Strategic PlanningStrategic Planning

Why it is Important and Why it is Important and How to do it WellHow to do it Well

1.0 Introduction1.0 Introduction

Today, I would like to:Today, I would like to:

describe what strategic planning is;describe what strategic planning is;

discuss some of the advantages and benefits of strategic discuss some of the advantages and benefits of strategic planning;planning;

provide an explanation of four strategic planning models, provide an explanation of four strategic planning models, which will be supplemented with examples from the which will be supplemented with examples from the experiences of the Naskapi Nation of Kawawachikamach;experiences of the Naskapi Nation of Kawawachikamach;

spend some time discussing an alternate model of strategic spend some time discussing an alternate model of strategic planning called “Appreciative Inquiry”;planning called “Appreciative Inquiry”;

offer a selected bibliography to help you to explore in more offer a selected bibliography to help you to explore in more detail the ideas and models that we will discuss today.detail the ideas and models that we will discuss today.

1.1 Naskapis of 1.1 Naskapis of Kawawachikamach - Kawawachikamach -

BackgroundBackground population of approximately 800 registered Indians, who are population of approximately 800 registered Indians, who are

also beneficiaries of thealso beneficiaries of the Northeastern Québec Agreement Northeastern Québec Agreement (“NEQA”);(“NEQA”);

located approximately 1,700 kilometres northeast of Montreal, located approximately 1,700 kilometres northeast of Montreal, very close to Schefferville and the Quebec-Labrador border;very close to Schefferville and the Quebec-Labrador border;

Naskapi is our principal language, and English is our second Naskapi is our principal language, and English is our second language; language;

we still preserve many aspects of our traditional way of life and we still preserve many aspects of our traditional way of life and culture;culture;

harvesting is at the heart of our spirituality;harvesting is at the heart of our spirituality;

Kawawachikamach is linked to Schefferville by an all-season Kawawachikamach is linked to Schefferville by an all-season road, and Schefferville is linked to points south by means of a road, and Schefferville is linked to points south by means of a weekly rail service and a six-day-per-week air service.weekly rail service and a six-day-per-week air service.

2.0 WHAT IS STRATEGIC 2.0 WHAT IS STRATEGIC PLANNING?PLANNING?

Strategic planning determines where an Strategic planning determines where an organization is going over a pre-determined organization is going over a pre-determined amount of time and how it’s going to get there. amount of time and how it’s going to get there.

3.0 STRATEGIC PLANNING 3.0 STRATEGIC PLANNING - ADVANTAGES/BENEFITS- ADVANTAGES/BENEFITS

Why should an organization devote time to strategic Why should an organization devote time to strategic planning? When answering that question, it is important to planning? When answering that question, it is important to consider the following in the context of your own consider the following in the context of your own organization:organization:

do you know where you are going and how you are going to do you know where you are going and how you are going to get there?get there?

does everyone in the organization know what you are trying does everyone in the organization know what you are trying to accomplish?to accomplish?

does everyone in the organization know what is expected of does everyone in the organization know what is expected of them?them?

The advantages and benefits of undertaking strategic planning The advantages and benefits of undertaking strategic planning in a systematic way include helping an organization to:in a systematic way include helping an organization to:

clearly define its purpose (mission);clearly define its purpose (mission);

establish realistic goals and objectives consistent with its establish realistic goals and objectives consistent with its mission;mission;

communicate the goals and objectives to personnel;communicate the goals and objectives to personnel;

ensure the effective use of resources by focussing on key ensure the effective use of resources by focussing on key priorities;priorities;

provide a base from which progress can be measured;provide a base from which progress can be measured;

establish a mechanism for informed change when needed;establish a mechanism for informed change when needed;

create a common or shared vision about where the create a common or shared vision about where the organization is going, and how it will get there.organization is going, and how it will get there.

3.0 STRATEGIC PLANNING 3.0 STRATEGIC PLANNING - ADVANTAGES/BENEFITS- ADVANTAGES/BENEFITS

4.0 STRATEGIC PLANNING 4.0 STRATEGIC PLANNING MODELS - OVERVIEWMODELS - OVERVIEW

there is no perfect strategic planning model;there is no perfect strategic planning model;

organization’s often end up developing their own model by organization’s often end up developing their own model by selecting a model and modifying it as they go along in selecting a model and modifying it as they go along in developing their own planning process.developing their own planning process.

we will now look at the following models:we will now look at the following models: ““Basic” Strategic Planning Model;Basic” Strategic Planning Model; ““Goal-based” Model;Goal-based” Model; ““Alignment” Model;Alignment” Model; ““Organic” or “Self-organizing” Model. Organic” or “Self-organizing” Model.

