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Archive for December, 2008

Improving Strategic Dialogue In Nonprofit Organizations, Part 2

Tuesday, December 30th, 2008
Click on link for larger version.

Click on link for larger version.

In my previous commentary, I noted the rationale for the creation of a primary document, a transcript of the conversations in a facilitated meeting. This transcript captures the sense, if not the exact words, of what was said, when and by whom.

What can do do with a transcript once you have one?

Primary documents support the subsequent analysis of the meeting, facilitating a significantly more fact based decision making process. We are very much “into” fact-based communications… as it can bring a clarity to the dialog. Several others in The Canoe Group have discussed this in previous blog entries.

Since group meetings have a life of their own that is completely unlike normal discourse, I want to elevate some of these differences to a strategic perspective by demonstrating one tool we use with our customers, the creation of a “word cloud” through wordle.net. It is also known as a “tag cloud” when it is used as a graphic on a web site.

A word cloud is an analytical tool that takes a frequency distribution of “normal” words and arranges them (with a fair amount of control) in a graphical layout. The more frequent the word, the larger it is proportionally in the cloud. Common content, like articles, punctuation and conjunctions are eliminated.

There are good ways to use wordle and ways that are “cheating”. Since many people were able to watch the Vice-Presidential debates, and the transcripts were immediately available afterwards, it is useful to compare Senator Biden’s word distribution to Governor Palin’s. (Click on either of these links to open up a comparison of these word clouds.)

What is clear from the wordle is that Senator Biden used a more disciplined repetition of a specific set of words than Gov. Palin. While there was a fair amount of snark in some of the political blogs about Gov. Palins favorite word being “also,” the accusation is supported in the transcript. Indeed, the experience of the debates was represented in the word clouds, with Gov. Palin tending to string together concepts (thus the frequency of the word also) and Senator Biden hammering on a small set of words.

The comparison is also a form of cheating. A formatting difference in one of the settings in wordle is exposed: Palin’s cloud has a normal setting for the arrangement of the words which looks more jumbled (i.e. chaotic) than Biden’s. While this is merely a wordle setting, like color and font, the comparison of word-clouds can be obscured unless a similar formatting is used.

On to a word cloud about civic engagement. A long-term customer hired us to have a group conversation with 22 civic leaders an afternoon in September. We asked a set of questions concerning how civic engagement happens in Oregon:

  • how it has changed over the years,
  • what are the effects of technology on civic engagement today, and
  • how can it be improved to make a more livable state.

Heady stuff.

If you look at the smaller version of the image above you see the money words: Civic Engagement, People, Community.

While the conversation sparked a lot of preliminary discussion, it was clear that the precision with which these words are defined (and others visible in the larger version) is critical to help further the conversation.

Another example. In a recent day long planning meeting, I was able to take the morning transcript and create a wordle before the lunch break. I then presented the word cloud on a large screen at my workstation. Over a third of the 25 participants came up to examine closely the wordle. They were interested in such questions as “Who was talking the most?” and “What were the really big themes?” both of which could be answered from the wordle. I couldn’t help but think the afternoon dialogue was informed by this visual representation.

There are other on-line resources for data visualizations. One hosted by IBM allows for word clouds of two-word pairings and other data visualization tools that incorporate the exploration of the data in the graphic itself. We see this process as one that will develop over the next year as we test and integrate it into our formal group processes.

My next blog will talk about integrating these communication tools into a web presence and (hopefully) answer the question as to whether interactive web dialog supporting an event is a technology of the future or the technology of the now.

A well-planned leadership transition is a chance for organization growth, innovation and acceleration as an organization “heads around the curve”.  There is risk in transition, and there is also opportunity.  The hiring and transition from one leader to the next is a chance to:

  1. Examine the facts and articulate the current state;
  2. Assess and optimize the budgetary impact of the transition (both challenges and opportunities);
  3. Re-focus or recommit to organizational priorities;
  4. Clarify the values that you want to model during the transition and that will guide the selection; and
  5. Outline the goals the organization envisions achieving during the period of leadership transition.

For nonprofits, a Board’s first tier transition goals begin (almost always) with words that say:  “to attract high quality candidates and to secure the services of the best of them within the resources the non-profit has available.”

