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Transformational Strategy: from trepidation to ‘unlocked’

ToP Participatory Strategic Planning with an international humanitarian agency in Geneva

1 of 28
www.martingilbraith.com
Transformational Strategy
from trepidation to ‘unlocked’
ToP Participatory Strategic Planning
with an international humanitarian agency in Geneva
Welcome!
www.martingilbraith.com
Overview
1. ICA’s Technology
of Participation and
Participatory
Strategic Planning
method
2. Case study of the
method in action
3. Links to resources
and support
2
www.martingilbraith.com
First, about me
Associate,
former Chief
Executive
President
Certified
Professional
Facilitator,
former Chair
3
www.martingilbraith.com
Facilitation approach
Values
• Inclusive
participation
• Teamwork &
collaboration
• Individual & group
creativity
• Action & ownership
• Reflection &
learning
Methods & tools
1. Rational &
Experiential aims
2. Focused
Conversation
3. Consensus
Workshop
4. Action Planning
5. Participatory
Strategic Planning 4
www.martingilbraith.com
ToP Consensus Workshop
5
www.martingilbraith.com
ToP Participatory Strategic
Planning
6
www.martingilbraith.com
Case Study
 established 1998 by
NRC with UN
General Assembly
mandate
 evolved into conflict
& natural disaster,
monitoring &
advocacy
 35 staff in Geneva,
Director & many new
www.internal-displacement.org
7
www.martingilbraith.com
Preparation & design
 Consultation visit,
early September
 Contracting:
– context & challenge
– proposed approach
– aims & design
 Regular skype calls
with design team
 Venue & catering,
equipment &
supplies 8
www.martingilbraith.com
The challenge
 IDMC annual staff
‘Planning week’, 14-
18 October in
Geneva
 to embed 2011
change &
restructuring
 to respond to
changing
environment
 to capitalise on fresh 9
www.martingilbraith.com
The proposed approach
 ToP approach &
Participatory
Strategic Planning
method
 Not comprehensive
but sufficient
 Inclusive &
appreciative
 Forward-looking &
intentional
 Transparent & 10
www.martingilbraith.com
Rational & Experiential Aims
1. Clear and shared understanding of strategic
environment & journey of change and implications
2. Clear and agreed institutional strategic
framework - Mission, Values, Vision, Strategies,
SMART Objectives and Operating Principles
3. Contribute to resolving ‘vital questions’ of IDMC
strategy & policy
4. Departmental and inter-departmental operational
plans for the first quarter, plus regular review
5. To build shared commitment, confidence and
trust for a new way forward together.
11
www.martingilbraith.com
Design for the week
Monday Tuesday Wednesday Thursday Friday
Overview
Warm up –
World Café
Planning cycle
Practical Vision
– ToP PSP
workshop
Underlying
Contradictions –
ToP PSP
workshop
Strategic
Directions – ToP
PSP workshop
Implications:
natural disaster
integration –
ToP Focused
Conversation
IDMC’s journey
of change – ToP
Historical Scan
Continued… Continued… Continued… SMART
Objectives – ToP
PSP workshop
Current
strategic
context – ToP
Wave exercise
Social outing
– Bowling
Continued… Continued… Continued…
Mission &
Values and PSP
Focus Question –
ToP Focused
Conversation
Continued… Strengths and
resources –
carousel
brainstorm
Implications:
donor
commitments –
ToP Focused
Conversation
Operational
plans – ToP PSP
workshop
Close
12
www.martingilbraith.com
Design for the week
Monday Tuesday Wednesday Thursday Friday
Overview
Warm up –
World Café