4.1 “Basic” Strategic Planning 4.1 “Basic” Strategic Planning ModelModel

This approach is often followed by organizations that are This approach is often followed by organizations that are extremely small, busy, and have not done much strategic extremely small, busy, and have not done much strategic planning before. planning before.

The process involves:The process involves:

identifying your purpose (mission statement);identifying your purpose (mission statement); selecting the goals your organizations must reach if it is to selecting the goals your organizations must reach if it is to

accomplish its mission;accomplish its mission; identifying specific approaches or strategies that must be identifying specific approaches or strategies that must be

implemented to reach each goal;implemented to reach each goal; identifying specific action plans to implement each strategy;identifying specific action plans to implement each strategy; monitoring and updating the plan.monitoring and updating the plan.

4.2 Goal-based Model4.2 Goal-based Model

Goals-based strategic planning is a commonly used model. Goals-based strategic planning is a commonly used model. Organizations that use the “basic” model described often evolve Organizations that use the “basic” model described often evolve to using this model, which is a more effective and to using this model, which is a more effective and comprehensive type of planning. This model involves:comprehensive type of planning. This model involves:

conducting an external/internal assessment. This involves what conducting an external/internal assessment. This involves what is termed as “SWOT” analysis, which examines an is termed as “SWOT” analysis, which examines an organization’s organization’s SStrengths, trengths, WWeakness, eakness, OOpportunities, and pportunities, and TThreats;hreats;

conducting a strategic analysis to identify and prioritize major conducting a strategic analysis to identify and prioritize major issues and goals;issues and goals;

designing major strategies (or programs) to address designing major strategies (or programs) to address issues/goals;issues/goals;

establishing action plans (objectives, resource needs, roles, establishing action plans (objectives, resource needs, roles, and responsibilities for implementation);and responsibilities for implementation);

developing a yearly operating plan, which incorporates one developing a yearly operating plan, which incorporates one year out of the multi-year strategic plan;year out of the multi-year strategic plan;

developing and authorizing a budget for year one;developing and authorizing a budget for year one;

incorporating all of the foregoing points in a strategic plan incorporating all of the foregoing points in a strategic plan document;document;

conducting the organization’s year-one operations;conducting the organization’s year-one operations;

monitoring, reviewing, evaluating, and updating the strategic monitoring, reviewing, evaluating, and updating the strategic plan document.plan document.

4.2 Goal-based Model4.2 Goal-based Model

4.3 Alignment Model4.3 Alignment Model

The overall purpose of this model is to ensure strong The overall purpose of this model is to ensure strong alignment between the organization’s mission and its alignment between the organization’s mission and its resources. This model is useful for organizations that need resources. This model is useful for organizations that need to find-tune strategies or find out why strategies are not to find-tune strategies or find out why strategies are not working. Overall steps include:working. Overall steps include:

outlining the organization’s mission, programs, resources, outlining the organization’s mission, programs, resources, and needed support;and needed support;

identifying what is working well and what needs to be identifying what is working well and what needs to be adjusted;adjusted;

identifying how these adjustments should be made;identifying how these adjustments should be made; including and/or incorporating the adjustments as including and/or incorporating the adjustments as

strategies in the strategic plan.strategies in the strategic plan.

