Visioning: Articulating a preferred...

Visioning: Articulating a preferred future

Working Paper: Herbert A. Marlowe, Jr.

September 10, 2012

Visioning, vision planning, strategic planning are all terms which address the topic of working toward a

preferred future. The actual process of building that future, whether it be a community, an organization

or an individual takes years of hard work and sustained effort. It begins however with a vision, an image

of the future that is being sought.

The emergence of vision planning

At its most basic level a vision is an image of the future that we wish to pursue. It may be general, it

may be specific. It may be murky or clear. Whatever the degree of clarity or specificity it has, it creates

both a pull and push to our work and lives. In some ways a vision answers the question, “what do we

want to be when we grow up?”

Answering that question can be very difficult as an individual. As we move beyond individual visions

into corporate visions, whether that be a family business, a large corporation or a community, the

process of coming to concurrence on vision becomes much more complicated. Yet there is wide-spread

concurrence that businesses large or small, communities large or small succeed more in the long-term if

there is a shared vision of where they want to go, what they want to become. In response to this need,

the field of “visioning” or vision planning has emerged.

As any field emerges, it begins to offer conceptual models of what it is about and how to do its work.

Fundamental principles are identified that lead to quality work. Processes are developed and begin to

be standardized as best practices or industry standards. Techniques are developed and refined. The

skills needed for superior performance are identified. As the field further evolves, methods are

developed to measure the value that it adds, the impact that it has.

The paper addresses the current state of vision development or visioning from six perspectives:

conceptual foundations, fundamental principles, processes, techniques, skills and value-added

documentation.

Conceptual Foundations of Visioning

Several concepts underlie our approach to vision development and concurrence. These include the

following ideas.

The future can be influenced and shaped. The purpose of a visioning process is to articulate a preferred

future and then start to create that future. Implicit in this purpose is the assumption that the future is

malleable. That assumption is valid within limits. One of these limits is there are physical laws and

realities which create constraints. Until there is radical climate change, the residents of Florida are

unlikely to be snowmobiling on a regular basis. The second is that the residents of a particular

community are not the only one’s making decisions that will influence the future of their community.

Policy decisions in the state capital and Washington, consumer decisions In a world of global trade,

corporate business decisions, crises elsewhere in the world, information flows via media and the

internet are all also at work shaping the future. These create forces that may be aligned with a

community’s particular vision or forces that may hinder it. The third is that history, culture, tradition,

values, and our own human preferences for stability create self-imposed limits. We don’t want some

futures. Or more often, some of us want a particular future and others of us don’t.

Visions are dynamic. A vision changes over time. It becomes better understood, more fully articulated,

refined based on further work and discussion or modified as events unfold. While the vision statement

itself may stay in place for a period of time, the understanding of that statement is evolving as the vision

effort moves forward. At some point in the future, the statement itself requires a re-articulation.

Citizen engagement. If a vision is to be valid, it has to be based on, and aligned with, the community’s

values and aspirations. Visions which are not will fail to create energy, excitement or effort.

Consensus building. A vision has to reflect the broad agreement of a community. It does not mean

everyone agrees with every word or even that everyone agrees with the general direction of the vision.

Rarely do we get unanimous votes in a democracy. But it has to have more support than a slim majority.

Visions take time to develop and even more time to implement. If there is not broad based agreement

about the desired ends, the inevitable disagreements about means will weaken and ultimately end a

visioning effort.

Ownership. A consequence of strong consensus created by a well-designed and facilitated process, is

ownership. It has to be the community’s vision that is seen as expressing the community’s values and

aspirations, that is seen as expressing results the community truly wants, needs and values.

A vision is a story of what could be. However formulated and expressed, an effective vision statement

communicates a story of what might be. People like stories. They like to tell them and hear them.

Stories are memorable, stories can create energy, stories communicate values, identity, hopes,

concerns. Stories shape our behavior and our beliefs and therefore help shape the future.

Emergent design. Vision processes are highly dynamic. We develop a plan, it meets reality, we adapt.

The process must be flexible enough that it can adapt to whatever emerges from the discussions and

whatever external events may influence the thinking.

The visioning process as a multi-dimensional endeavor

While the definition of vision as an image of the future is a useful starting point, it offers little in the way

of substantive value for the practice of vision planning. In reality, the visioning process can be

understood from a variety of perspectives which are discussed below.

Visioning as consensus on results

A well designed and facilitated vision process leads to broad community concurrence on the results the

community seeks. Results are ends that the community values in and of themselves such as community

safety, a prosperous local economy, access to quality of life features such as recreation, health care, arts

and culture, an aesthetically attractive community, opportunities for their children, a protected natural

environment.

