Building the Future:
thinking, planning, doing
Jane Dysart
jane@dysartjones.com
Rebecca Jones
rebecca@dysartjones.com
www....
Focus for today
Viewing
situations &
solutions
strategicall
y
It’s so hard for us
– & for our
colleagues – to
see the big
picture….&
especially to see
it through non-
library or non-
i...
Today’s approach
§ Consider strategic contexts &
strategic thinking
§ Explore scanning & visioning
§ Apply some techniq...
Seeing Possibilities
Seeing
Differently
Adjusting
Views
Our Lenses
Begin to find clarity
• Identify 3 or 4 words or phrases
you feel are integral to each
of:
• Strategy
• Strategic thinking...
Preparing for
Significant Change:
§  Rooted in Trends &
Different Thinking
Willingness to Shift Focus:
§  Divest to Inve...
“in making decisions, you may be at the
mercy of your mind’s strange
workings….”
Hammond, Keeney & Raiffa, The Hidden Trap...
The whole purpose of thinking strategically
is to define actions that are strategic.
Strategic “actions” focus more on ens...
Strategic Thinking:
Mintzberg
Management
vs.
Avoidance
Critical Thinking
“ the intellectually disciplined process of
actively and skillfully conceptualizing,
applying, analyzing...
Critical thinking is really about
§ Decision-making & problem-solving
§ Openmindedness
§ Productive dialogue
Good Critical Thinking
§ Raises the right questions – clearly & precisely
§ Focuses on the real problem or decision to
b...
Think critically,
don’t criticize
What if the
opposite
were true?
Critical optimism
“when planning (we) cannot be, by definition,
pessimists. It just doesn’t go with the job. We’re
suppose...
Why?
•  For our customers
•  Designing meaningful services
•  For our organizations
•  Planning, negotiating, managing & r...
Wakes us up
“We’ve always” won’t move us
forward
“Naming” the process at first makes it
legitimate to:
Ø Challenge usual ...
Surfaces our decision traps
§ Framing
§ Status quo
§ Anchoring
§ Sunk cost fallacy
Based	
  on	
  the	
  work	
  of	
 ...
Clarify your frame
§ Your assumptions form your “frame”
through which you “see” the
situation
§ The questions we ask ver...
Question your status-quo
§ Like it or not, tendency is
to perpetuate what we
already know
§ Psychologically risky
“break...
Lift your anchor
§ What we hear or see
first influences our
subsequent thinking
§ Past statistics &
trends, an article, ...
Surface your costs
When you find yourself in a hole,
the best thing you can do is stop
digging.
Warren Buffet
Case study: after-action review
When have you taken a strategic stand?
Approached a service or operation
differently?
What...
A pessimist sees the difficulty in
every opportunity;
an optimist sees the
opportunity in every
difficulty.
Winston Church...
Peripheral Vision
§ Process for building "vigilant
organizations" that are constantly
attuned to changes in the environme...
Trends
§ Capture, manage & use
§ Keep staff & Board or
influencers current, NOT just
at strategic planning time
§ Discu...
Sources of Ideas
§ Examine your skills & talents
§ Keep up with current events
§ Investigate other markets
Consider:
Paper.li
What are the implications?
Critical thinking, trends & assumptions
Strategic
thinking
Decision-making
Strategic
planning
Deliberated tasks
Operationa...
• Take a wide scope
• Ask the right questions
• Scan different places
• Pay attention to signals
• Explore for more info
•...
Strategy needs to be experienced
“Beyond Strategic Thinking” Jeanne Liedtka, Darden School of Business,
University of Virg...
John Maxwell, Leadership Gold, 2010
Design your future
Stand in
the future
Decision-
makers
Vision
Some
Staff’s
Vision
CEO
Vision
My
Vision
Your
vision
Other
Staff’s
Vision
Common view;
various per...
Systems
Thinking:
Embracing
Complexity
Dave Pollard
Applying
Case Studies to
Spark Thinking
Case Study
1.  Prepare your decision approach for either Case 1
or Case 2
- 10 minutes
2.  Next, with your colleague:
§  ...