4.4 Scenario Planning Model4.4 Scenario Planning Model

This approach can be used in conjunction with other models This approach can be used in conjunction with other models to ensure that people participating in the planning process to ensure that people participating in the planning process truly undertake strategic thinking. The model can be truly undertake strategic thinking. The model can be useful, particularly in identifying strategic issues and useful, particularly in identifying strategic issues and goals. Overall steps include:goals. Overall steps include:

selecting several external forces and imagining related selecting several external forces and imagining related changes that might have an impact on the organization;changes that might have an impact on the organization;

for each possible change identified above, discussing three for each possible change identified above, discussing three different future organizational scenarios (including best different future organizational scenarios (including best case, worse-case, and “reasonable” case) which might case, worse-case, and “reasonable” case) which might arise with the organization as a result of each change;arise with the organization as a result of each change;

suggesting what the organization might do, or potential suggesting what the organization might do, or potential strategies, in each of the three scenarios discussed above strategies, in each of the three scenarios discussed above to respond to each change;to respond to each change;

upon completing the three previous bullets, discussing upon completing the three previous bullets, discussing common considerations or strategies that must be common considerations or strategies that must be addressed to respond to possible external changes;addressed to respond to possible external changes;

selecting the most likely external changes that will effect selecting the most likely external changes that will effect the organization, and identifying the most reasonable the organization, and identifying the most reasonable strategies the organization can undertake to respond to strategies the organization can undertake to respond to those changes. those changes.

4.4 Scenario Planning Model4.4 Scenario Planning Model

4.5 “Organic” or “Self-organizing” 4.5 “Organic” or “Self-organizing” ModelModel

Traditional strategic planning processes are sometimes Traditional strategic planning processes are sometimes considered as “mechanistic” or “linear”, given that they considered as “mechanistic” or “linear”, given that they are rather general-to-specific or cause-and-effect in nature. are rather general-to-specific or cause-and-effect in nature.

Another view of planning is similar to the development of an Another view of planning is similar to the development of an organism (i.e. it looks at the whole system). Self-organizing organism (i.e. it looks at the whole system). Self-organizing requires continual reference to common values, dialoguing requires continual reference to common values, dialoguing around these values, and continued shared reflection around these values, and continued shared reflection around the systems current processes. General steps around the systems current processes. General steps include:include:

clarifying and articulating the organization’s cultural clarifying and articulating the organization’s cultural values, using dialogue and story-building techniques;values, using dialogue and story-building techniques;

articulating the group’s vision for the organization, again articulating the group’s vision for the organization, again using dialogue and story-building techniques;using dialogue and story-building techniques;

on an ongoing basis (possibly once every quarter), on an ongoing basis (possibly once every quarter), dialoguing about what processes are needed to arrive at the dialoguing about what processes are needed to arrive at the vision and what the group is going to do now about those vision and what the group is going to do now about those processes;processes;

continually reminding yourself and others that this type of continually reminding yourself and others that this type of planning process is never really “over with” and that, planning process is never really “over with” and that, rather, the group needs to learn to conduct its own values rather, the group needs to learn to conduct its own values clarification, dialogue/reflection, and process updates;clarification, dialogue/reflection, and process updates;

being very, very patient;being very, very patient;

focusing on learning and less on method;focusing on learning and less on method;

asking the group to reflect on how the organization will asking the group to reflect on how the organization will present its strategic plans to stakeholders, who often expect present its strategic plans to stakeholders, who often expect the “mechanistic, linear” plan formats.the “mechanistic, linear” plan formats.

4.5 “Organic” or “Self-organizing” 4.5 “Organic” or “Self-organizing” ModelModel

5.0 WHEN SHOULD 5.0 WHEN SHOULD STRATEGIC PLANNING BE STRATEGIC PLANNING BE

DONE?DONE?The scheduling of strategic planning processes depends largely on The scheduling of strategic planning processes depends largely on

the nature and needs of the organization and its immediate the nature and needs of the organization and its immediate external environment. external environment.

The following guidelines can help individuals decide when their The following guidelines can help individuals decide when their organization might consider undertaking a strategic planning organization might consider undertaking a strategic planning exercise:exercise:

when an organization is just getting started (the strategic plan when an organization is just getting started (the strategic plan in this case is usually a part of an overall business plan, along in this case is usually a part of an overall business plan, along with a marketing plan, financial plan and with a marketing plan, financial plan and operational/management plan);operational/management plan);

when an organization is preparing for a new major venture, or if when an organization is preparing for a new major venture, or if there is a major change in the external or internal environment.there is a major change in the external or internal environment.

