Strategic Doing Workshop

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RPLI 2013 - Dallas, TX

Strategic Doing Workshop
Scott Hutcheson, Center for Regional Development, Purdue University

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Strategic Doing Workshop

  1. 1. Strategic Planning Workshop Scott Hutcheson Purdue University Sharon Gulick University of Missouri
  2. 2. Strategic Doing
  3. 3. Two Questions
  4. 4. Ground Rules Behave in Ways that Build Trust & Mutual Respect Table Guides will:  Keep track of time and push people to focus on the task at hand  Cut people off who stray too far off field  Encourage full participation  Check to make sure the “knowledge keeper is completing the SD Pack
  5. 5. Knowledge Keeper A chance to practice one of the important skills of a network leader More than a “note taker,” distilling the conversation Without a completed SD Pack, the hard work disappears
  6. 6. Schedule: Tuesday 1-2pm-Overview, Table Introduction (pg. 2), Framing Question & Potential Impact (pg.3)-Main Room 2-2:30-Share Framing Questions – Main Room 2:30-2:45-Refine & Change Tables, if Desired, Intro to Asset Identification – Main Room 2:45-Break 3-3:30-Asset Identification (pg. 4) – Breakouts 3:30-4-Brainstorm by linking & leveraging assets 4-5- Define top three opportunities (pg. 5) and narrow down to one (pg.6) - Breakouts
  7. 7. Schedule: Wednesday 8:30-9am-Share your opportunity – Main Room 9-9:30 – Flesh out your opportunity (pg. 7) - Breakouts 9:30-10:15–Action Steps (pg.8) and ideas for expanding your network (pg. 9) - Breakouts 10:15-10:30-Break 10:30-11- Communications Plan (pg. 11) and Final Participant List (pg. 12) - Breakouts 11-11:45 – Poster Preparation & Presentation Planning (pg. 10) - Breakouts
  8. 8. Exercise 1: Who are you, whatbrings you to this group? (pg. 2) Name and Organization Interest Area Familiarity with this interest area
  9. 9. Framing Appreciative Questions Community Change Entrepreneurship Rural Philanthropy Broadband Childhood Obesity Affordable Care Act Affordable Housing Immigration Youth Development
  10. 10. Medora, IndianaStrategic Doing Case Study Why can’t we make headway in turning the abandoned outlet mall into a food distribution warehouse?
  11. 11. Medora, IndianaStrategic Doing Case StudyWhat would Medora, Indiana look like if it was a hot spot for locally-produced foods?
  12. 12. Framing Appreciative Questions Keep the end-in-mind for the discussion. Experiment with the construction and scope to get a feel for how each can change the direction of the inquiry. Ask yourself, ” Is this a question to which we do not already know the answer? If we do, it is not inquiry. Run the question by someone to see how well the question works and where it leads.
  13. 13. What Could We Do Together? Align
  14. 14. Exercise 2: FramingAppreciative Questions (pg. 3) Where it says Policy area/Policy Change Area develop a framing question form a 30,000 ft perspective Potential Impact – what would the world be different?
  15. 15. Identifying Assets What assets do we have available to get this done?  Your network’s work products, reputation, access, etc.  Your organization’s assets  Your personal assets: networks, skills, experiences, compassions?
  16. 16. Exercise 3: Identifying Assets(pg. 4) Identify the assets represented around your table that could contribute toward answering your appreciative question.
  17. 17. Brainstorming Combine assets to identify opportunities Try lots of combinations Be creative - try the “asset shuffle” or “sticky note” technique Asset + Asset + Asset = Opportunity
  18. 18. Exercise 4: Brainstorming(pg. 5) Come up with at least 10-12 potential opportunities based on combining your assets. Asset + Asset + Asset = Opportunity
  19. 19. Define Your Top ThreeOpportunities Which three opportunities have the most energy? Which one’s might best move you toward the future envisioned in your appreciative question The others do not fall off the agenda
  20. 20. Exercise 5: Define the TopThree Opportunities (pg. 6) What would this look like in big picture terms? What is the window of opportunity? What’s the level of payoff and degree of dissulty
  21. 21. Pick Your Top Opportunity Narrow down your top three opportunity to the one you will move forward with tomorrow Again, the others don’t disappear from your agenda
  22. 22. Selecting an Opportunity
  23. 23. Exercise 6: Selecting onOpportunity (pg. 6) Use the Payoff/Complexity Matrix to select one priority opportunity
  24. 24. Medora’s Strategy Evolved
  25. 25. What Should We Do Together? Focus
  26. 26. Exercise 7: Defining Success Frame your opportunity in a way others can see it. Define how you will know you are succeeding.
  27. 27. What Will We Do Together? Commit
  28. 28. Exercise 6:Make Commitments Decide on near-immediate action steps each person can take to move things forward. What milestones do you need to hit in the next 30 days?
  29. 29. When Will We Get BackTogether? Learn
  30. 30. Plan 30 Days at a Time
  31. 31. Exercise 7:Define Your 30/30 When will you get back together? How will you stay in touch?
  32. 32. The ResultsThe Sweet Victory Challenge is now in its 5th year and in 2012they received over 1,000 entries and now attracts a panel ofcelebrity judges. Over 5,000 visitors attended the festival in2012, a 500% increase over 2011.
  33. 33. Thanks! Scott Hutcheson hutcheson@purdue.edu 765-479-7704

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