Case one:
§ Your budget will be 10%
less for the next financial
year.
§ 80% of your current budget
is staff, 15% is cont...
Case one:
Your budget will be 10% less for the next financial year. 70% of your current budget is staff, 15% is
content, t...
Case two:
You have an idea for a new service you believe clients will value. There isn’t any more funding
available and st...
Discuss with a partner for 10 minutes:
1.  What surprised you when you had to think about critical thinking practices and ...
Implementing
We can’t make decisions alone
or in a vacuum, nor can we
implement in the same way we
always have.
The decisions & problem...
Social Wisdom.ca
“Top five desired skill sets for digital strategist:
§ Facilitation; work with cross functional groups t...
Implementation plan
Project
facilitator
Team
Project C
Project
facilitator
Team
Project B
Project
facilitator
Team
Project...
Managed, persistent progress
Project charters
Effective
meetings
Formal &
informal buzz
Service Models
Roles & working
rel...
Practitioner’s Experiences
Not just any
practitioners:
§ Stephen Abram
§ Ken Haycock
§ Donna Scheeder
Seeing Possibilities
Seeing
Differently
Adjusting
Views
Sources to Consider
§ www.trendwatching.com
§ www.trendhunter.com
§ www.infotoday.com
§ www.davidleeking.com/
§ www.w...
Building the Future Workshop, June 6th, 2014
2 things I am going to do with this information, or as a result of our discus...
Thank
you
Jane,
Rebecca
Guests!
Building the future june 6th workshop slides
Upcoming SlideShare
Loading in...5
×

Building the future june 6th workshop slides

172

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
172
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
6
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Building the future june 6th workshop slides

  1. 1. Building the Future: thinking, planning, doing Jane Dysart jane@dysartjones.com Rebecca Jones rebecca@dysartjones.com www.dysartjones.com
  2. 2. Focus for today Viewing situations & solutions strategicall y
  3. 3. It’s so hard for us – & for our colleagues – to see the big picture….& especially to see it through non- library or non- information lenses.”
  4. 4. Today’s approach § Consider strategic contexts & strategic thinking § Explore scanning & visioning § Apply some techniques § Share experiences & learnings with each other & with some who rock the boats
  5. 5. Seeing Possibilities Seeing Differently Adjusting Views
  6. 6. Our Lenses
  7. 7. Begin to find clarity • Identify 3 or 4 words or phrases you feel are integral to each of: • Strategy • Strategic thinking • In 10 minutes, be ready to tell us who is in your group, and the terms your group used to discuss these concepts • Join 2 other people, any people
  8. 8. Preparing for Significant Change: §  Rooted in Trends & Different Thinking Willingness to Shift Focus: §  Divest to Invest Readiness to: §  Accept the Implications §  Reallocate Budget and Priorities to Reflect New Directions Strategic contexts
  9. 9. “in making decisions, you may be at the mercy of your mind’s strange workings….” Hammond, Keeney & Raiffa, The Hidden Traps in Decision Making, Harvard Business Review, January 2006
  10. 10. The whole purpose of thinking strategically is to define actions that are strategic. Strategic “actions” focus more on ensuring sustainability & success over the next 2 - 3 - 5 years, than about putting out fires today.
  11. 11. Strategic Thinking: Mintzberg
  12. 12. Management vs. Avoidance
  13. 13. Critical Thinking “ the intellectually disciplined process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and/or evaluating information gathered from, or generated by, observation, experience, reflection, reasoning, or communication, as a guide to belief and action.” Cri$cal  Thinking  as  Defined  by  the  Na$onal  Council  for  Excellence  in  Cri$cal  Thinking,  1987   A  statement  by  Michael  Scriven  &  Richard  Paul  at  the  8th  Annual  Interna:onal  Conference  on  Cri:cal  Thinking  and  Educa:on  Reform,     Summer  1987}.  hHp://www.cri:calthinking.org/page.cfm?PageID=766&CategoryID=51  Last  accessed  May  31,  2009    
  14. 14. Critical thinking is really about § Decision-making & problem-solving § Openmindedness § Productive dialogue
  15. 15. Good Critical Thinking § Raises the right questions – clearly & precisely § Focuses on the real problem or decision to be taken § Gathers & assesses relevant information § Develops well-reasoned conclusions & solutions, testing them against relevant criteria and standards § Relies on recognizing & assessing assumptions, implications, & consequencesR
  16. 16. Think critically, don’t criticize
  17. 17. What if the opposite were true?
