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<DIV>Planning is a tricky thing, especially in a world that seems to have an
endless appetite for surprise. Planning is in itself neither intrinsically good
or bad, but the intention behind it can be more or less effective.</DIV>
<DIV> </DIV>
<DIV>I am weary of groups and organizations whose intention to plan is based in
the futile effort of trying to surprise-proof the world. I encourage planning
from an intention that a vision of the future can help us see the sparkling
opportunities of the present in a fresh way. In this sense, a vision is a
lens not a commandment, taking away from us our responsibility and passion. It's
purpose is to create rather than predict. Prediction projects responsibility and
power; creativity returns them to us.</DIV>
<DIV> </DIV>
<DIV>Jack</DIV>
<DIV> </DIV>
<DIV>~~~~~~~~~~</DIV>
<DIV>jack ricchiuto</DIV>
<DIV>two.one.six/three.seven.three/seven.four.seven.five</DIV>
<DIV><A href="http://www.designinglife.com/">www.designinglife.com</A> / <A
href="http://www.appreciativeleadership.org">www.appreciativeleadership.org</A>
</DIV>
<DIV> </DIV>
<DIV> </DIV>
<BLOCKQUOTE
style="PADDING-LEFT: 5px; MARGIN-LEFT: 5px; BORDER-LEFT: #0000ff 2px solid; MARGIN-RIGHT: 0px">
<DIV>------------Original Message------------</DIV>
<DIV>From: kerry napuk <k@napuk.demon.co.uk></DIV>
<DIV>To: OSLIST@LISTSERV.BOISESTATE.EDU</DIV>
<DIV>Date: Tue, May-24-2005 10:46 AM</DIV>
<DIV>Subject: strategic planning</DIV>
<DIV>Dear Craig</DIV>
<DIV> </DIV>
<DIV>Having written a book on strategic planning, which, by the way, led</DIV>
<DIV>me to large group work because of the difficulty in cascading a top</DIV>
<DIV>team's plan into an organisation where most people did not</DIV>
<DIV>participate in making the plan, I still believe in the value of</DIV>
<DIV>planning for the future.</DIV>
<DIV> </DIV>
<DIV>For me, however, it has now become an issue of who does the
planning</DIV>
<DIV>and whose plan it is. Now we enter the area of participation
and</DIV>
<DIV>ownership and the imperative need to open the planning process by</DIV>
<DIV>getting "the whole system into one room." Open Space is a
very</DIV>
<DIV>effective process to get people to discuss issues and propose
actions</DIV>
<DIV>with passion and responsibility, leading to commitment at the point</DIV>
<DIV>of participation.</DIV>
<DIV> </DIV>
<DIV>Strategies naturally emerge from this work when people agree a way</DIV>
<DIV>forward and commit enough energy to make things happen.
Accordingly,</DIV>
<DIV>it seems limiting to facilitate top teams to bond around an agreed</DIV>
<DIV>future when such a powerful alternative exists.</DIV>
<DIV> </DIV>
<DIV>Regards</DIV>
<DIV> </DIV>
<DIV>Kerry</DIV>
<DIV>Edinburgh</DIV>
<DIV> </DIV>
<DIV>*</DIV>
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