Second tier transition goals are the key strategies to develop, distinct for each organization and derived from an analysis of the UNIQUE point in time the organization is facing.  With clearly articulated first and second tier transition goals the Board can outline their leadership transition plan that weaves communications, brand and operational strategy that to address these questions:

  • What information will you share with the world, and discuss in detail with your candidates?  How can such information be shared most effectively?
  • What are your priority selection criteria?  What information, materials and/or references will you gather to assess each candidate (and when and how?)
  • What’s the work plan for decision-making?  Who is involved and in what way?  What’s the timeline?
  • How will you involve key stakeholders in the final interviews, meetings and/or selection processes to assure you optimize their buy-in to the new leader?
  • How (and which) Board and staff members will be involved?
  • How will you honor the passage of the retiring leader?  IF YOUR LEADER IS RETIRING, How will IT be positioned for maximum brand advantage?
  • How will you assure transfer of knowledge from “one administration” to the next?  What do you expect the retiring leader to document?
  • Traditions, rituals and niceties to consider?
  • What does the first month “welcoming” strategy look like, as you introduce the new leader to staff, Board, stakeholders and the community?

The opportunities of leadership transition, when optimized with well-considered goals and good planning, can have substantial impact on the success of the transition. Or, you can just hire the replacement and let the chips fall where they may.

The Oregon Arts Commission has hired The Canoe Group to design and manage The Oregon Arts Summit 2009 to be held on Wednesday, May 13, at the Tiger Woods Center in Beaverton, Oregon.

The Summit will be a cross-sector event focusing on collaboration and innovation involving 300 key leaders from the arts, culture, education and business communities. The Canoe Group will oversee event planning, branding, communications and management. It will also integrate the use of online surveying and e-marketing strategies to inform event design and participant experience.

The daylong Summit will:

  • Remind us that we are all in this together;
  • Reinforce that no matter how crazy the world gets, or how strapped we feel, together we can imagine a better future for all Oregonians;
  • Explore new ways to collaborate and meet new partners; and
  • Demonstrate that innovative and creative organizations will prosper.
Categories : News & Updates

Improving Strategic Dialogue In Nonprofit Organizations, Part 1

Tuesday, December 16th, 2008

I am often in the position to be a silent witness to some of the great facilitated conversations we have with our customers. I’m there for a purpose: to document the session with photography and a transcript. A transcript is one of many tools we use to help our customers, and its existence has a wide variety of effects. This is the first in a series of blogs describing these effects.

A highly selective view from the front of the room.
A highly selective view from the front of the room. Photo credit: David Frackelton

So why does The Canoe Group use a transcript to document group planning discussions? While there are many reasons, the most important is to capture what really happened at the meeting.

We have all participated in meeting where someone was driving a particular agenda. Agendas are a shorthand for what I would call stories we are committed to. Planning meetings are rich with stories and here is an abecedarium of agendas I’ve witnessed and transcribed:

  • We should get rid of A (person, practice or program) in our organization that is in the way of the progress we should have been making on B (person, practice or program).
  • I’m afraid that if we start doing the C project everyone is excited about, critical issues D and E will become much worse.
  • We have a new opportunity here to do F better and I’ve got to personally push it or it won’t happen because G (person, practice or program) is in the way.
  • We are in a deep crisis and leadership by H (person or committee) is required.
  • We continue to be stuck talking about issue I all these years and yet the problems of J and K have not gotten any better in spite of many conversations like these in the past.
  • Those big personalities (L, M and N) do most of the talking and we need to hear other voices in the room, particularly from O.
  • I’ve got to get a complement in about P (person, practice or program) from Q (funding institution) so that they pay attention to me the next time R (funding request) happens.
  • The R, S and T board committees aren’t doing their job and that needs to be fixed by U right away.
  • I’ve got this wonderful story about how things used to be and how important it is to remember V (person, practice or program) as it applies to current situation W.
  • X is what we have been doing successfully for years and we need to continue to improve it before we look at Y and Z programs.

I’m sure that some of these stories sound familiar, as this is the normal “stuff” of facilitated meetings. Individuals’ preoccupation with their stories is not misbehavior or even a problem, but rather what happens when groups of people get together to talk about things they are passionate about.

These stories frequently find their way on to flip charts and into the group exercises used in facilitated meetings. When passed through the filter of group decision making, the stories influence and guide the subsequent reports, action plans and operational activities. Stories are the important learnings that need to be exposed in order to support the next stage of development of an organization.

So about our frequent use of transcripts… we’ve found they are an important part of a thorough technical analysis of a planning session (one of several I’ll be talking about over these next few entries). Transcripts provide a meaningful way for participants to review and reflect about the meeting. They are frequently essential documents when an organization has a lot of history or a critical problem to solve.

Next time I’ll write about what we do with these transcripts and particularly the use of wordle.net as an analytic tool during and after the meeting.

Categories : Process Tools