6.0 WHO SHOULD BE 6.0 WHO SHOULD BE INVOLVED IN THE INVOLVED IN THE

PLANNING EXERCISES?PLANNING EXERCISES?In the models discussed up to now, the planning exercises In the models discussed up to now, the planning exercises

are normally coordinated by “planning teams”. The are normally coordinated by “planning teams”. The following guidelines are useful to consider when following guidelines are useful to consider when developing such teams:developing such teams:

the leaders of an organization should be fully involved and the leaders of an organization should be fully involved and drive the development and implementation of the plan;drive the development and implementation of the plan;

clear guidelines for membership and responsibilities clear guidelines for membership and responsibilities should be established;should be established;

as many stakeholders as possible;as many stakeholders as possible;

someone to administer the process.someone to administer the process.

The following guidelines should also be considered when The following guidelines should also be considered when carrying out a planning exercise:carrying out a planning exercise:

different types of members may be needed more at different types of members may be needed more at different times in the planning process;different times in the planning process;

in general, where there is any doubt whether a certain in general, where there is any doubt whether a certain individual should be involved in planning, its best to individual should be involved in planning, its best to involve them.involve them.

6.0 WHO SHOULD BE 6.0 WHO SHOULD BE INVOLVED IN THE INVOLVED IN THE

PLANNING EXERCISES?PLANNING EXERCISES?

7.0 STRATEGIC PLANNING 7.0 STRATEGIC PLANNING – AVOIDING PIT FALLS– AVOIDING PIT FALLS

7.1 Goals & Objectives Should be 7.1 Goals & Objectives Should be SMARTERSMARTER

SMARTERSMARTER is an acronym that can help organizations avoid a is an acronym that can help organizations avoid a major pitfall in the development and implementation of major pitfall in the development and implementation of strategic plans:strategic plans:

SSpecific;pecific; MMeasurable;easurable; AAcceptable;cceptable; RRealistic;ealistic; TTimeframe;imeframe; EExtending;xtending; RRewarding.ewarding.

7.2 Accountability7.2 Accountability

Another pit fall in strategic plans is a failure to sufficiently document Another pit fall in strategic plans is a failure to sufficiently document who is accountable for what part of the plan. who is accountable for what part of the plan.

In order to avoid this pit fall:In order to avoid this pit fall:

- plans should specify who is responsible for achieving each result, plans should specify who is responsible for achieving each result, including goals and objectives;including goals and objectives;- responsible parties should regularly review status reports of the responsible parties should regularly review status reports of the plan’s implementation;plan’s implementation;- responsibilities for the implementation of the plan should be responsibilities for the implementation of the plan should be included in an organization’s policies, procedures, job descriptions, included in an organization’s policies, procedures, job descriptions, and performance review processes.and performance review processes.

7.3 Straying from the Plan7.3 Straying from the Plan

Another possible pit fall is failing to realize that a strategic Another possible pit fall is failing to realize that a strategic plan is a living document, and that it is acceptable to deviate plan is a living document, and that it is acceptable to deviate from its stated objectives. from its stated objectives.

The plan is not a set of rules. It is an overall guideline.The plan is not a set of rules. It is an overall guideline.

Noticing deviations and adjusting the plan accordingly is a Noticing deviations and adjusting the plan accordingly is a critical component to the successful implementation of critical component to the successful implementation of strategic planning.strategic planning.

7.4 Evaluation7.4 Evaluation

Far too often, primary emphasis is placed on the plan Far too often, primary emphasis is placed on the plan document. People can feel that, once the document is done, document. People can feel that, once the document is done, the work is over (and the document is put on the shelf). the work is over (and the document is put on the shelf).

If an organization fails to evaluate either the planning If an organization fails to evaluate either the planning process or the plan itself, it will seriously impede the process or the plan itself, it will seriously impede the implementation of the plan and quite probably have a implementation of the plan and quite probably have a negative effect on the development of future plans. negative effect on the development of future plans.

During the planning process, regular feedback from the During the planning process, regular feedback from the participants will help avoid this pit fall.participants will help avoid this pit fall.

During regular reviews of the implementation of the plan, it During regular reviews of the implementation of the plan, it will also be important to assess if goals are being achieved or will also be important to assess if goals are being achieved or not. not.

7.5 Acknowledge and Celebrate 7.5 Acknowledge and Celebrate ResultsResults

Another possible pit fall is that it is easy for people who have had Another possible pit fall is that it is easy for people who have had unsatisfactory experiences in planning processes to become unsatisfactory experiences in planning processes to become cynical about those processes. cynical about those processes.

