For More Information: Dynamic Relationships, www.dynamic-relationships.com
Purpose:
To accelerate the strategic planning process by allowing creativity and innovation while inspiring the organization’s people to SOAR.
Outcomes:
• Develops a whole system perspective
• Uncovers the strengths and opportunities of the organization
• Cocreates the values,vision,and mission of stakeholders
• Develops a strategic and tactical plan
• Identifies the structures, systems, and processes
• Engenders continuous informed appreciative reflection and action
When to Use:
• For environmental scanning
• To accelerate existing strategic planning processes
• To create strategic and tactical plans
• To embrace a whole systems approach to strategic planning
• To heighten awareness of organizational relationships and how to best use these relationships
When Not to Use:
• Leadership is not supportive (top-down approach)
• Participants are not empowered to act on their aspirations and plans
Number of Participants:
• 10–400
Types of Participants:
• Internal and external organizational stakeholders
Typical Duration:
• Preparation: 0.5 day to 1.5 days
• Process: 0.5 day to 4 days (average is 2–3 days)
• Follow-up: Continuous
Brief Example:
A health-care facility was in a shutdown state and needed a “last-ditch effort.” The administrator gathered 76 stakeholders to discuss creating constructive accountability and strategic initiatives so corporate would not close the facility. The results were a 20 percent increase in census within six weeks, improved employee morale and resident satisfaction, and the facility broke even for the first time in three years.
Historical Context:
Created in 2000 by Jackie Stavros, David Cooperrider, and Lynn Kelley. Theory Base: Appreciative Inquiry, Dialogue, Whole Systems Approach to Change, Lippit’s Preferred Futures, Strengths-Based Theory by Don Clifton, Social Construction, and Positive Organizational Scholarship.
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