If you were to align models for program planning, strategic planning, instructional design, organizational learning, and knowledge management, it would become apparent that the contour of all these processes includes a similar pathway of gathering information, making connections between information, interpreting information, and acting on information.  Specific to structuring a “learning group” facilitation there is the added dimension of community building. As such a learning group processes needs to be grounded in a participatory framework (more on frameworks) while moving through four phase pathway that looks like this:

Generating:  For most group processes, the first stage of the convening is to help all participants gather and share information.  Whether the information is derived from a structured assessment process in advance of the meeting or is a real-time sharing process, participants need to open the universe of information before moving to understanding and action.  In addition, when you are trying to help nurture a learning community it is critical to build interaction and participation into the generative phase.

Integrating/Interpreting: The second stage of the learning group pathway is to begin to create a share understanding of the connections between information.  As a group starts to move towards learning the process of synthesis begins to take place.  In group settings this is also the stage where participants begin to weave together socially.  In this context, the process of integrating and interpreting is both a constructivist activity and is also a social exercise where transparency, listening and sharing become stated values.

Participatory Meaning:  As the group’s understanding how the information connects together as a whole, the group is then able to start to create meaning out of the information and begin to sort and choose what is relevant and actionable.  In essence, the actions of this stage are prioritizing and narrowing.  Critical to this stage is that the process of narrowing must be grounded in principles of inclusion, voice and democracy.  Without a sense of authentic participation and ownership, the process of collaboration and network weaving is undermined.

Creative Action: The final stage of of the process is moving towards creative action.  This is the point where the group decides “what’s next.”  At the end of the day, all group process requires the facilitator to focus on concrete next steps.  For a learning group process, the next steps must also include discussion of what’s next for the social network weaving.  There needs to be the dual focus on both “where is the group going” and “how will they get there together.”

In talking to my potential client, I suggested that, on the surface, the process of moving from information to action looks like the primary task of most facilitation processes. However, if organizational learning is also a goal for the process, the second layer of “movement” is not just about information but the “movement” of social relationships.  The implication for such a facilitation process is that the facilitator should not only understand how to manage a group process but also understand principles of coalition building, adult leading, empowerment and constuctivist learning.  In a day when the processes networking weaving and organizational learning are, in many ways, more important that creating a product, facilitation becomes a higher order practice that simply “running a good meeting.”

As always, your comments are welcome.

Book for your bookshelf

Nancy Dixon: The Organizational Learning Cycle

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This post is one of a continuing series on strategic planning and is based on my work facilitating strategic planning with nonprofit agencies. In strategic planning one of my initial conversations with an agency executive director will invariably include a discussion about the use of the strategic plan following its development.  The savvy executive director will describe the concrete ways in which the plan will be used to support agency governance.  S/he will describe the use of performance measures connected to the plan goals and strategies and the specific tools that help the board and staff manage their progress on implementing the plan.  More common however, the the executive director that laments how the exercise of strategic planning rarely impacts the agency in a deep and substantive way.  In this scenario, I am often asked, “how can this strategic planning process be different?”  In this post, I wanted to review the fundamentals of how use the process of strategic planning to increase organizational capacity.

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The obvious direct impact of strategic planning is the written strategy that is created.  At its most basic level in creation of a strategic plan is the DNA of capacity development.  Done well, a strategic plan offers a roadmap for the growth and  development of an organization. With intentional effort to keep the plan present and alive using simple performance monitoring tools, (like a dashboard or scorecard) an agency directly benefits from its investment in strategic planning.  However, I believe the face value of a strategic plan is only the beginning of the use of a strategic plan. Some other layers of using strategic planning to build capacity include the following:

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Board, Staff and Stakeholder Development: While textbook strategic planning can be a very pedestrian process of assessing the current internal and external environment, developing priorities and strategies, and writing a document, I believe the potential of strategic planning is to use the process to develop the energy, passion, skills and knowledge of board, staff and stakeholders.   Strategic planning is about engagement and focus of people and not just about data.  In planning a strategic planning effort, one of the framing questions should be “at the end of this process, how will out staff, board and stakeholders be different?” If this question is pursued intentionally then strategic planning offers and agency to develop the understanding, passion, and commitment of board, staff and stakeholders.  In this context, the planning process can and should include empowerment and learning community approaches. Indeed, a strategic planning process is successful to the degree that it creates a deeper understanding of the role and function of the agency in solving compelling social needs.

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Strategic Dialogue:  Having facilitated the development of numerous strategic plans, I find some of the greatest energy in the process comes as I work with an organization to gather “outside” perspectives.  While not commonly done, I am a strong believer that  organizations benefit from seeking advice and perspective from outside of the agency.  Insights coming from other agencies working on the same issue, from funders, donors, community partners and even agency clients, yield not only valuable strategic planning insights but often begins the process of dialogue.  Once the strategic plan is developed, I encourage agencies to continue the conversation with their funders, donors, community partners, and clients by sharing the strategic directions of the plan.  Some agencies bristle at the concept of sharing such sensitive, internal knowledge and reference the for profit sector’s contention that strategy is proprietary and needs to be guarded. I would counter that being transparent about strategy is actually strategic in the social sector.  Sharing knowledge about strategy makes explicit the position, direction and focus of an agency and can be used to define a larger community or regional agenda.  Engaging in such a dialogue with partners, funders, donors, clients and the community at large fosters collaboration and increases the potential of creating a network of strategies that can improve the collective social impact of all stakeholders.

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Field Building: Paired with the concept of strategic dialogue, a third use of a strategic plan is that it holds the potential to improve the field of practice.  Strategic Planning offers a unique and compressed exercise in evaluation, innovation and system design.  When strategic planning is resourced, well-designed and not simply a rote exercise it is a laboratory experience that has both internal and external dimensions.  Too often a strategic planning process is myopically inward content with asking the question, “how do we succeed in fulfilling our mission?”  While there is no denying that strategic planning is designed to create an organizational future, strategic planning also influences the collective future of the field of practice in which the agency operates.  In addition to how does the organizational “we” succeed there is also a dimension of how does the collective “we” succeed.  One outcome of strategic planning could be the free sharing of lessons learned.  By giving away your knowledge, you enable the the social sector to collectively enhance the knowledge base and field of practice.

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Taken together, strategic planning becomes a layered process of developing capacity.  Clearly and unequivocally the foundation of strategic planning is the creation of an organizational pathway to the future.  However, if layers of “human capital” development, strategic dialogue, and field building are added to the foundation of strategy, a strategic plan becomes a powerful tool to expand agency capacity. Facilitating a strategic planning process is more than following one of any number of strategic planning textbooks.  Strategic planning is large, shaping and capacity-building and it is the responsibility of facilitators to “bring life” to a strategic planning process.  I believe, it is only through this larger lens of capacity development do nonprofits build meaningful strategic plans.

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As always, your comments are welcome.

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