One possible reason for this problem is that an overriding One possible reason for this problem is that an overriding emphasis is placed on achieving results. Once the desired results emphasis is placed on achieving results. Once the desired results are achieved, new ones are quickly established. are achieved, new ones are quickly established.

The process can be seen like having to solve one problem after The process can be seen like having to solve one problem after another, with no real end insight. another, with no real end insight.

Yet when one thinks about it, it is a major accomplishment to Yet when one thinks about it, it is a major accomplishment to carefully analyze a situation, involve others in the plan to do carefully analyze a situation, involve others in the plan to do something about it, work together to carry out the plan and something about it, work together to carry out the plan and actually see some results.actually see some results.

It is critically important to acknowledge this, and to It is critically important to acknowledge this, and to celebrate the accomplishment!celebrate the accomplishment!

8.0 APPRECIATIVE 8.0 APPRECIATIVE INQUIRY – AN ALTERNATE INQUIRY – AN ALTERNATE APPROACH TO STRATEGIC APPROACH TO STRATEGIC

PLANNINGPLANNING

The models that we have presented up to now take a The models that we have presented up to now take a “problem-solving” approach to strategic planning. Such “problem-solving” approach to strategic planning. Such approaches have worked well in the past, and to continue to approaches have worked well in the past, and to continue to work today.work today.

There is, however, an alternative approach to strategic There is, however, an alternative approach to strategic planning called “Appreciative Inquiry” that was developed in planning called “Appreciative Inquiry” that was developed in the 1990’s and is increasingly being applied with successful the 1990’s and is increasingly being applied with successful results in numerous groups, organizations and communities.results in numerous groups, organizations and communities.

8.1 What is Appreciative Inquiry8.1 What is Appreciative Inquiry

Ap-pre’ci-ateAp-pre’ci-ate, v., 1. valuing; the act of recognizing the best , v., 1. valuing; the act of recognizing the best in people or the world around us; affirming past and in people or the world around us; affirming past and present strengths, successes, and potential; to perceive present strengths, successes, and potential; to perceive those things that give life (health, vitality, excellence) to those things that give life (health, vitality, excellence) to living systems. 2. to increase in value, e.g. the economy living systems. 2. to increase in value, e.g. the economy has appreciated in value. Synonyms: VALUING; PRIZING; has appreciated in value. Synonyms: VALUING; PRIZING; ESTEEMING; and HONOURING.ESTEEMING; and HONOURING.

In-quire’In-quire’, v., 1. the act of exploration and discovery. 2. to , v., 1. the act of exploration and discovery. 2. to ask questions; to be open to seeing new potentials and ask questions; to be open to seeing new potentials and possibilities. Synonyms: DISCOVERY; SEARCH; possibilities. Synonyms: DISCOVERY; SEARCH; SYSTEMATIC EXPLORATION and STUDY.SYSTEMATIC EXPLORATION and STUDY.

8.1 What is Appreciative Inquiry8.1 What is Appreciative Inquiry

Appreciative inquiry works on Appreciative inquiry works on the assumption that whatever you the assumption that whatever you want more of already exists in all organizationswant more of already exists in all organizations. .

In terms of strategic planning, an appreciative inquiry approach will In terms of strategic planning, an appreciative inquiry approach will include:include:

- identifying the best times during the best situations in an identifying the best times during the best situations in an organization’s past;organization’s past;

- wishing and thinking about what worked best then;wishing and thinking about what worked best then;

- visioning what people want in the future, and;visioning what people want in the future, and;

- building from what worked best in order to work towards the stated building from what worked best in order to work towards the stated

vision.vision.

8.1 What is Appreciative Inquiry8.1 What is Appreciative Inquiry The following table summarizes the differences between a The following table summarizes the differences between a

“problem-solving” approach and an “appreciative inquiry” “problem-solving” approach and an “appreciative inquiry” approach.approach.

Problem-SolvingProblem-Solving Appreciative InquiryAppreciative InquiryWhat to fix.What to fix. What to grow.What to grow.

Grammar = Problem, symptoms, causes,Grammar = Problem, symptoms, causes, New grammar of New grammar of the true, good, solutions, action plan, intervention. the true, good, solutions, action plan, intervention. better, possible.better, possible.

