Transformational Strategy: from trepidation to ‘unlocked’
•
5 likes•2,515 views
ToP Participatory Strategic Planning with an international humanitarian agency in Geneva
Recommended
Recommended
More Related Content
Similar to Transformational Strategy: from trepidation to ‘unlocked’
Similar to Transformational Strategy: from trepidation to ‘unlocked’ (20)
More from Martin Gilbraith
More from Martin Gilbraith (7)
Transformational Strategy: from trepidation to ‘unlocked’
- 1. www.martingilbraith.com Стратегия трансформации от трепета – к открытию кейс проекта для международной гуманитарной организации в Женеве Добро пожаловать!
- 2. www.martingilbraith.com Содержание 1. Технология вовлеченности ICA и метод Совместного стратегического планирования 2. Изучение кейса применения метода на деле 3. Ссылки на источники и дополнительные материалы
- 3. www.martingilbraith.com Для начала, обо мне Партнер, ранее директор Президент Сертифици- рованный фасилитатор, ранее председатель
- 4. www.martingilbraith.com Технология вовлеченности Подход к фасилитации Ценности • Включенное участие • Командная работа и сотрудничество • Индивидуальное и групповое творчество • Рефлексия и получение знаний Методы и инструменты 1. Рациональная и прикладная цели 2. Фокусированное обсуждение 3. Мастерская консенсуса 4. Планирование действий 5. Совместное стратегическое планирование
- 7. www.martingilbraith.com Кейс основан в 1998 управлением ООН по делам беженцев отслеживает и защищает жертв конфликтов и катастроф 35 сотрудников в Женеве, директор и много новичковwww.internal-displacement.org Центр мониторинга для вынужденных переселенцев внутри собственной страны
- 8. www.martingilbraith.com Подготовка и разработка Консультационный визит, начало сентября Соглашения: – контекст и задача – предложенный подход – цели и план Регулярные переговоры по Skype с командой разработки Площадка и питание, оборудование и материалы
- 9. www.martingilbraith.com Задача ежегодная «неделя планирования» для всего состава организации, 14- 18 октября, Женева включить изменения и реструктуризацию 2011 откликнуться на изменения среды опереться на открывшиеся возможности нового старта - ‘IDMC версия 2’
- 10. www.martingilbraith.com Предложенный подход Подход ToP и метод Совместного стратегического планирования Не очень сложно, достаточно результативно Включая всех и с уважением к мнениям Заглядывая вперед и создавая намерения Прозрачно и измеримо
- 11. www.martingilbraith.com Рациональная и Эмпирическая цели 1. Четкое всеобщее понимание стратегической обстановки и пути изменения и последствий 2. Четкая и согласованная общая стратегическая схема – Миссия, Ценности, Видение, Стратегии, SMART цели и принципы действий 3. Внести вклад в решение «жизненных вопросов» по стратегии и политике работы IDMC 4. Планы работы внутри и между подразделениями на первый квартал, плюс регулярный анализ 5. Выстроить общую приверженность, убежденность и веру чтобы вместе двинуться вперед.
- 12. www.martingilbraith.com Повестка на неделю Понедельник Вторник Среда Четверг Пятница Обзор Разогрев – World Café Цикл планирования Практическое Видение – сессия PSP ToP Скрытые противоречия – сессия PSP ToP Стратегические направления – сессия PSP ToP Последствия: включенность в природные катастрофы – фокусированное обсуждениеToP Путь перемен IDMC – истори- ческое скани- рование ToP Продолжение… Продолжение… Продолжение… Цели SMART – сессия PSP ToP Текущая стратегическая ситуация – упражнение волна ToP Выбраться пообщаться – боулинг Продолжение… Продолжение… Продолжение… Миссия и ценности и фокусирующий вопрос PSP – фокусированное обсуждение ToP Продолжение… Сильные стороны и ресурсы – брейнсторм по карусели Последствия: обязательства доноров – фокусированное обсуждение ToP Планы действий – сессия PSP ToP Завершение
- 13. www.martingilbraith.com Повестка на неделю Понедельник Вторник Среда Четверг Пятница Обзор Разогрев – World Café Цикл планирования Практическое Видение – сессия PSP ToP Скрытые противоречия – сессия PSP ToP Стратегические направления – сессия PSP ToP Последствия: включенность в природные катастрофы – фокусированное обсуждениеToP Путь перемен IDMC – истори- ческое скани- рование ToP … Продолжение… Продолжение… Цели SMART – сессия PSP ToP Текущая стратегическая ситуация – упражнение волна ToP Продолжение… Продолжение… … Миссия и ценности и фокусирующий вопрос PSP – фокусированное обсуждение ToP … Сильные стороны и ресурсы – брейнсторм по карусели Последствия: обязательства доноров – фокусированное обсуждение ToP Планы действий – сессия PSP ToP Завершение Выбраться пообщаться – боулинг
- 14. www.martingilbraith.com Путь перемен IDMC ToP историческое сканирование
- 16. www.martingilbraith.com Фокусирующий вопрос PSP “Как может IDMC укрепить свою уникальную роль глобального мониторинга и адвоката, лучше всего работать над предотвращением, защитой, и эффективными решениями для вынужденных переселенцев внутри собственных стран?” Фокусированное обсуждение ToP
- 17. www.martingilbraith.com Практическое видение PSP “Что мы хотим увидеть на нашем месте через три года как результат нашей работы?”