The key to the long term success of a vision plan in a results-focused approach is to maintain the

emphasis on results. There will of course be differences of perspective on any one of the above listed

results. These differences should not overwhelm the broader and underlying agreement about the

result. By maintaining the emphasis on results, a sufficiently broad consensus can be kept so that action

occurs.

One of the strengths of a results-focused approach is its flexibility and adaptability to the future. While

it generates strategies, it views strategies as simply means to an end, i.e. the desired result. Strategies

come and go depending upon their effectiveness. Current and future leadership bodies are not tied to

specific strategies but rather committed to the results. The results-focused approach is not prescriptive

about the strategies that future bodies should employ, but it is directive toward the ends or results they

should be striving to achieve.

Some Desired Results

Safe community

Strong Economy

Quality of Life

Attractive Environment

Visioning as answering four strategic questions

The visioning process can be understood as asking and answering four strategic questions.

Where are we? This question seeks to understand the current state or condition of the community.

What are its strengths and weakness? What threats does it face? How does it compare to other similar

communities? What trends exist? Answers here frame the starting point for the effort.

Where could we be? This question seeks to understand the alternative futures that are realistically

available to the community? What new economic engines are possible? What desirable features could

be developed? What regional, national and global positions are achievable? Answers here frame the

strategic choices before the community.

Where do we want to be? Of all the options available to the community, which does it prefer? What

type of community do the residents and stakeholders want it to become? The answer here states the

position the community will seek.

How will we get there? What are the investments, sustained efforts and strategies, and community

collaboration that are needed to achieve the vision? How will those efforts be made and managed?

How can a sustained effort be developed and supported? Answers to this question enable the

community to execute over the long term.

Where could we

be?

Where do we want to be?

How will we get there?

Where are we?

Visioning as strategy for Capital Development

For any community to prosper and thrive in the future four forms of capital are required. Visioning is

the process of your current strengths and weaknesses with respect to each form of capital following by

developing strategies to grow these four forms of capital.

Economic capital. These are the strategies that will generate financial wealth for the community.

Growing local businesses, developing a competitive workforce, attracting new and growing industries,

creating synergies are all elements in this strategy.

Intellectual capital. In a knowledge-based economy, knowledge and intellectual skill are critical. In

addition to being critical for economic development, there is a growing recognition of the worth and

importance of intellectual capital for broader community development goals related to quality of life,

arts and culture and other creative endeavors.

Environmental capital. Attractive natural and built environments provide competitive advantages to

communities, draw tourists and appeal to residents as places where people want to live and work.

Historic preservation, public amenities, natural settings are all elements in this strategy.

Intellectual

Environ-mental

Social

Economic

Social capital. Effective working relationships among community members that can get things done

distinguish successful communities. Strategies that optimize community diversity, bring benefits for all

and develop processes for on-going collaboration exemplify growing this form of capital.

Visioning as the act of leadership

The execution of a visioning process and development of a shared future vision is an act of leadership. It

is so because leadership consists of envisioning future opportunities and challenges, developing

strategies to meet those opportunities and challenges and ensuring those strategies are aligned with the

community’s needs, values and aspirations.

For leadership to be effective, it must be aligned with the community’s needs, aspirations and values. At

the same time effective leadership may push those needs, aspirations and values. It may reframe needs

by assisting the community to focus on self interest rightly understood instead of short term needs. It

may expand or embolden aspirations by articulating new and challenging opportunities. It may call

upon our “higher angels” to stress those values which better the community in the long term.

At the same time effective leadership must be reality based. It must understand current conditions,

whatever the mix of positive and negative. It must understand external forces and how they impact the

community. In a globally competitive environment, leadership has to realistically assess the

community’s strengths and weaknesses while facing up to threats and carefully assessing opportunities.

As much as leadership must recognize today’s realities, it cannot be bounded by those realities. The

world always changes and today’s weaknesses can become tomorrow’s strengths (and vice versa).

Leadership has to envision future alternatives, better solutions, and new possibilities.

Finally, effective leadership executes. Ideas and concepts must be moved into the realities of

investment, development, and programs.