Breaks things into pieces & specialties, Breaks things into pieces & specialties, “Problems “Problems focus” implies that which can lead to fragmented focus” implies that which can lead to fragmented responsesresponses there is an ideal. Appreciativethere is an ideal. Appreciative

inquiry breaks open the inquiry breaks open the box of box of what the ideal is first.what the ideal is first.

Problem-SolvingProblem-Solving Appreciative InquiryAppreciative Inquiry Slow. When focusing on problems,Slow. When focusing on problems, Expands vision of Expands vision of

preferredpreferredit takes a lot of positive emotion to it takes a lot of positive emotion to future. Creates new future. Creates new

energy fast.energy fast.make real change.make real change.

Assumes organizations are sources ofAssumes organizations are sources of Assumes organizations Assumes organizations are are

problems to be overcome.problems to be overcome. sources of infinite sources of infinite capacity andcapacity and

imagination.imagination.

What problems are you having?What problems are you having? What is working well What is working well around around here?here?

8.1 What is Appreciative Inquiry8.1 What is Appreciative Inquiry

8.2 Appreciative Inquiry - 8.2 Appreciative Inquiry - AssumptionsAssumptions

The assumptions of appreciative inquiry are:The assumptions of appreciative inquiry are:

in every society, organization or group, something in every society, organization or group, something works;works;

what we focus on becomes our reality;what we focus on becomes our reality; reality is created in the moment and there are multiple reality is created in the moment and there are multiple

realities;realities; the act of asking questions of an organization or group the act of asking questions of an organization or group

influences the group in someway;influences the group in someway; people have more confidence and comfort to the journey people have more confidence and comfort to the journey

to the future (the unknown) when they carry forward to the future (the unknown) when they carry forward parts of the past (the known);parts of the past (the known);

if we carry parts of the past forward, they should be if we carry parts of the past forward, they should be what is best about the past;what is best about the past;

it is important to value differences;it is important to value differences; the language we use creates our reality.the language we use creates our reality.

8.3 Appreciative Inquiry - 8.3 Appreciative Inquiry - Approach/CycleApproach/Cycle

There are four phases to the appreciative approach:There are four phases to the appreciative approach:

DiscoveryDiscovery““What gives life?” (the best of What gives life?” (the best of

what is) what is) APPRECIATINGAPPRECIATING

DreamDream““What might be?” What might be?”

ENVISIONING ENVISIONING IMPACTIMPACT

Delivery Delivery ““How to empower, learn How to empower, learn & adjust/improvise?” & adjust/improvise?”

SUSTAININGSUSTAINING

DesignDesign““What should be What should be

(ideal)?” (ideal)?” CO-CONSTRUCTINGCO-CONSTRUCTING

8.3.1 Appreciative Inquiry - 8.3.1 Appreciative Inquiry - Discovery PhaseDiscovery Phase

The core task in the The core task in the discovery phasediscovery phase is to appreciate the best of is to appreciate the best of “what is” by focusing on peak moments of organizational “what is” by focusing on peak moments of organizational excellence - when people experienced the organization in its most excellence - when people experienced the organization in its most alive and effective state. alive and effective state.

The following are some example of discovery phase questions: The following are some example of discovery phase questions:

recount an event where you demonstrated remarkable leadership recount an event where you demonstrated remarkable leadership abilities. What challenges did you face? How did you overcome abilities. What challenges did you face? How did you overcome them?them?

tell a story about a time when you felt the group was really at its tell a story about a time when you felt the group was really at its

best, when energy and enthusiasm were particularly high;best, when energy and enthusiasm were particularly high;

tell a story about a time when an innovation – “a new way of doing tell a story about a time when an innovation – “a new way of doing things” – helped your group achieve something important. What things” – helped your group achieve something important. What happened specifically?happened specifically?

tell a story about a time when you really felt the support and tell a story about a time when you really felt the support and encouragement of other group members?encouragement of other group members?

8.3.2 Appreciative Inquiry - Dream 8.3.2 Appreciative Inquiry - Dream PhasePhase

In the In the dream phasedream phase, people discuss how they can build on , people discuss how they can build on their strengths to better their organization.their strengths to better their organization.