- 18. www.martingilbraith.com PSP скрытые противоречия “Что препятствует нам двинуться к нашему видению?”
- 19. www.martingilbraith.com Сильные стороны и Ресурсы “Какие сильные стороны и ресурсы есть у нас чтобы справиться с тем, что препятствует осуществлению нашего видения?” Брейнсторм по карусели
- 20. www.martingilbraith.com PSP Стратегические Направления “Какие практические действия могут противостоять препятствиям и продвинуть нас к нашему видению?”
- 21. www.martingilbraith.com Наши машины внедрения “если наш план внедрения представить как машину, как бы он выглядел?” Упражнение на групповое творчество
- 22. www.martingilbraith.com PSP Фокусированное внедрение “Какими будут наши „SMART‟ достижения на первый год?” “Какие шаги по внедрению потребуются в первом квартале?”
- 23. www.martingilbraith.com Анализ первого квартала • Обзор • Стратегический анализ – World Café • Анализ действий • Пересмотр целей SMART • Черновик планов действий второго квартала • Рефлексия и закрытие.
- 24. www.martingilbraith.com Отзывы Alfredo Zamudio, директор “От начала до конца у Мартина четкая методология. Неделя планирования была полезным опытом, все участники очень втянулись. Широкий спектр документации для нашей работы очень ценен." Clare Spurrell, Директор по коммуникациям “Мы всегда относились к нашей недели планирования с трепетом, но в этом году нашей компании удалось по настоящему „открыться‟. Мы были поражены тем, что нам удалось добиться за неделю”
- 25. www.martingilbraith.com И, если у вас нет пяти дней… • 15 участников – трое работников, руководящий совет, местные представители • Опытный внутренний фасилитатор PSP ToP • Меньше ставки, менее комплексно, менее содержательно • 3 сессии за 1 длинный день - видение, противоречия, страт. направления • Краткий обзор контекста, миссии и ценностей сначала • Планирование внедрения командой потом Компания:
- 27. www.martingilbraith.com Обсуждение и вопросы За столами: • Какие слова или образы вам запомнились? • Что вас удивило? Что насторожило? • Насколько этот подход и этот кейс соотносятся с вашей работой и вашим опытом? • Какой один вопрос вы хотели бы задать от всего вашего стола?
- 28. www.martingilbraith.com Спасибо! С благодарностью всем в IDMC, и Rachel Natali за фотографии Полную 28-страничную презентацию можно скачать на моем сайте:
Editor's Notes
- Welcome!ToP Participatory Strategic Planning a case study from an international humanitarian agency in Geneva
- OverviewICA’s Technology of Participation and Participatory Strategic Planning methodCase study of the method in actionLinks to resources and support
- First, about meICA:UK Associate, former Chief ExecutiveICAI PresidentIAF Certified Professional Facilitator, former Chair==Martin Gilbraith is an independent facilitator, trainer and consultant based in London, UK. He is an IAF Certified Professional Facilitator, and former IAF Chair and IAF Europe Director. He has been facilitating and training ICA’s ToP facilitation methods since 1986. He is an Associate and former Chief Executive of ICA:UK, and is currently serving as President of ICA International.
