518) 489.5497

Getting Started(Steering Committee)

Future Search history, theory and practice

Why bother doing a Search conference?

Why bother doing it now? When should we do it?

Who should be on the planning committee?

How will we gain interest, enthusiasm and commitment from planning committee members?

Shem Cohen Albany, New York (518) 489.5497

Getting Started(Planning Committee Tasks)

Why bother doing a Search conference? When should we do it?

What is the conference task?

What is the focus ~ the organization, community, industry, profession, customers?

Stakes of people present?

Who are the possible stakeholders? Who benefits? Who needs to influence and be influenced?

Who has the information required?

How should the conference be configured?

What are the time frames to explore? How far back and how far forward?

Who should be invited and how will you get them in the “room:”?

How will we document and communicate the outcomes?

How will we implement action plans and initiatives?

How will be follow up on commitments?

What arrangements will be made,(logistics, location, materials) and how will get them done?

Shem Cohen Albany, New York (518) 489.5497

Conference AGENDA

AM

PM

Day 1 Day 2 Day 3

Session 1 Mixed Groups• Welcome & Opening Remarks• Overview, agenda, ground rules• Introductions

Session 2• Review of the Past on personal,

organizational and “world” level

Session 3 Stakeholder/Large group(s)• Review of Present Trends (Mind

Map)• Identify common, external influences

Session 4 Full Group• Present trends, cont’d.

Session 5 Mixed Groups• Present trends implications

Session 6• Owning the present• “Prouds & Sorries”

Session 7 Mixed Groups• Create Ideal Futures

Session 8 Mixed Groups• Present future scenarios “acting as if”

Session 9 Full Group• Identify common ground of the future

Session 10 Full Group• Reality Dialogue

Session 11 Stakeholder &/or Theme Groups

• Action Planning• Report out

Session 12• Final Summaries and next steps• Closing

Shem Cohen Albany, New York (518) 489.5497

Conference Staff

Set time and Tasks

Large Group Discussions

Keep purpose front & center

Participants

Provide information / Create meaning

Manage own small groups

Future scenarios / Action Groups

All ideas are valid

Everything is written on flip charts

Listen to each other

Observe time frames

Seek common ground and action

Differences and problems are acknowledged ~ not “worked”

WorkingAgreement

GroundRules

Guidelines

Stages of Change

Contentment

Denial

Renewal

Confusion

Surface &Acknowledge

Open Forum& DialogueConfrontation

A FS facilitator believes that:• Every person and every group is doing the best they can with what

they have every minute of every day.• People do only what they are ready, willing and able to do.• People need not change their own minds or anyone else's for a

group to discover its common ground and potential for action.

A Theory of Facilitating• The facilitator's task is to keep the group whole and working

together, not to fix problems, resolve differences, or motivate action.• Groups stay whole and develop greater capacity when they (a)

discover their real differences in belief, skill, and function, and (b) integrate their capabilities for a common purpose.

• Groups tend to fragment around differences, whether real or imagined. The facilitator's job is make sure no person becomes a scapegoat due to a personal trait, feeling, or point of view.

• Facilitators are responsible for boundaries of time and task, not for content, analysis, direction, interpretation, meaning, or synthesis.

Shem Cohen Albany, New York (518) 489.5497