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Annual Summit Meetings

Annual Summit Meetings. “Confronting the Brutal Facts” Or Preparing for the Future: Foresight to Insight to Action. The Good to Great Frame. Reference: -- Good to Great, by Jim Collins, HarperCollins Publishers, 2001 -- Good to Great and the Social Sectors , by Jim Collins, 2005.

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Annual Summit Meetings

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  1. Annual Summit Meetings “Confronting the Brutal Facts” Or Preparing for the Future: Foresight to Insight to Action

  2. The Good to Great Frame Reference: --Good to Great, by Jim Collins, HarperCollins Publishers, 2001 --Good to Great and the Social Sectors, by Jim Collins, 2005

  3. How do we creatively confront the brutal facts?

  4. “Yes, leadership is about vision. But leadership is equally about creating a climate where the truth is heard and the brutal facts confronted.”--Jim Collins, Good to Great, p. 74

  5. Disciplined Thinking • How transfer the vision of the strategic plan to the classroom level? • How tap the capacity within our school? • How embed continual improvement into our thinking?

  6. The Get There Early Frame Reference: Get There Early, by Bob Johansen, Berrett-Koehler Publishers, 2007

  7. How do we anticipate and prepare for what is coming?

  8. Foresight to Insight to Action • “This process of sifting, grouping, synthesizing, and evaluating is very important to sort out what is possible an to begin to think through the virtues and constraints of the various possibilities. Typically, a Foresight to Insight to Action Workshop is not focused on deep consensus or decision making. Rather, the focus is on generating possible insights and beginning to prioritize them. Full evaluation of the insights typically comes later, with a smaller leadership group.” p. 132

  9. Johansen’s Model • Small, diverse group (around 20) • Target outcome • Content facilitator • Chunks of provocative foresight—stimulus • Current pain points • Intent of leadership • Destination of organization • Biggest challenges • Outside forces • From foresight, generate insight. From insight, generate action steps

  10. A trip to the Summit • Simple process, modeled on strategic planning • Annual review and goal setting process with staff • Forum both to hear “the truth” and to communicate the vision

  11. The Summit Process: Overview • Base Camp • Setting the rules, background • Summit Sessions • Three sessions • Follow up • Publication, review, reporting

  12. How embed continual improvement into our thinking?

  13. Results • Broad discussion of strategic plan and mission • An annual “cycle of understanding” • Focused priorities for action • Weight of consensus • Morale improvement • Mobilization of in-house talent • Mechanism to integrate new staff

  14. Conclusion When the task is accomplished, the work done, throughout the country the people say, “We did this ourselves.” 道德经 #17

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