  18. 18. Critical optimism “when planning (we) cannot be, by definition, pessimists. It just doesn’t go with the job. We’re supposed to be defining the future, aren’t we? [...] If we can’t see the world as a better place to live in, than what chance does anyone else have?” “History tells us that before great library can happen, it first has to be a mission. And a mission starts with a dream. As library employees & advocates, we potentially hold enormous power. And with it comes responsibility. Wield it imaginatively and wisely. And optimistically.” Richard Seymour, Optimistic Futurism in Interactions
  19. 19. Why? •  For our customers •  Designing meaningful services •  For our organizations •  Planning, negotiating, managing & relationship building •  For ourselves, and our professional credibility •  Aware & factor in our : •  tendencies & assumptions •  perceptions & selections based on conditioning, beliefs and desires, focus, emotions •  reconstructive memory affected by time, what we want to remember, and after-acquired information and suggestion •  confidence in our knowledge & ability to reason
  20. 20. Wakes us up “We’ve always” won’t move us forward “Naming” the process at first makes it legitimate to: Ø Challenge usual practices Ø Rethink what has been thought Ø Expand the emphasis from short-term fixes to long-term
  21. 21. Surfaces our decision traps § Framing § Status quo § Anchoring § Sunk cost fallacy Based  on  the  work  of  Michael  B.   Metzger,  Kelley     School  of  Business,  Indiana  University   § Information gathering traps § Overconfidence bias § Availability § Confirmation bias § Generalization § False cause
  22. 22. Clarify your frame § Your assumptions form your “frame” through which you “see” the situation § The questions we ask very often determine the type of answers we get So…….. § Don’t accept the first frame – or question § “re-frame” or look at the issue from different perspectives, particularly from customer or stakeholder perspectives
  23. 23. Question your status-quo § Like it or not, tendency is to perpetuate what we already know § Psychologically risky “breaking from the status quo means taking action, and when we take action, we take responsibility, thus o p e n i n g o u r s e l v e s t o criticism and to regret.” Hammond, Keeney, Raiffa So……. § Focus on the goal & ask how status quo helps move towards them § Evaluate vs. all other alternatives IN TERMS OF THE FUTURE § Ask outsiders to review your evaluations
  24. 24. Lift your anchor § What we hear or see first influences our subsequent thinking § Past statistics & trends, an article, a colleague’s comment § The order in which we receive info distorts our judgment So….. § Be aware § Find different starting points § As you gather other people to discuss the issue, try to limit the information you give them § Clarity your base assumptions § Keep coming back to the issue on which you are focusing
  25. 25. Surface your costs When you find yourself in a hole, the best thing you can do is stop digging. Warren Buffet
  26. 26. Case study: after-action review When have you taken a strategic stand? Approached a service or operation differently? What did you learn? What worked? What didn’t? As a result of this, what is your frame? What are your anchors? What are your sunk costs?
  27. 27. A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty. Winston Churchill Gap or green field?
  28. 28. Peripheral Vision § Process for building "vigilant organizations" that are constantly attuned to changes in the environment § Steps focus on improving receiving, interpreting and acting on weak signals from the periphery  Scope: limit where to look Scan: with intention Interpret: data’s meaning Probe: some data Act: on the insights George S. Day & Paul J. H. Schoemaker, Harvard Business School Press, 2006
  29. 29. Trends § Capture, manage & use § Keep staff & Board or influencers current, NOT just at strategic planning time § Discuss implications http://socialwisdom.ca
  30. 30. Sources of Ideas § Examine your skills & talents § Keep up with current events § Investigate other markets
  31. 31. Consider:
  32. 32. Paper.li
  33. 33. What are the implications?