Planning cycle
Practical Vision
– ToP PSP
workshop
Underlying
Contradictions –
ToP PSP
workshop
Strategic
Directions – ToP
PSP workshop
Implications:
natural disaster
integration –
ToP Focused
Conversation
IDMC’s journey
of change – ToP
Historical Scan
Continued… Continued… Continued… SMART
Objectives – ToP
PSP workshop
Current
strategic
context – ToP
Wave exercise
Social outing –
Bowling
Continued… Continued… Continued…
Mission &
Values – ToP
Focused
Conversation
Continued… Strengths and
resources –
carousel
brainstorm
Implications:
donor
commitments –
ToP Focused
Conversation
Operational
plans – ToP PSP
workshop
Close
13
www.martingilbraith.com
IDMC’s Journey of Change
ToP Historical Scan
14
www.martingilbraith.com
Current Strategic Context
ToP Wave exercise
15
www.martingilbraith.com
PSP Focus Question
“How can IDMC
strengthen it‟s unique
role as a global
monitor and evidence-
based advocate,
to best contribute to
prevention, protection
during, and durable
solutions
for people affected by
internal displacement?”
ToP Focused
Conversation
16
www.martingilbraith.com
PSP Practical Vision
“What do we want to see in place 3 years from
now as a result of our work?”
17
www.martingilbraith.com
PSP Underlying Contradictions
“What is blocking us from moving towards our
vision?”
18
www.martingilbraith.com
Strengths & Resources
“What strengths and
resources do we have
to address the blocks
to our vision?”
Carousel brainstorm
19
www.martingilbraith.com
PSP Strategic Directions
“What practical actions will address our blocks
and move us toward our vision?”
20
www.martingilbraith.com
Our implementation vehicles
“If our
implementation
plan were a
fantasy vehicle,
how might it
look?”
Group creativity exercise
21
www.martingilbraith.com
PSP Focused Implementation
“What will be our
„SMART‟
accomplishments for
the first year?”
“What implementation
steps will be required
in the first Quarter?”
22
www.martingilbraith.com
First Quarter review
• Overview
• Strategic review –
World Café
• Operational review
• Revise SMART
Objectives
• Draft Quarter 2
Operational Plans
• Reflection & close.
23
www.martingilbraith.com
Feedback
Alfredo Zamudio,
Director
“From beginning to end
Martin had a very clear
methodology.
The planning week was a
learning experience, very
inclusive of all
participants.
The extensive
documentation has been
Clare Spurrell,
Head of
Communications
“Our planning week has
always been faced with
some trepidation, but this
year IDMC was able to
really 'unlock‟.
We were amazed with
what we managed to
achieve by the end of the
week”
24
www.martingilbraith.com
And, if you don’t have 5 days…
• 15 participants – three
part-time staff,
volunteer Board, local
stakeholders
• Experienced ToP PSP
facilitator on staff
• Lower stakes, less
complex, less
contentious
• 3 workshops in 1 long
day - vision,
contradictions, strategic
directions
• Brief review of context,
mission & values first
• Implementation
planning by staff team
later 25
www.martingilbraith.com
Resources & support
26
www.martingilbraith.com
Discussion & questions
At tables:
• What words or images do you recall?
• What surprised you? What confused you?
• How do this approach and case compare to
your own work and experience?
• What’s one question you would like to ask
from your table?
27
www.martingilbraith.com
Thank you!
With thanks to all at IDMC, and to Rachel Natali for her photographs
Download the full 28-slide presentation from my website:
28

