For More Information: Strategic Visioning, www.grove.com/learning_center/method_pm_svm.html
Purpose:
To help leadership teams in organizations and communities combine historical hindsight with future-oriented foresight to support insight in present action.
Outcomes:
• Catalyzes real engagement
• Deepens relationships
• Shifts perspectives
• Develops appreciation of new factors and forces creation of a “perceptivity” to new ideas before they actually become viable in action
When to Use:
• Task force action planning, 2-day board retreats, 3–6 month Strategic Visioning processes, and special, large-scale change processes
• Planning processes needing involvement and breakthrough thinking
• Making leadership assumptions visible, shareable, and as a result, open to challenge and push-back
When Not to Use:
• When leadership teams are locked into a top-down plan
• When leadership doesn’t want to test their ideas and hear from people
• For situations in such crisis that no one has any room for reflection and big-picture thinking
Number of Participants:
• Leadership teams of 5–12 plus larger numbers of stakeholders
Types of Participants:
• Leadership teams
• Other stakeholders
Typical Duration:
• Preparation: 6 weeks
• Process: 1–2 days
• Follow-up: 3–6 months
Brief Example:
A national architectural firm engaged its 50 partners in appreciating systemwide opportunities and developed an aligned set of priorities. They reviewed their history, current environment, internal strengths and weaknesses, and then developed a vision, set of strategies, and fleshed out game plans over two 2-day meetings with some action teamwork in between.
Historical Context:
Created in 1995 by David Sibbet, Ed Claassen, and associate consultants who have contributed additional templates: Strategic Planning (Porter, Minzberg); Visioning (Fritz, Senge, Halprin); Large-Scale Change (Dannemiller Tyson,Weisbord), and Graphic Facilitation (Sibbet).
 Strategic Visioning |
