A proven method of real time strategic planning, for moving “To The Future & Beyond” by focusing on the future, not solving current problems. 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 * Create Strategic Thinkers at all levels in Organizations “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.

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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.
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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
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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
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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
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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
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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
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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.
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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
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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
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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
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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
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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
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16. Typical Structure
• Involves 30-70 people
• Has a defined purpose
• Five tasks
• No formal input
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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
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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
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19. Reflection and Discussion

20. A Brief Future Search Case Review
Poudre Fire Authority
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21. Mini-Future Search Exercise

22. ISPI A LEADER IN GLOBAL
PERFORMANCE IMPROVEMENT:
ISPI IN 2023
THE NEXT 10 YEARS

23. Summary and Reflection

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
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25. Elephant and the Blind Men
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