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STRATEGIC MANAGEMENT
& PLANNING (PA 218)Dr. Rico Mabalod
Jonah Elbert B. Rosaroso
APPRECIATIVE INQUIRY
TerminologyAppreciate: valuing; the act of
recognizing the best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life to living systems
SynonymsValuing, prizing, esteeming, and honoring
APPRECIATIVE INQUIRY
APPRECIATIVE INQUIRY
TerminologyInquire: the act of exploration and
discovery. To ask questions; to be open to seeing new potentials and possibilities.
SynonymsDiscovery, search, and systematic
exploration, study.
Ap
pre
ciati
ve In
qu
iry Appreciative Inquiry is about the
coevolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives “life” to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms. AI involves, in a central way, the art and practice of asking questions that strengthen a system’s capacity to apprehend, anticipate, and heighten positive potential.
A I
Ap
pre
ciati
ve In
qu
iry According to Gervase Bushe,
Appreciative Inquiry is a method for studying and changing social systems that advocates collective inquiry into the best of what is in order to imagine what could be, followed by collective design of a desired future state that is compelling and thus, does not require the use of incentives, coercion or persuasion for planned change to occur.
A I
how
does
AI w
ork
?Imagine that your organization's order book is full, and you're desperate to expand your business – but you just can't find the staff you need. What's worse, cash is tight, your recruitment budget is stretched to breaking point, and you strongly suspect that some of the approaches you're using just aren't working.
One approach here is to focus on the things that aren't working, and think about how you can fix them. This is the conventional approach to problem-solving. In many cases it's the right one to use. However in others, all it does is bring you up to the same bland level as everyone else.
A I
how
does
AI w
ork
? Another approach is to shift to a positive perspective, look at the things that are working, and build on them. In some situations this can be very powerful because, by focusing on positives, you can build the unique strengths which bring real success.
This is the premise behind Appreciative Inquiry, a method of problem solving that was pioneered by David Cooperrider of Case Western Reserve University in the mid 1980s.
A I
AI an
d P
rob
lem
Solv
ing
A I
Problem Solving Appreciative Inquiry
Felt need, identification of problem(s)
Appreciating, valuing the best of what is
Analysis of causes Envision what might be
Analysis of possible solutions
Engaging in dialogue about what should be
Action planning (treatment) Innovating, what will be
compared
gen
era
l ou
tlin
e.
4D
meth
od
Here you need to look for the best of what has happened in the past, and what is currently working well. Involve as many people as sensibly possible, and design your questions to get people talking and telling stories about what they find is most valuable, and what works particularly well.
Using the example from the first stage, a good way to do this would be to get new recruits to interview one another, focusing on getting to the core of what they liked about the job before they joined, and what they've enjoyed about the organization since joining.
discovery
A I
gen
era
l ou
tlin
e.
4D
meth
od
In this phase, you and your team dream of "what might be". Think about how you can take the positives you identified in the Discovery phase, and reinforce them to build real strengths. Also, a useful approach is to bring a diverse group of stakeholders together and brainstorm creative and innovative ideas of what the organization and team could accomplish.
In our example, you might choose to enhance and build the good points that everyone likes about the organization, and use this as a strong message to attract potential candidates during the recruitment process. You may also stop doing the things that aren't working, and use the money saved to reinforce the things that are.
dream
A I
gen
era
l ou
tlin
e.
4D
meth
od
Once you have agreed upon your dream or vision, you can take it to the Design phase.Building on the Dream, this phase looks at the practicalities needed to support the vision. Here you start to drill down the types of systems, processes, and strategies that will enable the dream to be realized.
design
A I
gen
era
l ou
tlin
e.
4D
meth
od
Sometimes called the Destiny phase, the last of the Ds is the implementation phase and it requires a great deal of planning and preparation. The key to successful delivery is ensuring that the Dream (vision) is the focal point. While the various parts of the team will typically have their own processes to complete, the overall result is a raft of changes that occur simultaneously throughout the organization, that all serve to support and sustain the dream.
deliver / destiny
A I
FORCE FIELD ANALYSIS
DefinitionForce-field Analysis is developed by Kurt Lewin (1951) and is a useful technique for looking at all the forces for and against a decision. In effect, it is a specialized method of weighing pros and cons.
