Download as PDF, PPTX
![Critical optimism
“when planning (we) cannot be, by definition,
pessimists. It just doesn’t go with the job. We’re
supposed to be defining the future, aren’t we? [...]
If we can’t see the world as a better place to live
in, than what chance does anyone else have?”
“History tells us that before great library can
happen, it first has to be a mission. And a mission
starts with a dream. As library employees &
advocates, we potentially hold enormous power.
And with it comes responsibility. Wield it
imaginatively and wisely. And optimistically.”
Richard Seymour, Optimistic Futurism in Interactions](https://image.slidesharecdn.com/buildingthefuturejune6thworkshopslides-140605172932-phpapp01/75/Building-the-future-june-6th-workshop-slides-18-2048.jpg)
![Social Wisdom.ca
“Top five desired skill sets for digital strategist:
§ Facilitation; work with cross functional groups to create
alignment on objectives & plans
§ Influence & negotiation; articulate benefits & risks associated
with digital opportunities
§ Analytics; identify the insights that will contribute to a
balanced, thoughtful review of a business; distill intelligence
from data
§ Project management
§ Synthesis. [a rare skill]; synthesize activity, client needs or
discussions to distill to the most salient facts.”](https://image.slidesharecdn.com/buildingthefuturejune6thworkshopslides-140605172932-phpapp01/75/Building-the-future-june-6th-workshop-slides-50-2048.jpg)
![Critical optimism
“when planning (we) cannot be, by definition,
pessimists. It just doesn’t go with the job. We’re
supposed to be defining the future, aren’t we? [...]
If we can’t see the world as a better place to live
in, than what chance does anyone else have?”
“History tells us that before great library can
happen, it first has to be a mission. And a mission
starts with a dream. As library employees &
advocates, we potentially hold enormous power.
And with it comes responsibility. Wield it
imaginatively and wisely. And optimistically.”
Richard Seymour, Optimistic Futurism in Interactions](https://crownmelresort.com/image.slidesharecdn.com/buildingthefuturejune6thworkshopslides-140605172932-phpapp01/75/Building-the-future-june-6th-workshop-slides-18-2048.jpg)
![Social Wisdom.ca
“Top five desired skill sets for digital strategist:
§ Facilitation; work with cross functional groups to create
alignment on objectives & plans
§ Influence & negotiation; articulate benefits & risks associated
with digital opportunities
§ Analytics; identify the insights that will contribute to a
balanced, thoughtful review of a business; distill intelligence
from data
§ Project management
§ Synthesis. [a rare skill]; synthesize activity, client needs or
discussions to distill to the most salient facts.”](https://crownmelresort.com/image.slidesharecdn.com/buildingthefuturejune6thworkshopslides-140605172932-phpapp01/75/Building-the-future-june-6th-workshop-slides-50-2048.jpg)
Uploaded byStephen Abram
Building the future june 6th workshop slides
This document provides an overview of a workshop on building the future through strategic thinking and planning. The workshop focuses on developing strategic contexts and thinking, exploring scanning and visioning techniques, and applying critical thinking practices to decision making. Attendees are encouraged to consider strategic contexts and non-library lenses, identify trends, question assumptions, avoid decision traps, and implement plans through facilitation and managing progress. The workshop aims to help participants view situations differently and adjust their perspectives to make effective decisions for significant change.
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Building the future june 6th workshop slides
- 1. Building the Future: thinking,planning, doing Jane Dysart jane@dysartjones.com Rebecca Jones rebecca@dysartjones.com www.dysartjones.com
- 2. Focus for today Viewing situations& solutions strategicall y
- 3. It’s so hardfor us – & for our colleagues – to see the big picture….& especially to see it through non- library or non- information lenses.”
- 4. Today’s approach § Consider strategiccontexts & strategic thinking § Explore scanning & visioning § Apply some techniques § Share experiences & learnings with each other & with some who rock the boats
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- 7. Begin to findclarity • Identify 3 or 4 words or phrases you feel are integral to each of: • Strategy • Strategic thinking • In 10 minutes, be ready to tell us who is in your group, and the terms your group used to discuss these concepts • Join 2 other people, any people
- 8. Preparing for Significant Change: § Rooted in Trends & Different Thinking Willingness to Shift Focus: § Divest to Invest Readiness to: § Accept the Implications § Reallocate Budget and Priorities to Reflect New Directions Strategic contexts
- 9. “in making decisions,you may be at the mercy of your mind’s strange workings….” Hammond, Keeney & Raiffa, The Hidden Traps in Decision Making, Harvard Business Review, January 2006
- 10. The whole purposeof thinking strategically is to define actions that are strategic. Strategic “actions” focus more on ensuring sustainability & success over the next 2 - 3 - 5 years, than about putting out fires today.
