Building Strategic Capacity,Priority Setting,and Strategic Planning
When we work with groups in organizations or communities,we focus not only on the issue they have shared with us,but on ways we can ensure that their own “know-how”is nurtured. In a fast-paced world,“plans”can become obsolete quickly and if approached and used rigidly,create more problems than they solve. The answer? Building strategic capacity…
This process always begins with our assumption that the wisdom to solve any problem lies within the group and that our role is to facilitate the group finding its own wisdom.
Sometimes this involves customized training,but more often than not it involves flexible facilitation that takes the group where it needs to go (which is not always the same place it thought it wanted to go).
There are a variety of processes which we use,ranging from Open Space to modified Delphi processes,but in every case we custom design opportunities which will maximize creativity and consensus-building. Our facilitation is characterized by flexibility,“accordioning”and inviting groups to explore the chaos which could spawn creativity.
Not surprisingly,then,planning and priority-setting processes we develop are highly participatory and yield solid product with broad support.