- ToP Facilitation approachValuesInclusive participationTeamwork & collaborationIndividual & group creativityAction & ownershipReflection & learningMethods & toolsRational & Experiential aims Focused ConversationConsensus WorkshopAction PlanningParticipatory Strategic Planning==
- 3. Consensus WorkshopRA/EAContextBrainstormClusterNameResolve==
- ToP Participatory Strategic PlanningPreparation & DesignPractical VisionUnderlying ContradictionsStrategic DirectionsFocused Implementation
- Case study – IDMCestablished 1998 by NRC with UN General Assembly mandateevolved into conflict & natural disaster, monitoring & advocacy35 staff in Geneva, Director & many new==Introduction & context:IDMC was established in 1998 by NRC, with a mandate from the UN General Assembly to provide a global information system on internally displaced persons. It has evolved somewhat organically since then to monitor displacement by natural disaster as well as conflict, and to include advocacy as well as monitoring. Considerable organisational change in recent years, both internally and externally driven, has involved considerable staff turnover. The present staff team comprises around 35, all but two based in Geneva, of whom around 80% have joined since 2011.
- Preparation & designConsultation visit, early SeptemberContracting: context & challengeproposed approach aims & designRegular skype calls with design teamVenue & catering, equipment & supplies==Advance PreparationI propose that I work with a small design team by email and Skype to co-ordinate the preparatory work that is underway within IDMC with further detailed design of the process for the week, in order to ensure that the two dovetail effectively. I suggest a design team of 3 or 4 at most, including the IDMC Director plus one manager and one staff representative, with a first meeting at the earliest opportunity and then as necessary as the week approaches.I am currently envisaging preparatory work feeding into the design of the week as follows:I shall design, facilitate and document the process for the week, in consultation with the design team, and provide a documentation report within 10 days of the event including key points of discussion and decision as recorded during the week.Jacqueline at IDMC has booked my accommodation for the week, and I shall book my flights on approval of this proposal.IDMC will arrange suitable venue and catering for the week. The venue should allow for fixing a 5m x1.5m nylon "sticky wall" to a large flat expanse of wall, plus flip chart pages etc, by blue tack or masking tape. (Is this prohibited by the meeting rooms at the Environment House?). Ideally furniture should be able to be moved and repositioned as appropriate throughout the week, but otherwise the rooms booked at the Environment House appear to be ideal. I shall liaise with Jacqueline to ensure suitability as far as possible.I shall provide a list of stationary supplies to be provided, such as paper & pens etc. No special equipment will be needed.
- 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’==An Operational Change Management Process (OCM), launched in 2011 with the help of an external consultant, led to a restructuring of departments and the introduction of a new management team in 2012. Departmental roles have since been redefined and revision of the Terms of Reference of all individual staff members is also underway. A new strategy for 2012-14 was articulated, including mission and vision statement, 3 external and 3 internal strategic objectives with outcomes and indicators and 3 global themes, and IDMC Operating Principles; however it is felt that these have not been fully implemented or embedded. New staff representatives were appointed, and have led annual reviews of implementation of the Operating Principles. Changes to IDMC’s external operating environment have included new players such as the Brookings Institute joining the field, raising pressure to demonstrate relevance and competitiveness. Other externally driven change includes the current restructuring of NRC itself, of which IDMC remains a part.Alfredo Zamudio was newly appointed as Director in June 2013, and has renewed IDMC’s long-standing commitment to a participatory approach of planning and team working by appointing an external facilitator for the first time for the staff team’s annual Planning Week, 14-18 October. This seems to be largely welcomed by staff. There is a sense that IDMC is now at a crossroads, with a fresh opportunity to build on its good reputation and better fulfil the potential of its expert and passionate staff. Preparation for the planning week is already underway, including a review of recent change processes, development of country and regional strategies and updated analyses of sector trends and of internal & external landscape. The planning week will inform the annual appeal and round of donor conversations coming up in November.