Visioning as the articulation of Needs, Aspirations and Values

The rationale for focusing on needs, aspirations and values in visioning dialogue is that it is a window

into how people define their self-interests and what they are willing to invest in as citizens. In that

sense needs, aspirations and values are the most foundational topics one can seek to understand in

developing consensual vision, strategic direction and public policy. An individual’s understanding of a

public policy issue may be substantive or superficial and most citizens have little time to develop

substantive understanding on more than one or two topics if that. Surveys that ask for positive or

negative positions on public policy issues therefore are of little value in that additional information, or a

re-framing of how the issue is presented, may substantively shift the response.

What people are expert in however are their own needs, aspirations and values. When those are well-

understood and broadly shared by the populace, a viable public policy or strategic direction can be

formulated. When strategic direction is informed and shaped by these most basic issues, then it is likely

to be supported.

A vision that is not an expression of fundamental needs, aspirations and values will fail. It will fail

because it will not generate the public support needed for long term effort.

Process Architecture Principles

The following process principles underlie a well-designed and facilitated visioning process.

1. The world is real and knowable to everyday persons. While specialized knowledge can be

helpful at particular junctures, the critical issues discussed in the visioning process can all be

understood and addressed by general citizens.

2. Systems thinking. The critical concerns of a community are interrelated. The local economy,

the quality of the education system, the severity of crime, the pattern of the built environment,

transportation, etc are not separate and distinct entities that do not interact. The visioning

process must therefore allow and encourage participants to think in terms of "systems" rather

than "parts".

3. Opportunity thinking. Every community in our nation faces a number of serious problems. A

sole focus on problems can become overwhelming to participants and depress group energy for

action. The key is to design the process in such a way that problems are "clustered" into

opportunity areas. This is not simply a positive thinking approach of the 1950s, but rather a

realistic attempt to find the opportunities in change and problems that a successful business

entrepreneur would seek.

4. Inclusion. The design of the process must allow for inclusion of all significant perspectives of

the community. It cannot be seen as "an establishment only" process if community-wide

ownership is to develop.

5. Cooperation. The vast majority of people would rather cooperate than fight. The design

structures of the process should foster cooperation.

6. Two-way communication. A successful visioning process both depends upon and develops a

"learning community". Given the complexity of today's world, it is impossible for any one

person to "know it all". Useful social knowledge [knowledge that can be applied to significant

community problems] must come from and be based upon collaborative work in which all

perspectives on the issue at hand are heard and discussed.

7. Consensus seeking. While it is unrealistic to assume that everyone involved in a visioning

process will agree with all the details of the process, it is reasonable to always seek common

ground and broadly acceptable solutions. The process architecture should always focus first on

areas of agreement.

8. Productive conflict. It is our experience that participants in a well-designed visioning process

are usually surprised by the amount of agreement they find among themselves. However there

are points of genuine difference of perspective. Properly facilitated, such conflict points can

become points of strength. Improperly facilitated, they can divide a group.

Techniques & Tools

Using these principles, we draw upon a wide variety of group decision support tools and procedures. A

brief summary of the major tools is provided in table 1.

The Techniques of Visioning

Element Technique Class

Technique Title

Definition & Purpose

Description Type of Citizen Engagement

Project Preparation and Kickoff

Preparation and Organization

Project organization

Address the logistical details of getting started.

Meeting with the contract manager to address basic logistic and timing issues

N/A

Advisory committee establishment

Organize and appoint an advisory body

Can be done in a variety of ways. Often an elected body will appoint ether the full body or a core with direction as to the type of persons to be added.

N/A

Basic data gathering

Identify any local data that will inform the effort

Identify existing plans, studies or other resources that will be useful for the study.

N/A

Project kickoff

Develop and implement media strategy

How to communicate and inform media and through that inform public

The media strategy identifies local contacts for key media, identifies who has relationships, determines timing and technique such as editorial board meetings, appearances on TV, public service messages and the full range of media interchange.

Informative

Kick-off meeting

Generate “buzz” about project, Inform community about intent and process.

A meeting of many of the key stakeholders who will be asked to participate. May include keynote speaker.

Informative


Technique Title



One: Understanding where we are now

Highly personal, face-to-face interactions

Focus group, random selection

Obtain perspectives on selected topics

Group of 8-12 persons selected at random

Generative, Formative, Responsive

Focus group, stakeholder

Obtain perspectives on selected topics

Group of 8-12 persons selected to represent specific viewpoints


Focus group, validation

Test validity of themes or topics obtained in other forums

Can be random, stakeholder or vision process coordinating body

Responsive

Natural setting discussions

Obtain perspectives of community members to general prompts or specific follow-up questions

These are conversations with individuals or small groups in their natural setting be that a restaurant, recreation center, club, etc. Highly spontaneous.

