Future Search: A Strategic Planning Process - Presented at the 2013 ISPI Conference in Reno, NV
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Transcript of Future Search: A Strategic Planning Process - Presented at the 2013 ISPI Conference in Reno, NV
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Discover your Future by “Discovering Common Ground”
A proven method of real time strategic planning, for moving “To The Future & Beyond” by focusing on the future , not
solving current problems.
FUTURE SEARCH: A STRATEGIC PLANNING PROCESS
“FUTURE SEARCH” and “THE SEARCH CONFERENCE” is based on methods and principles developed and set forth by Merrelyn and Fred Emery, Ronald E. Purser, Marvin Weisbord, Sandra Janoff, Ronald Lippitt, Eva Schindler-Rainman, Eric Trist, Wilfred Bion, Tonnie van der Zouwell, Solomon Asch and many others who have contributed to a better understanding and application of small and large group dynamics and systems theory.
To the Future and Beyond 2
Why are you here?
What attracted you to this session?What questions do you want
answered by attending this session?
Objectives
• GET THE WHOLE SYSTEM IN THE ROOM• SEE GLOBAL CONTEXT FOR LOCAL ACTION• FOCUS ON THE FUTURE AND COMMON
GROUND• SELF-MANAGE AND TAKE RESPONSIBILITY FOR
ACTION• IGNITE PASSIONS FOR IMPROVEMENT AND
BEING STRATEGIC THINKERS AT ALL LEVELS IN ORGANIZATIONS
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Outline of the SessionIntroduction and ObjectivesFuture Search PrinciplesCase: Fire Prevention Future Search Reflection and DiscussionMini-Future Search ExerciseSummary and Reflection
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.An Alternative to “Doing the Same Old Things” and “Getting the Same Old
Results”
Strategic planning, in real time, with both external and internal stakeholders present.
A unique, highly effective approach. Involves the entire “community” surrounding the
organizational entity searching for its desirable future. Common Ground as a frame of reference.
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Common Ground: An Alternative
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
A Simple 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
TRADITIONAL STRATEGIC PLANNING ELEMENT
FUTURE SEARCHCONFERENCE
Mindset
Participation
Time Frame
Structure
Control
Planning Method
ValuesOrientation
PsychologicalResonance
Output
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What is Future Search?• A model designed by Marvin Weisbord &
Sandra Janoff based on the work of Emery & Trist
• Aimed at getting everybody improving whole systems
• A large conference involving a broad variety of stakeholders
• Creating a shared encounter
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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.
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Three Generic Uses of Future Search
To create a shared vision for an organization or community
To enable stakeholders to discover shared intentions and take responsibility for their own plans
To help people implement a shared vision that already exists
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WHEN To Do It
Need to infuse energy and motivation to renew and revitalize organizations
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 with 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
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PrinciplesOpen systems exploration Equal participation regardless of hierarchyParticipants are chosen as stakeholders Future Focus Include a broad spectrum of viewpoints Everyone shares information, interprets it
and decides on action steps
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Core Values
People:
are a source of information can be creative
Focus on the future Everyone is an equal Diversity should be appreciated and valued Differences are explored but the task is to agree
common ground
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Conditions For Success“Whole” system in the roomGlobal context, local actionCommon ground and future focusFull attendanceHealthy meeting conditions48 hour event spread over 3 daysPublic responsibility for follow-up
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Typical Structure
• Involves 30-70 people
• Has a defined purpose
• Five tasks
• No formal input
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LunchSession 1 Mixed Groups• Welcome & Opening Remarks• Overview, agenda, ground rules• Introductions - Artifacts
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
AGENDA
AM
PM
Day 1
Day 2 Day 3
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
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Future Search ConferencesThe Five Tasks
• Task 1: Focus on the Past
• Task 2: Focus on the Present
• Task 3: Ideal Future Scenarios
• Task 4: Identify Common Ground
• Task 5: Action Planning18
Reflection and Discussion
A Brief Future Search Case ReviewPoudre Fire Authority
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Mini-Future Search Exercise
ISPI A LEADER IN GLOBAL PERFORMANCE IMPROVEMENT:
ISPI IN 2023
THE NEXT 10 YEARS
Summary and Reflection
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
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Elephant and the Blind Men
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