8 Future Search Principles for Organisational Change and Community Development
Organisational and Community Development Principles
For more detail on these 8 principles, download our free guide.
Despite the awesome benefits of modern technology, with one proviso, the best form of communication and change for any community or organisation remains face to face large group “whole system” action-oriented meetings or forums. (Modern technology can supplement such meetings but never replace them.)
The one proviso is that the meetings need to be well structured and well led.
The following represent 8 principles for success in structuring such action-oriented meetings and therefore represent 8 principles for the most effective form of organisational change and community development.
(As you read through these principles, think about how each might be applied to regular or upcoming meetings in your organisation or community.)
1. Whole System in the Room. First, you can’t change the whole system until you understand it — and you can’t understand it until you hear the perspective of others. Second, diversity comes from creativity which is a function of the cross section of the people in the room. Third, different stakeholders being present results in the formation of relationships critical to implementation.
For ideas on how to do this, check out Getting The Whole System in the Room.
In everyday meetings, ask “Who else needs to be present?” based on the criteria of people who have Authority, Resources, Expertise, Interest, and Need in relation to the task at hand. In an organisational context, think about the idea of involving 3 functions and 3 levels. If you’re thinking “Oh no, not more meetings” think about how you can have less but more effective meetings.
2. Explore the Whole. As indicated, if you want to change the system, you need to understand it. Your perspective of the whole is limited to just that - your perspective. It is only when we hear the perspective of others that you build a more expansive understanding.
In everyday meetings, a great way of doing this is the ‘go around’, giving each person a chance to share how they see it. Other techniques include timelines of past important events, a mind map of current trends of significance and flowcharts showing work processes.
3. Future Focus and Common Ground. First, focus on future opportunities rather than present problems - the glass half full rather than half empty. Second, seek common ground (those statements agreed to by the group). This can sometimes be expressed in the form of agreed areas that will be focused on coming out of the meeting with a brief statement as to what that area covers. Common ground does not mean compromise or conflict resolution - treat conflict as healthy and as important information, not something to be resolved. Think in terms of ‘both/and’ rather than ‘either/or’.
In everyday meetings, seek agreement up front that the group will do this. Where they get off track (eg focusing on problems) gently remind them and bring the conversation back to the task.
4. Self Management and Responsibility. When leaders and facilitators take more responsibility, others take less. (The subconscious thought goes something like “If she’s going to worry about this, I don’t need to”).
In everyday meetings, try some or all of the following. (1) Do less so that others can do more. (2) Don’t feel as though you need to have the right answer or solution every time. (3) Avoid trying to change people. Keep in mind that everybody does the best that they know how from moment to moment. (4) Let go of hidden agendas and allow the group to find its direction. (5) When people are working in small groups — and even when they are not — suggest that people volunteer for the roles of leader, timekeeper, recorder and reporter.
5. Full Attendance. Insist on attendance for the whole of the meeting.
6. Meet Under Healthy Conditions. Natural light and good food make a difference to energy levels and outcomes.
7. Match the Meeting’s Length to the Desired Outcomes. A common mistake amongst leaders and facilitators alike is to be overly optimistic as to what can be achieved within a given amount of time. Remember, you can always cut the meeting short if you don’t need all the time but you usually can’t expand it. (For more on this, check out a post which is focused on communities but applies equally to organisations - Community Meetings - The Most Common Cause of Failure?).
8. Share Action Plans. Finish every meeting by sharing who is going to do what and by when based on voluntary action.
For more detail on these 8 principles, download our free guide.
What Underlies These Principles?
Underlying these principles is the theory of how groups of human beings evolve. (If you’re not big on theory you may want to skip this and just concentrate on the 8 principles).
There are a number of ways of thinking about that theory. Here’s at least two that commonly help community and organisational leaders and consultants to understand the reason and need for the above 8 principles:
1. At its deepest, what underlies all development in the Universe - including the development of groups, organisations and communities (not to mention individuals) is differentiation followed by integration (sometimes called Differentiation/Integration Theory). If you are interested in the theory, check out What Is Community Development? (which also applies equally to organisations).
2. In his book, Productive Workplaces Revisited, Marv Weisbord shares an evolutionary continuum demonstrating how management theory and practice have evolved over the last 100+ years. Consistent with the above 8 principles, the emerging approach is “Everybody Improves Whole Systems”.
This has 2 elements. First, it moves away from the idea that experts (be it managers, consultants or academics) have all the answers towards the idea that the answers to systemic issues lie with the whole system - seems to make sense when I say it that way. Second, it moves away from focusing on problem solving and toward focusing on improving whole systems - focusing on the glass half full rather than half empty.
Note this does not mean we getisson the previous stages. Each stage incorporates but goes beyond the previous stage. In other words, each stage has its place in organisational and community life. But the fact remains that if you’re not using the emerging approach, then you can’t hope to effect maximum change.
For more detail on these 8 principles, download our free guide.
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