FORCE FIELD ANALYSIS
Positive forces or driving forces promote change in the desired direction. Negative forces or restraining forces hold back change in the desired direction or can even reverse it.
FORCE FIELD ANALYSIS
driving forcesrestraining
forces
forc
e fi
eld
dia
gra
m
driving forces
current situation
restraining forces
desired situation
FFA
forc
e fi
eld
an
aly
sis
Due to delays in printing, a government agency plans of upgrading their paperwork production machinery.
example
FFA
forc
e fi
eld
dia
gra
m
driving forces
current situation
restraining forces
desired situation
FFA
Costumers want better and faster results
Improve speed of production
Improve accuracy
Control rising maintenance costs
Reduce system down time
Loss of staff overtime
Staff frightened of new
technology
Initial equipment cost
disruption
the government agency takes too long to produce
its paperworks
a government agency that processes
paperworks faster
4
2
311
3
4
2
3
11
12
forc
e fi
eld
an
aly
sis
Once you have carried out an analysis, you can decide whether your project is viable. In the example above, you might initially question whether it is worth going ahead with the plan.
Where you have already decided to carry out a project, Force Field Analysis can help you to work out how to improve its probability of success. Here you have two choices: To reduce the strength of the forces
opposing a project, or To increase the forces pushing a project
results?
FFA
forc
e fi
eld
an
aly
sis
Often the most elegant solution is the first – be aware that just trying to force change through may cause its own problems. People can be uncooperative if change is forced on them.
If you had to implement the project in the example above, the analysis might suggest a number of changes to the initial plan: By training staff (+ cost by 1) you could eliminate fear of
technology (- fear by 2) It would be useful to show staff that change is necessary for
business performance and survival (new force in favor, +2) Staff could be shown that new technology would introduce
variety and interest to their jobs (new force, +1)
These changes would swing the balance.
results?
FFA
forc
e fi
eld
an
aly
sis
Force Field Analysis is a useful technique for looking at all the forces for and against a plan. It helps you to weigh the importance of these factors and decide whether a plan is worth implementing.
Where you have decided to carry out a plan, Force Field Analysis helps you identify changes that you could make to improve it.
summary
FFA
MISSION-VISION-GOALS CHECKLIST
DefinitionA corporate mission statement defines what the corporation does, who it serves, and how it serves its clients. It is designed to provide clarity of focus and direction for those in the company. It also creates clarity of value for those outside the company and answers the question of whether this company can be of value to me or my company.
MISSION-VISION-GOALS
DefinitionA corporate vision statement sets a dynamic and compelling view of the corporation at some point in the future. It is an emotional driver to some “big idea” or challenge. It is not intended for those outside the company. It is not a goal, but rather it can be a wild, crazy, and even unattainable idea, as long as it provides a deeply emotional drive to accomplish something great that those in the organization can get behind and drive toward.
MISSION-VISION-GOALS
DefinitionA group goal is a broad statement of something that the group expects to attain or achieve. Goals may be short, intermediate, or long term in nature. Well-written goals are believable, attainable and based on identified needs.Core values are the principles and standards at the very center of our character. Core values form the basis for our beliefs about life, ourselves and those around us, and the human potential of ourselves and others.
MISSION-VISION-GOALS
mis
sion
-vis
ion
-goals
Do you know what your group’s current organizational structure is?
What would you like it to be 18 months from now?
Is your group governing or advisory? What entity makes the final decision on your recommendations?
What is your group trying to accomplish?
sample checklist
FFA
mis
sion
-vis
ion
-goals
Can you identify some of your group’s values, some beliefs that everyone in your group would agree with?
Do you know the role you play and your responsibilities in your group?
Does your group need an outside facilitator to help it move forward?
Does your group celebrate its successes?
sample checklist
FFA
PORTFOLIO ANALYSIS
DefinitionPortfolio analysis is a systematic way to analyze the products and services that make up an association's business portfolio.It involves quantifying the operational and financial impact of the portfolio. It is vital to evaluate the performances of investments and timing the returns effectively.
