Future Search: A Strategic Planning Process - Presented at the 2013 ISPI Conference in Reno, NV
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The document outlines the Future Search process, a strategic planning method that engages a diverse range of stakeholders to collaboratively envision and navigate towards a desired future. It emphasizes inclusive participation, open dialogue, and the identification of common ground, contrasting it with traditional top-down planning approaches. Future Search aims to energize organizations, clarify roles, and foster commitment among all participants while focusing on long-term goals.
Future Search: A Strategic Planning Process - Presented at the 2013 ISPI Conference in Reno, NV
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- 2. Discover your Future by “Discovering Common Ground” FUTURE SEARCH: A STRATEGIC PLANNING PROCESS A proven method of real time strategic planning, for moving “To The Future & Beyond” by focusing on the future , not solving current problems. To the Future and Beyond “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. 2
- 3. Why are you here? What attracted you to this session? What questions do you want answered by attending this session?
- 4. 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 4
- 5. Outline of the Session Introduction and Objectives Future Search Principles Case: Fire Prevention Future Search Reflection and Discussion Mini-Future Search Exercise Summary and Reflection 5
- 6. 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.
- 7. Common Ground: An Alternative 7
- 8. A Simple Comparison TRADITIONAL STRATEGIC PLANNING Exclusive, proprietary ELEMENT Mindset FUTURE SEARCH CONFERENCE Inclusive, open Internal Leadership with Staff support Participation Stakeholders from all segments 1-5 years Time Frame 5-10+ years Structure Flat, circular Hierarchical, pyramidal Top down Projection, trend extrapolation Economic growth Reduction of anxiety Document, ??? energy / commitment Control Planning Method Shared Acting “as if” based on desired future Values Orientation Economic growth, common purpose, contribution Psychological Resonance Commitment to community Output On-going task forces 8
- 9. 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 9
- 10. 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. 10
- 11. 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 11
- 12. 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 12
- 13. Principles Open systems exploration Equal participation regardless of hierarchy Participants are chosen as stakeholders Future Focus Include a broad spectrum of viewpoints Everyone shares information, interprets it and decides on action steps 13
- 14. 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 14
- 15. Conditions For Success “Whole” system in the room Global context, local action Common ground and future focus Full attendance Healthy meeting conditions 48 hour event spread over 3 days Public responsibility for follow-up 15
- 16. Typical Structure • Involves 30-70 people • Has a defined purpose • Five tasks • No formal input 16
- 17. AGENDA Day 2 Session 4 Full Group •Present trends, cont’d. AM Day 1 Lunch Session 1 Mixed Groups •Welcome & Opening Remarks •Overview, agenda, ground rules •Introductions - Artifacts Session 2 •Review of the Past on personal, organizational and “world” level PM Day 3 Session 3 Stakeholder/Large group(s) •Review of Present Trends (Mind Map) •Identify common, external influences Session 10 Full Group •Reality Dialogue Session 5 Mixed Groups •Present trends implications Session 11 Stakeholder &/or Theme Groups •Action Planning •Report out Session 6 •Owning the present •“Prouds & Sorries” Session 7 Mixed Groups •Create Ideal Futures Session 12 •Final Summaries and next steps •Closing Session 8 Mixed Groups •Present future scenarios “acting as if” Session 9 Full Group •Identify common ground of the future 17
- 18. Future Search Conferences The 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 Planning 18
- 20. A Brief Future Search Case Review Poudre Fire Authority 20
- 22. ISPI A LEADER IN GLOBAL PERFORMANCE IMPROVEMENT: ISPI IN 2023 THE NEXT 10 YEARS
- 24. 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 24
- 25. Elephant and the Blind Men 25