Generative, Formative

Interview, open invitation

Obtain individual perspective on topics of concern to person within general theme, i.e. future of community

These are open time slots when interested persons can just “drop-in”.


Interview, stakeholders

Obtain individual perspective of a member of a stakeholder group

Scheduled interviews using standard interview protocols



Technique Title



Interview, key informants

Key informants are persons whose perspective would be valuable but they may have no stake in the community. Outside experts or former residents for example. They offer an external view that can be of value.

Scheduled interviews using standard interview protocols


History time line

Identify and document key historical elements that have defined and shaped the community

A group of up to 30 persons who mark key historical events on a time-line using large sheets of butcher paper or some other form of continuous paper.

Informative

Asset mapping

Identify relevant community assets of a physical or non-physical nature

A group of up to 30 persons who identify various community assets using large scale maps of the community.

Informative

Value mapping

Identify what is important to people in their community of either a physical or non-physical nature.

A group of up to 30 persons who using large scale maps “mark” those community features which they particularly value.

Generative

Community Listeners

Involve community members in listening to and understanding the views of other community members

Used trained community members to conduct interviews or small group discussions.


Round tables In-depth discussion on selected topic by community members and experts

6 to 10 persons at a table who are invited to discuss a selected topic. Can be numerous tables.

Generative, Formative, Informative

Panels In-depth discussion on selected topic by community members and experts

4 to 6 persons discussing a selected topic before a live or video audience



Technique Title



User Panels Understand how components of the community are experienced by certain persons.

Discussion about the experience of users of selected services in the community. For example, what is like to obtain a permit or re-locate a business.


Large Group Interactions (15 persons +)

Open Space Forums

i

Provide a mechanism through which the concerns of a group of persons are self-defined and articulated.

Large group meeting with no pre-determined agenda. Participants post issues they want to discuss and then go to designated spaces to discuss. Can readily handle 200-300 persons or more if space is available.


Town Hall Meetings

Provide mechanism to obtain perspectives within a structured process or on a selected theme, i.e. community safety, etc.

Large group meeting of any interested persons with some high level structure to ensure that all have the opportunity to participate and state their views. 100 person is usual maximum.


Neighborhood Meetings, Association Meetings

Same purpose as town hall, just narrower in scope

Same format as town hall


Syntegrationii In-depth analysis of

an issue using a variety of critical thinking techniques

A 3 to 5 day event with an in-depth discussion and multi-dimensional analysis of a topic. Roles are structured so that someone is always charged with a critique role.



Technique Title



Surveys

Formal scientific Needs, aspirations, values (NAV)

Obtain scientifically valid and reliable data on the community’s NAV.

Random scientific sample with probability statistics that addresses respondents view of NAV


Formal scientific, satisfaction

Obtain scientifically valid and reliable data on the community’s satisfaction with life in the community

Random scientific sample with probability statistics that addresses respondents level of satisfaction

Responsive

Formal scientific, opinion

Obtain scientifically valid and reliable data on the respondents opinion on selected topics.

Random scientific sample with probability statistics that addresses respondents position on selected topics

Responsive

Modified Delphi

Obtain significance estimates by community of needs

Iterative survey process that seeks views of participants on significance of needs. Data from one round informs the next so that respondents can view how others see the level of significance.

Generative, formative

Live polling Obtain real time perspectives from people in the room on selected topics.

Use polling technology and software to pose questions which participants respond to and immediately view the responses of the full group. Can be followed up by discussion.


Hypothesis testing

Obtain feedback on validity of various hypotheses consultants have developed from other community data.

Most often done using the polling technology above but could be done via focus groups.

Responsive

Web-based Obtain perspectives of interested respondents using tools such as Survey Monkey.

Web-based surveys are posted for a stated period of time and people can participate at their leisure.

Responsive


Technique Title



Newspaper or publically distributed

Allow any interested person to participate.

These are surveys printed in media or distributed at public sites such as grocery stores which can be returned by a specified date.

Responsive

Vision statement testing

Obtain reactions to draft vision statements by public distribution (electronic or paper). Determine which alternatives are most favorably received.

Alternative vision statements are posted or distributed with a comment period. Comments are returned to a central site for review.

Responsive

Participatory appraisal

Involve community members in assessing their community.

Can take a wide variety of forms but all involve community members assessing their community from specified perspectives – attractiveness, historic features, roadways, etc


Electronic

Social media Allow persons who prefer electronic communication to participate or for those whose schedule does not allow in-person participation

Conversations with interested parties on a thread or via twitter type tools.