- what would the organization be in five years?what would the organization be in five years?- what would be its greatest achievement?what would be its greatest achievement?- what role would the group members play in the what role would the group members play in the

development of the organization?development of the organization?- what would it look and feel like if the organization was what would it look and feel like if the organization was

always at its peak?always at its peak?

This phase is both practical, in that it is grounded in the This phase is both practical, in that it is grounded in the organization’s history, and generative, in that it seeks to organization’s history, and generative, in that it seeks to expand the organization’s potential.expand the organization’s potential.

The objective of this stage is to enable participants to evolve The objective of this stage is to enable participants to evolve quality visions based on their strengths and values.quality visions based on their strengths and values.

8.3.3 Appreciative Inquiry - Design 8.3.3 Appreciative Inquiry - Design PhasePhase

The The design phasedesign phase is intended to bring together participants in a is intended to bring together participants in a dialogue about creating their desired future. dialogue about creating their desired future.

They turn imagination into action by establishing roles and They turn imagination into action by establishing roles and responsibilities, developing strategies, forging institutional responsibilities, developing strategies, forging institutional relationships and mobilizing resources to achieve their goals.relationships and mobilizing resources to achieve their goals.

Detailed planning begins at three levels:Detailed planning begins at three levels:

action planning on short-term objectives establishing the action planning on short-term objectives establishing the dream stage;dream stage;

discussion of long-term strategies to achieve more challenging discussion of long-term strategies to achieve more challenging goals; andgoals; and

consideration of structural changes that reinforce existing consideration of structural changes that reinforce existing strengths, core values and life-giving forces and create strengths, core values and life-giving forces and create mechanisms for continual organizational learning.mechanisms for continual organizational learning.

The objectives of this phase are to assist the participants to The objectives of this phase are to assist the participants to develop the structures and strategies needed to take action on develop the structures and strategies needed to take action on their short- and long-term goals. Practical steps are defined their short- and long-term goals. Practical steps are defined and will direct a group in individual actions.and will direct a group in individual actions.

8.3.4 Appreciative Inquiry - Delivery 8.3.4 Appreciative Inquiry - Delivery

PhasePhase The The delivery phasedelivery phase is when people get to work on the is when people get to work on the

specifics of implementing the ideas generated in the specifics of implementing the ideas generated in the preceding three phases. preceding three phases.

The The delivery phasedelivery phase emphasizes: emphasizes:

Innovation;Innovation; Continuous Learning;Continuous Learning; Nurturing an “appreciative eye”;Nurturing an “appreciative eye”; Institutionalizing the appreciative inquiry process;Institutionalizing the appreciative inquiry process; Self-reliance;Self-reliance; Monitoring;Monitoring; Participation;Participation; Transparency.Transparency.

8.4 Appreciative Inquiry - Why it 8.4 Appreciative Inquiry - Why it

WorksWorks Proponents of appreciative inquiry believe this approach is Proponents of appreciative inquiry believe this approach is

true to human nature because it integrates different ways true to human nature because it integrates different ways of knowing. of knowing.

The process allows room for:The process allows room for:

- emotional response as well as intellectual analysis;emotional response as well as intellectual analysis;

- imagination as well as rational thought. imagination as well as rational thought.

9.0 CONCLUSION9.0 CONCLUSION - planning document important – planning document important – planning process criticalplanning process critical;;- open lines of communication;open lines of communication;- question and improve;question and improve;- transparency;transparency;- constructive feedback;constructive feedback;

- you can choose to make a difference…you can choose to make a difference…

- patience, perseverance, fun and success…patience, perseverance, fun and success…

10.0 References Used10.0 References Used

A selected bibliography is included in your hand-outs.A selected bibliography is included in your hand-outs.

Other references used include:Other references used include: ““Appreciative Inquiry and Community Development” Appreciative Inquiry and Community Development”

and “The Positive Path” from the website of the and “The Positive Path” from the website of the Institute for Sustainable Development (Institute for Sustainable Development (www.iisd.orgwww.iisd.org););

Strategic planning in profit and non-profit organizations Strategic planning in profit and non-profit organizations (Dr C. McNamara, (Dr C. McNamara, www.mapnp.orgwww.mapnp.org))