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- 13. Critical Thinking “ theintellectually disciplined process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and/or evaluating information gathered from, or generated by, observation, experience, reflection, reasoning, or communication, as a guide to belief and action.” Cri$cal Thinking as Defined by the Na$onal Council for Excellence in Cri$cal Thinking, 1987 A statement by Michael Scriven & Richard Paul at the 8th Annual Interna:onal Conference on Cri:cal Thinking and Educa:on Reform, Summer 1987}. hHp://www.cri:calthinking.org/page.cfm?PageID=766&CategoryID=51 Last accessed May 31, 2009
- 14. Critical thinking isreally about § Decision-making & problem-solving § Openmindedness § Productive dialogue
- 15. Good Critical Thinking § Raisesthe right questions – clearly & precisely § Focuses on the real problem or decision to be taken § Gathers & assesses relevant information § Develops well-reasoned conclusions & solutions, testing them against relevant criteria and standards § Relies on recognizing & assessing assumptions, implications, & consequencesR
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- 18. Critical optimism “when planning(we) cannot be, by definition, pessimists. It just doesn’t go with the job. We’re supposed to be defining the future, aren’t we? [...] If we can’t see the world as a better place to live in, than what chance does anyone else have?” “History tells us that before great library can happen, it first has to be a mission. And a mission starts with a dream. As library employees & advocates, we potentially hold enormous power. And with it comes responsibility. Wield it imaginatively and wisely. And optimistically.” Richard Seymour, Optimistic Futurism in Interactions
- 19. Why? • For ourcustomers • Designing meaningful services • For our organizations • Planning, negotiating, managing & relationship building • For ourselves, and our professional credibility • Aware & factor in our : • tendencies & assumptions • perceptions & selections based on conditioning, beliefs and desires, focus, emotions • reconstructive memory affected by time, what we want to remember, and after-acquired information and suggestion • confidence in our knowledge & ability to reason
- 20. Wakes us up “We’vealways” won’t move us forward “Naming” the process at first makes it legitimate to: Ø Challenge usual practices Ø Rethink what has been thought Ø Expand the emphasis from short-term fixes to long-term
- 21. Surfaces our decisiontraps § Framing § Status quo § Anchoring § Sunk cost fallacy Based on the work of Michael B. Metzger, Kelley School of Business, Indiana University § Information gathering traps § Overconfidence bias § Availability § Confirmation bias § Generalization § False cause
- 22. Clarify your frame § Yourassumptions form your “frame” through which you “see” the situation § The questions we ask very often determine the type of answers we get So…….. § Don’t accept the first frame – or question § “re-frame” or look at the issue from different perspectives, particularly from customer or stakeholder perspectives
- 23. Question your status-quo § Likeit or not, tendency is to perpetuate what we already know § Psychologically risky “breaking from the status quo means taking action, and when we take action, we take responsibility, thus o p e n i n g o u r s e l v e s t o criticism and to regret.” Hammond, Keeney, Raiffa So……. § Focus on the goal & ask how status quo helps move towards them § Evaluate vs. all other alternatives IN TERMS OF THE FUTURE § Ask outsiders to review your evaluations
- 24. Lift your anchor § Whatwe hear or see first influences our subsequent thinking § Past statistics & trends, an article, a colleague’s comment § The order in which we receive info distorts our judgment So….. § Be aware § Find different starting points § As you gather other people to discuss the issue, try to limit the information you give them § Clarity your base assumptions § Keep coming back to the issue on which you are focusing
- 25. Surface your costs Whenyou find yourself in a hole, the best thing you can do is stop digging. Warren Buffet
- 26. Case study: after-actionreview When have you taken a strategic stand? Approached a service or operation differently? What did you learn? What worked? What didn’t? As a result of this, what is your frame? What are your anchors? What are your sunk costs?
- 27. A pessimist seesthe difficulty in every opportunity; an optimist sees the opportunity in every difficulty. Winston Churchill Gap or green field?