  34. 34. Critical thinking, trends & assumptions Strategic thinking Decision-making Strategic planning Deliberated tasks Operational planning
  35. 35. • Take a wide scope • Ask the right questions • Scan different places • Pay attention to signals • Explore for more info • Decide • Act
  36. 36. Strategy needs to be experienced “Beyond Strategic Thinking” Jeanne Liedtka, Darden School of Business, University of Virginia, Rotman Magazine Winter 2011 p. 29+ (author of Designing for Growth, 2011)
  37. 37. John Maxwell, Leadership Gold, 2010
  38. 38. Design your future Stand in the future
  39. 39. Decision- makers Vision Some Staff’s Vision CEO Vision My Vision Your vision Other Staff’s Vision Common view; various perspectives
  40. 40. Systems Thinking: Embracing Complexity Dave Pollard
  41. 41. Applying Case Studies to Spark Thinking
  42. 42. Case Study 1.  Prepare your decision approach for either Case 1 or Case 2 - 10 minutes 2.  Next, with your colleague: §  Talk through your plan or approach with each other §  Advise each other on critical thinking decision traps §  Determine your anchors & assumptions -- 10 minutes
  43. 43. Case one: § Your budget will be 10% less for the next financial year. § 80% of your current budget is staff, 15% is content, the other 5% is for various administrative costs (travel, training, phones, supplies). § Put together an approach for making the decision of how to work within this budget. Case two: § You have an idea for a new service you believe clients will value. There isn’t any more funding available and staff are working at capacity. § Put together a plan for making the case to proceed with the service.
  44. 44. Case one: Your budget will be 10% less for the next financial year. 70% of your current budget is staff, 15% is content, the other 15% is for various administrative and operating costs (technology, training, phones, supplies). In 10 minutes, draft an approach for working within this budget.
  45. 45. Case two: You have an idea for a new service you believe clients will value. There isn’t any more funding available and staff are working at capacity. In 10 minutes, draft a plan for making the case to proceed with the service.
  46. 46. Discuss with a partner for 10 minutes: 1.  What surprised you when you had to think about critical thinking practices and avoiding decision- making traps? 2.  How did you “frame” the situation? 3.  What assumptions were you making? 4.  What anchors did you identify? 5.  What will you do differently in making decisions? 6.  How will you apply this starting now?
  47. 47. Implementing
  48. 48. We can’t make decisions alone or in a vacuum, nor can we implement in the same way we always have. The decisions & problems we face are increasingly complex.
  49. 49. Social Wisdom.ca “Top five desired skill sets for digital strategist: § Facilitation; work with cross functional groups to create alignment on objectives & plans § Influence & negotiation; articulate benefits & risks associated with digital opportunities § Analytics; identify the insights that will contribute to a balanced, thoughtful review of a business; distill intelligence from data § Project management  § Synthesis.  [a rare skill]; synthesize activity, client needs or discussions to distill to the most salient facts.”
  50. 50. Implementation plan Project facilitator Team Project C Project facilitator Team Project B Project facilitator Team Project A
  51. 51. Managed, persistent progress Project charters Effective meetings Formal & informal buzz Service Models Roles & working relationships
  52. 52. Practitioner’s Experiences Not just any practitioners: § Stephen Abram § Ken Haycock § Donna Scheeder
  53. 53. Seeing Possibilities Seeing Differently Adjusting Views
  54. 54. Sources to Consider § www.trendwatching.com § www.trendhunter.com § www.infotoday.com § www.davidleeking.com/ § www.walkingpaper.org/ §  www.tametheweb.com/ §  www.socialwisdom.ca § http://stephenslighthouse.com/ Stephen Abram § www.wfs.org World Future Society § www.librarytechnology.org Marshall Breeding § Library of Congress Webcast series: Digital future http://www.loc.gov/today/ cyberlc/results.php? mode=s&cat=45 § www.nowandnext.com
  55. 55. Building the Future Workshop, June 6th, 2014 2 things I am going to do with this information, or as a result of our discussions today are: 1. 2. I’ll do this by (date):_________________________
  56. 56. Thank you Jane, Rebecca Guests!
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×