Collaborative discussion space

Same as social media A live discussion space on the web where electronic conversations can occur.


Telephonic conference calls

Same as social media A real-time phone conversation


Documentation Review

Existing studies review

Understanding which findings of prior studies might be relevant to the project.

A reading and compilation of the findings of prior studies

N/A


Technique Title



Existing plans review

Identification of the explicit or implicit vision expressed in existing plans.

Review of strategic, master and comprehensive/general plans of other relevant bodies.

N/A

Demographic data review

Identify any key demographic trends.

Review of demographic data bases that are used by local planning functions and/or form the basis for public policy.

Review of economic development and labor market data

Identify key economic trends

Review of state and local economic data as well as utility company data.

N/A

Review of community indicators

Understand current status or position of community.

Obtain data on health, economy, education, transportation, etc that informs as to current status on variables such as these.

N/A

Review of benchmark data.

Understand how the community compares to others.

Use community indicator data that has comparables in other communities.

N/A

Analytic tools

Pest analysis Understand the large scale factors that could impact the community – Political, Economic, Socio-Cultural, Technological.

Brainstorm factors in each category that could impact your community and then draw conclusions based on those factors.

Generative

Force-field analysis

Identifies forces pushing and resisting change

Develops a list of forces arrayed on the left that pushes for an change and on the right forces resisting change.

Generative.

Stakeholder analysis

Identifies who can make a project happen and you can make it not happen.

Listing of stakeholders and then categorizing by type of capability.

Informative


Technique Title



Two: Understanding What we could be

Future thinking activities

Idea Lab Create an “out-of-the-box” thinking opportunity to examine what the community could become.

Structured facilitated sessions with 10 to 15 people using proprietary techniques.


Framing workshops

Create different “frames” for viewing the future. The intent is to understand how the future is “creatable”.



Scanning workshops

Understand how others see the future and what could be applicable or transferable to your community.



Forecasting workshops

Identify likely trends and high – moderate probability events and the impact they will have on your community.



Scenario building

Posit possible alternative futures.

Scenario development workshops with group of 6 to 8 local experts.

Generative

Opportunity analysis

Rate and rank opportunities as to validity, significance, preference.

Group workshops of up to 50 persons using polling technology and opportunities identified in element 1.

Formative

Classical Delphi survey

Obtain probability estimates by community of likelihood of future trends.

Iterative survey process that seeks views of participants on future likelihoods.

Formative


Technique Title



Aspirations analysis

Identify community desires.

Information gathered in element one on aspirations is compiled. It can be validated via hypothesis testing forums.

Generative

Risk analysis Identify those features in the community where a dramatic change could radically shift the future such as a plant closing.

Can be done in a variety of formats. We most often use a variant of open space and hypothesis testing with key informants.

Formative, Informative

Citizen juriesiii Critically examine

future possibilities Modeled after a jury proceedings, with witnesses and debate between advocates.


Open spaceiv Generate ideas

about the future. This technique can be modified so that focus is on options and possibilities for the future.


Synthegrationv Generate ideas

about the future. This technique can be modified so that focus is on options and possibilities for the future.


Interviews Interviews of the type shown in element one can be conducted with the questions being future oriented.

As described in element one


Focus groups Focus groups of the type shown in element one can be conducted with the questions being future oriented.

As described in element one


Existing data analysis

Trends analysis Identify significant trends

Formal projection of trends using extant data

N/A

External studies Identify key trends from studies of others

Literature review N/A


Technique Title



Vision raw content activities

Demography is destiny

Understand demographic trends and how they may shape the future.

A review of population and other demographic trends.

N/A

Storyboarding Develop group ideas about vision using a structured series of questions.

Questions are posed to a group. All responses are displayed, grouped and then rated.

Generative

Results conferences

Identify results the community is interested in achieving

Can be either based on stakeholders or open public forums. Usually limited to 25 persons or less.

Generative

Review of adopted results of other communities

Identify results other communities are seeking

Literature review N/A

Tell us your vision events

Obtain vision statements from the community.

These can either be “live” events or “write-in” events in which people articulate their own vision for the future of the community. With the cooperation of local media, some may be published.


The vision contest

Generate vision statements from the community.

A contest, with a prize, for vision statements submitted from the community. The statements are used later in the process to generate the formal vision statement.


Public hearing Allow for individual expression of vision

Time-limited presentation before a body with responsibility for vision development.