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Transformational Strategy: from trepidation to ‘unlocked’

Editor's Notes

  1. Welcome!ToP Participatory Strategic Planning a case study from an international humanitarian agency in Geneva
  2. OverviewICA’s Technology of Participation and Participatory Strategic Planning methodCase study of the method in actionLinks to resources and support
  3. First, about meICA:UK Associate, former Chief ExecutiveICAI PresidentIAF Certified Professional Facilitator, former Chair
  4. ToP Facilitation approachValuesInclusive participationTeamwork & collaborationIndividual & group creativityAction & ownershipReflection & learningMethods & toolsRational & Experiential aims Focused ConversationConsensus WorkshopAction PlanningParticipatory Strategic Planning==
  5. 3. Consensus WorkshopRA/EAContextBrainstormClusterNameResolve==
  6. ToP Participatory Strategic PlanningPreparation & DesignPractical VisionUnderlying ContradictionsStrategic DirectionsFocused Implementation
  7. Case study – IDMCestablished 1998 by NRC with UN General Assembly mandateevolved into conflict & natural disaster, monitoring & advocacy35 staff in Geneva, Director & many new
  8. Preparation & designConsultation visit, early SeptemberContracting: context & challengeproposed approach aims & designRegular skype calls with design teamVenue & catering, equipment & supplies
  9. The challenge:IDMC annual staff ‘Planning week’, 14-18 October in Genevato embed 2011 change & restructuringto respond to changing environmentto capitalise on fresh opportunity for new start - ‘IDMC v.2’
  10. The proposed approachToP approach & Participatory Strategic Planning methodNot comprehensive but sufficientInclusive & appreciativeForward-looking & intentionalTransparent & accountable
  11. Rational & Experiential AimsClear and shared understanding of strategic environment & journey of change and implicationsClear and agreed institutional strategic framework - Mission, Values, Vision, Strategies, SMART Objectives and Operating PrinciplesContribute to resolving ‘vital questions’ of IDMC strategy & policy Departmental and inter-departmental operational plans for the first quarter, plus regular reviewTo build shared commitment, confidence and trust for a new way forward together.
  12. Design for the weekMondayOverview Warm up – World Café Planning cycleIDMC’s journey of change – ToP Historical ScanCurrent strategic context – ToP Wave exerciseMission & Values and PSP Focus Question – ToP Focused ConversationTuesdayPractical Vision – ToP PSP workshopContinued…Social outing – BowlingContinued…WednesdayUnderlying Contradictions – ToP PSP workshopContinued…Continued…Strengths and resources – carousel brainstormThursdayStrategic Directions – ToP PSP workshopContinued…Continued…Implications: donor commitments – ToP Focused ConversationFridayImplications: natural disaster integration – ToP Focused ConversationSMART Objectives – ToP PSP workshopContinued…Operational plans – ToP PSP workshopClose
  13. Design for the weekMondayOverview Warm up – World Café Planning cycleIDMC’s journey of change – ToP Historical ScanCurrent strategic context – ToP Wave exerciseMission & Values and PSP Focus Question – ToP Focused ConversationTuesdayPractical Vision – ToP PSP workshopContinued…Social outing – BowlingContinued…WednesdayUnderlying Contradictions – ToP PSP workshopContinued…Continued…Strengths and resources – carousel brainstormThursdayStrategic Directions – ToP PSP workshopContinued…Continued…Implications: donor commitments – ToP Focused ConversationFridayImplications: natural disaster integration – ToP Focused ConversationSMART Objectives – ToP PSP workshopContinued…Operational plans – ToP PSP workshopClose
  14. IDMC’s Journey of Change ToP Historical Scan
  15. Current Strategic ContextToP Wave exercise
  16. PSP Focus QuestionToP Focused Conversation“How can IDMC strengthen it’s unique role as a global monitor and evidence-based advocate,to best contribute to prevention, protection during, and durable solutionsfor people affected by internal displacement?”
  17. PSP Practical VisionWhat do we want to see in place 3 years from now as a result of our work?”
  18. PSP Underlying ContradictionsWhat is blocking us from moving towards our vision?”
  19. Strengths & ResourcesCarousel brainstorm“What strengths and resources do we have to address the blocks to our vision?”
  20. PSP Strategic Directions“What practical actions will address our blocks and move us toward our vision?”
  21. Our implementation vehiclesGroup creativity exercise“If our implementation plan were a fantasy vehicle, how might it look?”
  22. PSP Focused Implementation“What will be our ‘SMART’ accomplishments for the first year?”“What implementation steps will be required in the first Quarter?”
  23. First Quarter reviewOverviewStrategic review – World CaféOperational reviewRevise SMART Objectives Draft Quarter 2 Operational PlansReflection & close.
  24. FeedbackAlfredo Zamudio, Director“From beginning to end Martin had a very clear methodology.The planning week was a learning experience, very inclusive of all participants. The extensive documentation has been essential for our work."Clare Spurrell, Head of Communications“Our planning week has always been faced with some trepidation, but this year IDMC was able to really 'unlock’. We were amazed with what we managed to achieve by the end of the week”
  25. And, if you don’t have 5 days…Edventure Frome3 workshops in 1 long day - vision, contradictions, strategic directionsBrief review of context, mission & values firstImplementation planning by staff team later15 participants – three part-time staff, volunteer Board, local stakeholdersExperienced ToP PSP facilitator on staffLower stakes, less complex, less contentious
  26. Resources & supportToP BooksThe Art of Focused ConversationThe Workshop BookTransformational strategyToP TrainingICA UkraineGoTraining RussiaICA:UK
  27. Discussion & questionsAt tables: What words or images do you recall?What surprised you? What confused you?How do this approach and case compare to your own work and experience?What’s one question you would like to ask from your table?
  28. Thank you!With thanks to all at IDMC, and to Rachel Natali for her photographs Download the full 28-slide presentation from my website: