Implementation: It is helpful to think of what is pushing and pulling us, in terms of head, heart and wallet. Different people respond to different kinds of arguments and we want to think through all three.
Implementation: The dialog-decision process (aka the snake diagram) is one example. A more refined example follows.
Implementation:For large groups, it is helpful to go around the group in a round-robin fashion asking for one issue at a time, and record it.
Implementation: Decision-makers can be sensitive about having their issues rejected. Parking issues that sound like whines respects the fact that this may be a legitimate concern in the environment while allowing a refocusing on what is truly a big hairy insurmountable problem, that the strategy needs to address.
Implementation: This is a particularly difficult exercise where the facilitator must develop comfort with holding a creative tension and not hesitate to question the decision maker’s assumptions.A tool that is commonly used to communicate assumptions is the Decision Hierarchy.
Implementation: It is important for the strategy theme to maintain its uniqueness and not try to draw on good ideas from other themes. This makes it easier for us to understand what makes that theme tick, and extract its essence when ultimately hybridizing. It should be understood that after evaluations, and during the Decide phase, we will hybridize appropriately.
Implementation: This pattern should be preceded by a discovery of the noble purpose of the organization, which is about the gifts that the organization possesses with which it can bring a positive transformation in the world. Care should be taken to stay away from introducing business language, like “capture market” or “make profits.” These are secondary instruments that are essential to make the strategy work, and not the primary objective. They kill brainstorms and introduce linear thinking early on when it should be held off.
Implementation: It is useful to keep asking “why is that important?” until articulation fails, and an emotional space is reached. It is also useful to think externally – how can we make the world a better place with our work? Avoid the trap of values like “no exploitation” or “integrity” – these are great values for the road, and will hold for all endeavors. We are looking for those values that define your identity uniquely; the values that tell you which mountain to climb.
Implementation: A simple exercise that is often effective is to show people random pictures (cutouts from magazines, creative whack packs, etc.) and ask them to share how the picture represents their current organizational and life story. Then, go back and try generating more themes.