Transcript BCCB Strategic Planning Meeting

BCCB STRATEGIC
PLANNING MEETING
Facilators: Kathleen Haas, Columbia County UW-Extension
& Mindy Habecker, Dane County UW-Extension
WHAT IS APPRECIATIVE INQUIRE?

“The traditional approach to change is to look for
the problem, do a diagnosis, and find a solution. The
primary focus is on what is wrong or broken; since we
look for problems, we find them. By paying attention
to problems, we emphasize and amplify them.
…Appreciative Inquiry suggests that we look for what
works in an organization. The tangible result of the
inquiry process is a series of statements that describe
where the organization wants to be, based on the high
moments of where they have been. Because the
statements are grounded in real experience and
history, people know how to repeat their success.”
-- Hammond, Sue. The Thin Book of Appreciative Inquiry.
Thin Book Publishing Company, 1998, pages 6-7.
Problem
Solving
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AN
D
APPRECIATIVE INQUIRY
“Felt need” &
identification of problem
Analysis of causes
Analysis of possible
solutions
Action planning
Assumes: Organization is
a problem to be solved
Back Door – what’s in the
way of what we want?
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Deficit Thinking
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Appreciative
Inquiry
Appreciate & value the
best of What Is
Envision: What Might Be
Dialogue: What Should
Be
Innovate: What Will Be
Assumes: Organization is
mystery to be discovered
Front Door – what is it we
ultimately want?
Inquiry Thinking
The “4-D Cycle”
Discover
Discover
“What
“Whatgives
giveslife?”
life?”
(The
best
of
what
(The best of whatis)
is)
Appreciating
Appreciating
Deliver/Destiny
Deliver/Destiny
“How
“Howto
toempower,
empower,learn,
learn,
and
adjust/improvise?”
and adjust/improvise?”
Sustaining
Sustaining
Affirmative
Topic Choice
Design
Design
Dream
Dream
“What
“Whatmight
mightbe?”
be?”
(What
is
the
world
calling
(What is the world callingfor)
for)
Envisioning
Results
Envisioning Results
“What
“Whatshould
shouldbe
be- -the
theideal?”
ideal?”
Co-constructing
Co-constructing
INTERVIEW GUIDELINES
 Focus
solely on the speaker’s experience and
feelings, and the details of the story.
 Actively
listen to the speaker; probe for more
information
 Allow
for silence if the speaker needs to gather his
or her thoughts
 Hold
your reactions and feelings until it is time for
your to tell your own story.
INTERVIEW QUESTIONS FOR PAIRS
 Please
tell me about your attraction to
being part of this project and what will you
contribute?
 In
your opinion, what are the project’s
strategic advantages and opportunities?
 Share
two of your “hopes” for this
BCCB Strategic Planning meeting.
SELF MANAGEMENT AND GROUP
LEADERSHIP ROLES
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DISCUSSION LEADER – Assures that each person
who wants to speak is heard within the time available.
Keeps group on track to finish on time.
TIMEKEEPER – Keeps group aware of time left.
Monitors report-outs and signals time remaining to
person talking.
RECORDER – Writes groups output on flip charts,
using speaker’s words. Asks person to restate long ideas
briefly.
REPORTER – Delivers report to large group in time
allotted.
The “4-D Cycle”
Discover
Discover
“What
“Whatgives
giveslife?”
life?”
(The
best
of
what
(The best of whatis)
is)
Appreciating
Appreciating
Deliver/Destiny
Deliver/Destiny
“How
“Howto
toempower,
empower,learn,
learn,
and
adjust/improvise?”
and adjust/improvise?”
Sustaining
Sustaining
Affirmative
Topic Choice
Design
Design
Dream
Dream
“What
“Whatmight
mightbe?”
be?”
(What
is
the
world
calling
(What is the world callingfor)
for)
Envisioning
Results
Envisioning Results
“What
“Whatshould
shouldbe
be- -the
theideal?”
ideal?”
Co-constructing
Co-constructing
DEFINING VISION
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Realistic: A vision must be based in reality to be
meaningful for an organization.
Credible: A vision must be believable to be relevant
to members of the organization.
Attractive: If a vision is going to inspire and
motivate people
Future: A vision is not where you are now, it's where
you want to be in the future.
Source: Burt Nanus, http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldrdm/pt4ch18.html
A VISION …
 Attracts
commitment and energizes
people.
 Creates
meaning in people’s lives.
 Establishes
 Bridges
a standard of excellence
the present and the future.
TOP FIVE THINGS TO KEEP IN MIND
WHEN WRITING YOUR VISION STATEMENT
1.
Describe outcomes that are five to ten years out.
2.
Dream big and focus on success.
3.
Write your vision statement in the present tense.
4.
Infuse your vision statement with passion.
5.
Paint a graphic mental picture of the organization you
want.
TABLE STATEWIDE VISION
 Describe
a time when you felt most
involved in the big picture of an
organization or collaborative project. Tell
me about the situation. How did you know
you were involved in the big picture?
What about the situation brought out the
best in you?
 Reflecting
back on the situation you just
described, what did you learn about how to
create shared vision within a team and/or
whole organization?
EXAMPLES OF VISION STATEMENTS:
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Microsoft's:
"There will be a personal computer on every
desk running Microsoft software."
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Amazon’s:
“Our vision is to be earth's most customer centric company;
to build a place where people can come to find and
discover anything they might want to buy online.”
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Within the next five years, Metromanage.com will
become a leading provider of management software to
North American small businesses by providing
customizable, user-friendly software scaled to small
business needs.
TABLE STATEWIDE VISION
Given
what you have
learned about creating a
shared vision, what would
you identify as the key
components of a statewide
vision for the BCCB effort?
REFLECTIONS & VALUATION
 How
have today’s conversation helped
you newly consider your specific BCCB
project and your role in it?
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What are some necessary or useful
resources for you to get started locally?
 What
are your unanswered questions that
you wish to have addressed?
TAKING IT BACK TO YOUR COMMUNITY:
ITEMS TO CONSIDER
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Who are the stakeholders to be involved?
Will you formulate a community vision for the BCCB
effort? If so, what are you ideas on how to do this? What
process might you use?
What are some resources for you to get started locally?
What are your personal commitment to making your local
project happen?
In next 3 days?
In next 2 weeks?
In next 2 months?
AI RESOURCES

Appreciative Inquiry Commons
http://appreciativeinquiry.cwru.edu/default.cfm
Best AI Web sites
http://appreciativeinquiry.cwru.edu/community/lin
k.cfm
 AI Bibliography

http://appreciativeinquiry.cwru.edu/practice/bibAiArticle
s.cfm
 The
Appreciative Inquiry Summit; Ludema,
 The
Thin Book of AI, Sue Hammond, Thin Book
Whitney, Mohr & Griffin; 2003
Publishing.