Vision Fairs, type 1

Provide a mechanism for people to propose visions

Events held in public spaces with high traffic

Generative


Technique Title



Three: Where do we want to go

Vision articulation, development & refinement

Vision Fairs Type 2

Provide broad opportunity for public engagement on possible community visions.

One or more vision fairs can be conducted in public spaces, malls, etc to obtain reaction to various futures, preferred results, etc.

Formative, Responsive

Sketch Parks Provide opportunity for people to “sketch out” their vision.

Temporary tables set up in high traffic areas where visions can be sketched out and then posted.

Generative

Idea mapping, Mind mapping

Draw out and illustrate ideas that could become part of the vision.

Drawing of ideas on paper and drawing links between concepts

Generative

The vision as a set of results

A list of preferred results is created and vetted. The results statements themselves are the vision.

Results statements are generated from elements 1 and 2 and then organized into a draft list.


The vision as image or brand

A brief statement which captures the essence of the vision.

Based on element 1 and 2 data, a brief tagline is created (from a variety of sources) which captures the essence of prior conversations. For example, “keeping Longboat Longboat” was one we have created for a client.



Technique Title



Vision as visual thinking

Articulation of a vision via images

Drawing maps, images and visual models which communicate the vision.


The future narrative

Provide a more detailed elaboration of the vision looking backward from the future.

This is often a story about the future community. It describes the community in twenty years for example.


The positioning statement

Provide a more detailed elaboration of the vision from the perspective of today going into the future.

This is an elaboration of the thinking behind a brief vision statement so that future bodies or generations can understand the rationale and thinking underlying the vision.


Group writing a vision

Provide a collaborative mechanism through which vision drafts can be prepared.

Live or electronic writing sessions with a small group (3 to 5 persons).


Alternative vision testing

The purpose of this technique is to test alternative vision statements for clarity, memorableness, “pull” and excitement/energy and then refine them to improve them.

Polling session of up to 50 persons which test reactions to alternative vision statements on several criteria.

Responsive

Vision charrette

Provide opportunity for creative imaging of visions and discussion with others

Usually a limited and intensive period of time, such a 3-5 days, in which citizens come and go. Very often supplemented with professionals who can listed to vision and illustrate it graphically in some form.



Technique Title



Visual Preference Survey

Provide information on the preferences of participants about the visual features of their community.

Participants rate or rank a group of images in terms of like-dislike or some other scale. Can be used for a wide range of physical features – roadways, building styles, type of development (high or low rise, suburban or urban, etc) or preferences for iconic elements.


Comparable communities visions

Identify desired vision elements

Examines the vision statements of communities that are considered “peers”

Formative

Benchmark communities visions

Identify desired vision elements

Examines the vision statements of communities that are considered benchmarks to emulate.

Formative

Public hearing Provide forum for expression of individual views

Provides a time-limited opportunity for a resident to express their view to a body with responsibility for vision development.

Generative, Formative.

Vision selection and adoption

Polling conference

Endorse and adopt a vision statement and associated goals or results.

This process uses electronic polling to adopt specific statements, results or goals. We have conducted sessions with up to 3,000 persons.

Responsive


Technique Title



Vision Fair Type 3

Endorse and adopt a vision statement and associated goals or results

The type of vision fair usually occurs over a period of 7 to 10 days. During this period residents can “vote” by visiting the fair in person or going on-line. The vote can be considered final or considered as community data for a further discussion.


American Assembly

Endorse and adopt a vision statement and associated goals or results.

The process uses a Roberts Rules of Order conference to modify and adopt a pre-distributed statement. Usually 200 or so people is maximum.


Decision trees Identifies likely outcomes of adopting a result in order to select a result.

Diagrams of lines linking a result to outcomes which are then categorized according to a value.

Responsive

PMI analysis Selects based on overall utility and interest

Identifies pluses, minuses and interesting implications which are then given scores.

Formative

Cost-benefit analysis

Determine likely payoff of goals.

Calculates a cost pro forma and likely benefit.

Informative.

Common good conference

vi

and other consensus based approaches

A conference focused on understanding shared self-interest.

Legitimizes concept of self-interest but then seeks to broaden it to long-term self-interest and shared self-interest as the basis for vision and strategy.


Technique Title


Description Possible Type of Citizen Engagement, if applicable

Four: How do we get there

Strategy development

Goal/Results teams

Organize work groups around the selected results or goals

Team members are appointed on the basis of role in community, expertise and interest.

Formative

Indicators for results analysis

Select indicators for the results established in element three.

A literature review of indicators in use that have been demonstrated to impact a selected result.

N/A

Best practice reviews

Identify effective strategies that impact the selected indicators.

