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Posts tagged ‘Strategic Planning’

Planning is not an event

Planning is not an event. It is the continuous process of strengthening what works and abandoning what does not, of making risk-taking decisions with the greatest knowledge of their potential effect, of setting objectives, appraising performance and results through systematic feedback, and making ongoing adjustments as conditions change.
Peter Drucker

Idea for reflection – 27

Light in the darkness

December is often refered to as the “season of light.” There is no small irony in this as we in the northern hemisphere live through the shortest days of the year. It is a time when many organizations stop to re-vision. As goals and roles are reviewed and renewed, here are some questions to jumpstart the process:

  • Why are these goals important for our organization? For you as a team member?
  • What is included in our vision for success?
  • What about these goals inspires you to give your best?
  • How will you and your team take the first steps toward embracing and realizing our vision and supporting goals?

One of the organizations I’ve associated with this year has an internal tagline (I paraphrase), “We act as if our vision were already reality.” Each of us must choose to act, even with imperfect knowledge, exercising good judgment and believing in the possibilities as we re-vision and enter into 2011. May light shine in the darkness.

Visual meetings

Tom Wujec gave a short  TED talk: 3 Ways the Brain Creates Meaning. His point is, “We make meaning by seeing.” Here is a summary of how the brain makes meaning with the brain subsystem activated in parentheses:

  1. Use images to clarify ideas. (ventral)
  2. Interact with images to create engagement. (dorsal)
  3. Augment memory with persistent and evolving views. (limbic) 

Using images to create shared mental models leads to better communication, learning, thinking, problem solving, and collaboration. He uses Visual Strategic Planning as an organizational example of the idea that we are all visual developers and learners.

As I consider what this information means for organization development, I go beyond his example to considering how we run meetings, communicate information, and deliver training. How can we increase the visual component of what we do in order to increase the building of shared mental models and shared meaning?

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