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<p class=MsoNormal><font size=3 color=red face=Arial><span style='font-size:
12.0pt;font-family:Arial;color:red'>Diane wrote: - “Priorities for action
were that of individuals or a few, often the more extraverted people, not
necessarily representative of where the leadership or the majority of people
may want to go.. The organization preferred investing its resources and energy
on priorities based on a clear indication from all members present. They wanted
to know what collectively was considered the priorities to act on and then to
identify who had passion and leadership to act on those priorities.”</span></font></p>
<p class=MsoNormal><font size=3 color=red face=Arial><span style='font-size:
12.0pt;font-family:Arial;color:red'> </span></font></p>
<p class=MsoNormal><font size=3 color=red face=Arial><span style='font-size:
12.0pt;font-family:Arial;color:red'>I have run into the same concern, which is
why I still think some form of formal prioritization can work well. Granted
this often looks like voting, but I am not sure that voting is such a bad
thing. The actual mechanism for doing this can be as simple as pasting
sticky-dots – or as complex as a ballot with weighted scores. We used to
have a nice software package that recorded and tallied the votes and reported
the results as bar graphs. Somehow it developed a bug – but maybe some
techie sort could fix it? Or make a new one?? Anyhow, with large groups (over
100) I always found it worked very well, and for sure it made the engineers and
other “numbers” people happy. At a practical level, counting
sticky-dots can be an eye-popping affair when the group size hits 500+. In
those cases, having the computer do all the work is a wonderful thing.</span></font></p>
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<p class=MsoNormal style='margin-left:.5in'><font size=2 face=Tahoma><span
style='font-size:10.0pt;font-family:Tahoma'>-----Original Message-----<br>
<b><span style='font-weight:bold'>From:</span></b> OSLIST
[mailto:OSLIST@LISTSERV.BOISESTATE.EDU] <b><span style='font-weight:bold'>On
Behalf Of </span></b>Diane Gibeault<br>
<b><span style='font-weight:bold'>Sent:</span></b> Sunday, February 25, 2007
6:45 PM<br>
<b><span style='font-weight:bold'>To:</span></b> OSLIST@LISTSERV.BOISESTATE.EDU<br>
<b><span style='font-weight:bold'>Subject:</span></b> FW: Mixing action
planning and</span></font></p>
<p class=MsoNormal style='margin-left:.5in'><font size=3 face="Times New Roman"><span
style='font-size:12.0pt'> </span></font></p>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>Hi Beverly and all,</span></font></p>
<p style='margin-left:.5in'><strong><b><font size=2 face=Arial><span
style='font-size:10.0pt;font-family:Arial'>Reopening space for action: </span></font></b></strong><font
size=2 face=Arial><span style='font-size:10.0pt;font-family:Arial'>I also use
that approachy but I do it only in certain conditions. </span></font></p>
<blockquote style='margin-top:5.0pt;margin-right:0in;margin-bottom:5.0pt'>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- When dealing with a group that does not constitute
an intact (existing) organization. For example in many conferences neither the
sponsor organization nor other participating organizations intend to take
responsibility for fthe overall follow-ups. </span></font></p>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- Where the theme is centered on learning and
individual development. </span></font></p>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- When I am sure the leadership is open to the
particular outcomes of this approach (opening space for action) which is very
different then first surveying what the group feels are the priorities for the
organization. (see the desciption * of that process below.) Some
sponsors/leaders feel that organizational resources, time and money can only be
committed to a limited number of initiatives. Or, they want some sequencing of
initiatives, beginning with those topics that require attention first according
to the group as a whole. </span></font></p>
</blockquote>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>Disadvantages of opening the space again for action that
intact organizations have pointed to:</span></font></p>
<blockquote style='margin-top:5.0pt;margin-right:0in;margin-bottom:5.0pt'>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- Priorities for action were that of individuals or a
few, often the more extraverted people, not necessarily representative of where
the leadership or the majority of people may want to go.. The organization preferred
investing its resources and energy on priorities based on a clear indication
from all members present. They wanted to know what collectively was considered
the priorities to act on and then to identify who had passion and leadership to
act on those priorities. </span></font></p>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- Some felt there was a lack of focus, actions going
in every direction - no organizational vision.</span></font></p>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- Concern that limited resources may not be available
for everything individuals may have passion for.</span></font></p>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- Where trust is an issue, it may be more of a
challenge for participants to propose topics for action. Posting a topic is not