- 28. Peripheral Vision § Process forbuilding "vigilant organizations" that are constantly attuned to changes in the environment § Steps focus on improving receiving, interpreting and acting on weak signals from the periphery Scope: limit where to look Scan: with intention Interpret: data’s meaning Probe: some data Act: on the insights George S. Day & Paul J. H. Schoemaker, Harvard Business School Press, 2006
- 29. Trends § Capture, manage &use § Keep staff & Board or influencers current, NOT just at strategic planning time § Discuss implications http://socialwisdom.ca
- 30. Sources of Ideas § Examineyour skills & talents § Keep up with current events § Investigate other markets
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- 33. What are theimplications?
- 34. Critical thinking, trends& assumptions Strategic thinking Decision-making Strategic planning Deliberated tasks Operational planning
- 35. • Take a widescope • Ask the right questions • Scan different places • Pay attention to signals • Explore for more info • Decide • Act
- 36. Strategy needs tobe experienced “Beyond Strategic Thinking” Jeanne Liedtka, Darden School of Business, University of Virginia, Rotman Magazine Winter 2011 p. 29+ (author of Designing for Growth, 2011)
- 37. John Maxwell, LeadershipGold, 2010
- 38. Design your future Standin the future
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- 42. Applying Case Studies to SparkThinking
- 43. Case Study 1. Prepareyour decision approach for either Case 1 or Case 2 - 10 minutes 2. Next, with your colleague: § Talk through your plan or approach with each other § Advise each other on critical thinking decision traps § Determine your anchors & assumptions -- 10 minutes
- 44. Case one: § Your budgetwill be 10% less for the next financial year. § 80% of your current budget is staff, 15% is content, the other 5% is for various administrative costs (travel, training, phones, supplies). § Put together an approach for making the decision of how to work within this budget. Case two: § You have an idea for a new service you believe clients will value. There isn’t any more funding available and staff are working at capacity. § Put together a plan for making the case to proceed with the service.
- 45. Case one: Your budgetwill be 10% less for the next financial year. 70% of your current budget is staff, 15% is content, the other 15% is for various administrative and operating costs (technology, training, phones, supplies). In 10 minutes, draft an approach for working within this budget.
- 46. Case two: You havean idea for a new service you believe clients will value. There isn’t any more funding available and staff are working at capacity. In 10 minutes, draft a plan for making the case to proceed with the service.
- 47. Discuss with apartner for 10 minutes: 1. What surprised you when you had to think about critical thinking practices and avoiding decision- making traps? 2. How did you “frame” the situation? 3. What assumptions were you making? 4. What anchors did you identify? 5. What will you do differently in making decisions? 6. How will you apply this starting now?
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- 49. We can’t makedecisions alone or in a vacuum, nor can we implement in the same way we always have. The decisions & problems we face are increasingly complex.
- 50. Social Wisdom.ca “Top fivedesired skill sets for digital strategist: § Facilitation; work with cross functional groups to create alignment on objectives & plans § Influence & negotiation; articulate benefits & risks associated with digital opportunities § Analytics; identify the insights that will contribute to a balanced, thoughtful review of a business; distill intelligence from data § Project management § Synthesis. [a rare skill]; synthesize activity, client needs or discussions to distill to the most salient facts.”
- 51. Implementation plan Project facilitator Team Project C Project facilitator Team ProjectB Project facilitator Team Project A
- 52. Managed, persistent progress Projectcharters Effective meetings Formal & informal buzz Service Models Roles & working relationships
- 53. Practitioner’s Experiences Not justany practitioners: § Stephen Abram § Ken Haycock § Donna Scheeder
- 54.
- 55. Sources to Consider § www.trendwatching.com § www.trendhunter.com § www.infotoday.com § www.davidleeking.com/ § www.walkingpaper.org/ § www.tametheweb.com/ § www.socialwisdom.ca § http://stephenslighthouse.com/ Stephen Abram § www.wfs.org World Future Society § www.librarytechnology.org Marshall Breeding § Library of Congress Webcast series: Digital future http://www.loc.gov/today/ cyberlc/results.php? mode=s&cat=45 § www.nowandnext.com
- 56. Building the FutureWorkshop, June 6th, 2014 2 things I am going to do with this information, or as a result of our discussions today are: 1. 2. I’ll do this by (date):_________________________
- 57.