- The proposed approachToP approach & Participatory Strategic Planning methodNot comprehensive but sufficientInclusive & appreciativeForward-looking & intentionalTransparent & accountable==The approach I propose to meet these aims during the planning week combines the following key elements:My role will be as facilitator rather than as consultant - so I shall bring questions rather than answers, and a structured and participatory process designed to help the group to arrive at its own answers together for maximum ownership and commitmentIn my design and facilitation I shall draw heavily on the values and methods of ICA’s Technology of Participation (ToP), and particularly the framework of the ToP Participatory Strategic Planning process, and on other methods and tools as appropriate – for details see http://martingilbraith.wordpress.com/how-i-work/The process will not attempt to resolve all of the issues and questions referred to above, but to provide a sufficiently clear and agreed strategic framework and operational plan, and to demonstrate a collaborate approach, by which others may be resolved over timeThe process will be designed to be inclusive and appreciative, in other words it will seek to engage all staff in such a way as to capitalise on the unique perspective and capacities of each, as well as on the strengths (and on the earlier and preparatory strategy work) work of IDMC and the staff team as a wholeThe process will be forward-looking and intentional, in other words its emphasis will be on the future that is now desired for IDMC and its impact in the world, and what staff intend to do to bring that aboutThe process will designed to be transparent and accountable, in terms of how conclusions and decisions are reached and how they are to be implementedThe process will be designed around a single, over-arching ‘Focus Question’ to be developed in advance and confirmed at the outset, for example:“How can IDMC continue to represent an authoritative voice in the discourse on internal displacement, and best contribute to durable solutions for displaced people, over the next 3 years?”
- 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.==Based on these responses and other input received, it is proposed to design and facilitate a process for the scheduled 5-day event to meet the following key aims:To build on preparatory work underway to develop a clearer and shared understanding of IDMC’s changing strategic environment and its own journey of change over time, and present implications of these for IDMC’s future strategy;To build on existing work of the OCM process and since to develop a clear and agreed institutional strategic framework comprising Mission, Values, Vision, Strategies, SMART Objectives and Operating Principles - as a common strategic basis for operational planning within and across departments, and for testing and/or developing policy and advocacy positions at global, regional and/or country levelsTo contribute to resolving technical questions of IDMC strategy & policy on for example monitoring, advocacy, service provision etc.To develop departmental and inter-departmental operational plans for the first quarter, and with an agreed mechanism for regular reflection, learning and forward planning throughout the year To demonstrate a systematic, inclusive and participatory approach to strategic and operational planning and collaborative working, and so to build shared commitment, confidence and trust for a new way forward together
- 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==In order to demonstrate strong commitment to embedding a more participatory and collaborative learning approach to planning and implementation in the long term, and to build capacity for such an approach, it has been agreed to include additional expenses in the budget to allow for:Design, facilitation and documentation of a first, one-day quarterly reflection, learning and forward-planning event ideally 3 months after planning week. This will involve all staff to reflect on and learn from their experience implementation of the first quarter’s operational plan and plan ahead for the second quarter. It will demonstrate an approach to quarterly review and planning that is recommended to be continued throughout the year.
- 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==In order to demonstrate strong commitment to embedding a more participatory and collaborative learning approach to planning and implementation in the long term, and to build capacity for such an approach, it has been agreed to include additional expenses in the budget to allow for:Design, facilitation and documentation of a first, one-day quarterly reflection, learning and forward-planning event ideally 3 months after planning week. This will involve all staff to reflect on and learn from their experience implementation of the first quarter’s operational plan and plan ahead for the second quarter. It will demonstrate an approach to quarterly review and planning that is recommended to be continued throughout the year.
- IDMC’s Journey of Change ToP Historical Scan
- Current Strategic ContextToP Wave exercise
- 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?”
- PSP Practical VisionWhat do we want to see in place 3 years from now as a result of our work?”
- PSP Underlying ContradictionsWhat is blocking us from moving towards our vision?”
- Strengths & ResourcesCarousel brainstorm“What strengths and resources do we have to address the blocks to our vision?”
- PSP Strategic Directions“What practical actions will address our blocks and move us toward our vision?”
- Our implementation vehiclesGroup creativity exercise“If our implementation plan were a fantasy vehicle, how might it look?”
- PSP Focused Implementation“What will be our ‘SMART’ accomplishments for the first year?”“What implementation steps will be required in the first Quarter?”
- First Quarter reviewOverviewStrategic review – World CaféOperational reviewRevise SMART Objectives Draft Quarter 2 Operational PlansReflection & close.
- 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”
- 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
- Resources & support
- 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?
- Thank you!With thanks to all at IDMC, and to Rachel Natali for her photographs Download the full 28-slidepresentation from my website: