|
Scenarios
and Organizaional Development
Scenarios make
a great "front end" to a change process.
They loosen up the group, allow for large scale participation,
create the perceived need for change. Not from experts
or a planning group, but from the participants themselves.
If we work
together we will be focusing on the climate for your
organization for the rest of the first decade of the
2000's and perhas a little ways beyond. So please
be thinking about your best intuitions about what
might affect the way you work and the way your organization
might be affected.
In any organizational
development project, its desirable that more
staff or employees have a more holistic picture of
the organization and its environment. In the old organization,
it was considered that the big job was at the top
and then it breaks down to the front line. In the
new organization, where those on the front line (or
internal equivalent) must innovate in response to
changing conditions, the only way they can innovate
accurately is by understanding the resources and goals
of he organization.
The language
of "learning organization" or "knowledge
creation" is responding to that need. The use
of wide participation in scenarios is a great way
to frame those efforts and get them off to a good
start.
Here are some
examples of the use of scenarios creation with groups
(these are preliminary scenarios. Follow up is very
important).. Then I'll lay out a more detailed "ideal"
project plan.
Examples
Because of
my interest in the various forms of participatory
development group based open space. I've looked for
ways to use some form of scenarios as part of a large
scale process. I've spent enough time with the major
modes of large scale participation to feel confident
in the underlying logic.
First
Example: smaller groups
Second
Example: Large Scale events
Scenario
types
|