A literature review of strategies that have been shown to move an indicator.

N/A

Benchmark reviews

Identify strategies in use by benchmark communities.

A web and telephone review of strategies employed by successful communities.

N/A

Idea Lab Create strategies based on a variety of creative thinking techniques.

Creative thinking about how a result could be achieved.

Formative

Strategy map Strategy development via visual mapping.

Uses a logical model demonstrating how one or more strategies can impact a result

Formative

Backward Results diagram

Delineate strategies and actions needed to achieve a result

A result is identified and then visual mapping techniques are used to work backward mapping the steps needed to get to that result, i.e. to get Z we have to do Y and to do Y we have to do X etc.

Formative


Technique Title



Logic modeling Strategy development and modeling of how a strategy links need, indicators and results.

Uses a logic flow beginning with the end result and working backward.

Formative

Strategy trees Create strategies that address multiple dimensions of organizational behavior.

Uses the balanced scorecard format to develop comprehensive strategies.

Formative.

Co-creating strategy

Creation of high value strategies from the customer’s perspective.

Strategy creation that focuses on creating strategy with the end-users as co-developers

Formative.

Consensus building Build broad support for selected strategies.

A variety of techniques are used but all involve understanding self-interest rightly understood and seeking common ground.

Formative

Argument maps Visually display the arguments for and against a strategy

A visual chart which summarizes graphically arguments and sub-arguments pro and con.


Priority setting

Electronic priority setting

Establish priority of various goals or strategies

Uses polling technology to weight or rank choices

Formative

Multi-voting Establish priority of various goals or strategies

Participants have multiple votes which they can concentrate on priority choices.

Formative

Negotiating rounds Establish priority of various goals or strategies

Participants are configured in various teams that negotiate in rounds to reach a consensus.

Formative


Technique Title Definition & Purpose


Nominal group technique


Each group participant "nominates" his or her priority issues, and then ranks them on a scale, of say 1 to 10. The score for each issue is then added up, with issues then prioritized based on scores.

Formative

Paired comparison analysis


Compares items one at a time against each other and then sets as highest priority the one item that is selected at the end. Can be repeated to select second, third, etc priority.

Formative

Grid analysis Establish priority of various goals or strategies.

Goals, strategies, indicators, etc are listed as rows on a table, and the factors you need consider as columns. You then score each option/factor combination, weight this score, and add these scores up to give an overall score for the option.

Formative

Action/Priority matrix

Establish priority by calculating utility.

Compares the value of an action vs the effort it will take.

Formative

Urgent/Importance matrix

Establish priority by calculating the optimal urgency/importance score.

Compares the urgency of a step vs. its importance.

Formative

Ansoff matrix Establishes priority by ranking risk.

Compares existing/new “market” with existing/new “service”. Helps to determine level of risk of a strategy.

Formative




Boston matrix Establishes priority by determining payoff.

Compares growth potential with ability to dominate an area to determine payoff of a strategy.

Formative

Pareto analysis Establishing priority by determining effort efficiency.

Identifies which goals, strategies, actions would bring the greatest impact by grouping and then scoring on a scale

Formative

Added value ranking

Establish priority based on perceived value each goal or strategy will add.

Ranks based on a scale of added value.

Formative

Significant impact ranking

Establish priority based on the relative impact of each goal or strategy.

Ranks based on a scale of impact.

Formative

Critical linkage ranking

Establish priority by determining which goals or strategies are most critical for others to be achieved.

Ranks based on a scale of linkage to other goals or strategies.

Formative

Consensus approaches

Seek to establish priority by reaching broad agreement through discussion.

Variety of approaches. One is to reach concurrence on extremes first and then settle on mid-range priorities.

Formative

Action planning

Indicator driven analysis

Analyze the actions and steps needed to move an indicator

Creates a logical analysis of the steps needed to impact an indicator. Then assigns responsibilities for those steps along with time expectations. May include resource analysis.

Formative




Strategy-driven analysis

Analyze the actions and steps needed to implement a strategy.

Creates a logical analysis of the steps needed to implement a strategy. Then assigns responsibilities for those steps along with time expectations. May include resource analysis.

Formative

Deliverable project flow analysis

Produce a step-wise plan to produce an identified deliverable.

Identifies the deliverable(s) associated with an indicator or strategy and the sequence of steps needed to produce that deliverable.

Formative

SCHEMES A mnemonic checklist of topics that may need to be addressed in the business plan.