just for discussion, it’s for action so the method demands more of a
stand. It's greater risk taking, not knowing what the leadership or the group
considers to be priorities. </span></font></p>
</blockquote>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>To reopen space for action: </span></font></p>
<blockquote style='margin-top:5.0pt;margin-right:0in;margin-bottom:5.0pt'>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- If the organization is willing to let participants
pursue their own personal passion on any of the topics discussed or anything as
a result of the experience they are now inspired to work on, the question I
often use is: What do I now have energy and passion to work on? </span></font></p>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- People who want to take action on someting of
interest to them post a topic for action. </span></font></p>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- An action planning guide similar to what others
have described is given to every participant to help them focus on plannning
for action, individually or in small groups. Then there is a reporting to the
larger group that takes different forms depending on the circumstances and
needs.</span></font></p>
</blockquote>
<p style='margin-left:.5in'><strong><b><font size=2 face=Arial><span
style='font-size:10.0pt;font-family:Arial'>* Surveying first what the group
feels are the priorities for the organization </span></font></b></strong><font
size=2 face=Arial><span style='font-size:10.0pt;font-family:Arial'>(summary of
the process I use):</span></font></p>
<blockquote style='margin-top:5.0pt;margin-right:0in;margin-bottom:5.0pt'>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- Participants read reports with this question in
mind: What are the top (three or more) priority topics you feel, we as an
organization should act on now?</span></font></p>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- Answers create a collective survey. After a quick
compilation of results of this survey is announced, leaders meet (15 minutes at
the most) to consult and see if they feel the proposed priorities fit with the
organizational vision, are doable and resource wise and confirm that they will
support them. </span></font></p>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- During that time participants identify other
related reports to the priorities and note the report numbers on a sheet
attached to each priority flip chart page.</span></font></p>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- Leaders give feedback on priorities and answer
questions of clarification if any.</span></font></p>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- Then, people choose which of the collective
priorities they have passion to work on - they are action planning knowing
clearly they have the full support of the leadership. </span></font></p>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>- The option of action planning on other areas is
still offered in recognition that all the work done so far is important and
that someone may not have passion for the collective priorities still may make
positive contributions. </span></font></p>
</blockquote>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>In my experience, both methods of identifying
priorities for action work best when the method chosen is the right one to meet
the group's needs and preferences. </span></font></p>
<p style='margin-left:.5in'><font size=2 face=Arial><span style='font-size:
10.0pt;font-family:Arial'>Diane</span></font></p>
<div>
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style='font-size:12.0pt'> </span></font></p>
</div>
<div>
<p class=MsoNormal style='margin-left:.5in'><font size=3 face="Times New Roman"><span
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</div>
<div>
<p class=MsoNormal style='margin-left:.5in'><strong><b><font size=2 color=navy
face=Arial><span style='font-size:10.0pt;font-family:Arial;color:navy'>Diane
Gibeault & Associé.es-Associates</span></font></b></strong></p>
</div>
<div>
<p class=MsoNormal style='margin-left:.5in'><font size=2 color=navy face=Arial><span
style='font-size:10.0pt;font-family:Arial;color:navy'>Ottawa, Canada Tel. (613)
744-2638</span></font></p>
</div>
<div>
<p class=MsoNormal style='margin-left:.5in'><font size=2 color=navy face=Arial><span
style='font-size:10.0pt;font-family:Arial;color:navy'><a
href="http://www.dianegibeault.com/">www.dianegibeault.com</a></span></font></p>
</div>
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<p class=MsoNormal style='margin-left:.5in'><strong><b><font size=2 color=navy
face=Arial><span style='font-size:10.0pt;font-family:Arial;color:navy'>Coming
up - À noter</span></font></b></strong></p>
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<p class=MsoNormal style='margin-left:.5in'><strong><b><font size=1
color=green face=Arial><span style='font-size:7.5pt;font-family:Arial;
color:green'>Open Space (OST) English Training: April 25-27, Toronto Canada</span></font></b></strong></p>
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<p class=MsoNormal style='margin-left:.5in'><strong><b><font size=1
color=green face=Arial><span style='font-size:7.5pt;font-family:Arial;
color:green'>Forum ouvert (OST) & WC Formation-français : 27-28, 29-30,
Suisse</span></font></b></strong></p>
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