Space

Cash

Helpers/people

Equipment

Materials

Expertise

Systems

N/A




Five: How do we maintain the effort

Governance

Public management networks

Provide oversight and governance to ensure follow through.

Collaborative effort involving representatives of all key stakeholders. May not be a legal entity.


Non-profit Provide oversight and governance to ensure follow through.

Formal entity. May be comprised of same entities as public management network.


Succession planning

Plan for turnover of vision leadership

Development of persons to take on new leadership roles. Planned transitions so that the process remains on track.


Finance

Grant seeking Resource generation

Self-explanatory N/A

Membership fees Resource generation

Self-explanatory Supportive

Donations Resource generation


Public support Resource generation


Social entrepreneurship

Resource generation

Some processes have created materials about their process which can be sold. Chattanooga was an early example.

Supportive

Managing and updating the plan

Strategy management system

Mechanism to track activities

Can range in formality from a paper reporting approach to specialized software.

Informative

Annual or bi-annual update conferences

Identify new initiatives; acknowledge and retire successes

Can be a full conference of prior participants or a governing body meeting updates the vision plan.



Technique Title


Description Possible Type of Citizen Engagement, if applicable

Annual blue ribbon panels

In-depth analysis of specific topic of current concern with recommendations.

Panel of experts and concerned citizens examine a topic in depth and issue a report. Serves to keep fresh issues before the community.


Accountability and reporting

Results based accountability

Report effort and progress

Reports on progress toward the specified results

Informative

Community indicators

Report effort and progress

Reports on status of key indicators. Usually published annually.

Informative

Dashboard Provide real time updates on progress

Software specifically configured to the goals of the vision plan.

Informative

Table 1: Group Decision Support Techniques

Title

Description

Source

Future Search Conference

Loosely structured brainstorming

conference, concentrating on

common ground

Weisbordvii

American Assembly

Topic focused discussions

producing a voted upon report

Numerous users

Public Policy Forums

Qualitative/Quantitative analysis

Marloweviii

, Dalkeyix

of specific public policy issues using

delphi techniques

Cognitive Mapping

Qualitative/Quantitative analysis

of mental causal maps participants

hold on a given issue. Useful for

conflict resolution and consensus

building.

Eden et alx

Strategic Options Development

and Analysis [SODA]

Focuses on problem analysis and

development of increasingly rich

models

Rosenheadxi

Strategic Choice

Focuses on uncertainty

Friend et alxii

Decision conferencing

Focuses on decision making using

attribute evaluation

methodologies with specific

attention to values, utility, multiple

decision criteria and options

development

Phillipsxiii

Hypergame/Metagame analysis

Uses game theory to determine

optimal solutions to strategic

issues when there are several

actors with differing goals

Bennettxiv

Soft Systems Methodology

Focuses on problem definition and

consensus development about the

nature of the problem

Checklandxv

Strategic Choices - IBM

Strategic planning process

Primozic et alxvi

i Owen, H. 1997. Open Space Technology. San Francisco: Barrett-Koehler.

ii Beer, S. Beyond Dispute: The Invention of Team Syntegrity., John Wiley

iii Hall, D., and Stewart, J. no. date. Citizens’ Juries in Local Government, Institute of Local Government Studies

iv Owen, op cit.

v Beer, op. cit.

vi Weisbord, M. 1992. Discovering common ground. San Francisco: Barrett-Koehler.

vii. Weisbord, M.R. [1992]. Discovering common ground. San Francisco: Barrett-Koehler.

viii. Marlowe, H.A. [1993]. The public policy forum as a technique for evaluating growth management

scenarios. Report to the Land Use Advisory Board of Palm Beach County.

ix. Dalkey, N. [1969]. The delphi method. Santa Monica: The Rand Corporation

x.Eden, C., Jones, S. & Sims, D. [1983] Messing about in problems. Oxford: Pergamon

xi. Rosenhead, J. [1989]. Rational analysis in a problematic world. London: Wiley

xii. Friend, J.K. & Hinkling, A. [1987]. Planning under pressure. Oxford: Pergamon.

xiii. Phillips, L.D. [1989]. People-centered group decision support. In G.I. Doukidis, F. Land and G. Miller,

Knowledge-based management systems. Chilchester, GB: Ellis Horwood.

xiv. Bennett, P.G. [1980]. Hypergames: developing a model of conflict. Futures, 12: 489-507

xv. Checkland, P.B. [1981]. Systems thinking, systems practice. Chichester, GB: Wiley

xvi. Primozic, K, Primozic, E & Leben, J. Strategic choices. New York: McGraw Hill

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