PORTFOLIO ANALYSIS
DefinitionPortfolio analysis has been devised to help associations bridge the gap between strategy formulation and strategy implementation. In other words, it helps you make the hard choices of where to put your money.
PORTFOLIO ANALYSIS
port
folio
an
aly
sis
PA
organization
business unit business unit business unit
Resources?
this is what Portfolio analysis will try to deal with
problem: allocation of resources
port
folio
an
aly
sis
All associations (except the simplest and the smallest) are involved in more than one business. Some of these include publishing, meetings and conventions, education and training, government representation, research, standards setting, public relations, etc. Each business consists of a portfolio of products and services. For example, an association's publishing business might include a professional journal, a lay magazine, specialized newsletters geared to different member segments, CDs, a website, social networking sites, etc.
PA
port
folio
an
aly
sis
Portfolio analysis helps you decide which of these products and services should be emphasized and which should be phased out, based on objective criteria. Portfolio analysis consists of subjecting each of the association's products and services through a progression of finer screens. During a time of cutbacks and scarce resources, it is essential to screen out programs and services that are not essential to most members. Those that appeal to a more limited segment can be funded by those desiring the product or service rather than by dues.
PA
port
folio
an
aly
sis
It encourages management to evaluate each of the organization's businesses individually and to set objectives and allocate resources for each.
It stimulates the use of externally oriented data to supplement management's intuitive judgment.
It raises the issue of cash flow availability for use in expansion and growth.
advantages
PA
port
folio
an
aly
sis
It is not easy to define product/market segments.
It provides an illusion of scientific rigor when some subjective judgments are involved.
limitations
PA
port
folio
an
aly
sis
steps
Identify Lines of Business
Define Products and Services in
Each Line of Business
Determine Ease of
Funding and Implementatio
n
Group Lines of Business
Apply the Program
Evaluation Matrix
Determine Availability of Alternative Coverage
Compare Core Businesses with Mission Statement
Determine Product Fit
Assess Competitive Position of
Product
Determine Program Fit
PA
forc
e fi
eld
an
aly
sis
Portfolio analysis is an important aid in the association's quest to identify its specific competitive role. This role should be so well suited to the association's external and internal environments that other associations are unlikely to challenge or dislodge it. The association then has a distinctive competence that enables it to take advantage of specific environmental opportunities. To accomplish this, the association must be on the constant lookout for strategic windows or market opportunities.
summary
PA
forc
e fi
eld
an
aly
sis
Several specialized portfolio analysis softwares are available in the market to ease the task for an investor. These application tools can analyze and predict future trends for almost every investment asset. They provide essential data for decision making on the allocation of assets, calculation of risks and attainment of investment objectives.
softwares
PA
forc
e fi
eld
an
aly
sis
softwares
PA
END
port
folio
an
aly
sis
PROGRAM EVALUATION MATRIXA Strategy Matrix for Selecting Programs in Nonprofit Organizations
EASY "BUSINESS" DIFFICULT "BUSINESS"
HIGH
ALTERNATIVECOVERAGE
LOW
ALTERNATIVECOVERAGE
HIGH
ALTERNATIVECOVERAGE
LOWALTERNATIVE
COVERAGE
GOOD FIT STRONG
COMPETITIVE
POSITION
I.
AGGRESSIVE
COMPETITION
II.
AGGRESSIVEGROWTH
V.BUILD UPTHE BEST
COMPETITION
VI."SOUL OF
THE
ASSOCIATION"
WEAK
COMPETITIVE
POSITION
III.
AGGRESSIVE
DIVESTMENT
IV.BUILD
STRENGTH OR
GET OUT
VII.ORDERLY
DIVESTMENT
VIII."FOREIGN
AID"OR JOINTVENTURE
POOR FITIX.
AGGRESSIVE DIVESTMENT
X.
ORDERLY DIVESTMENT
PAback
next
port
folio
an
aly
sis
Evaluating Program Characteristics
PAback
The Program Evaluation Matrix helps an association determine the answers to the following questions about each product or service in its portfolio: Is it a good fit with our other programs? Is it easy to implement? Is there poor alternative coverage in the
marketplace? Is our competitive position strong?
For a program to survive the competition for the association's resources, there should be a positive response to all these questions. No program is in a strong position unless it is superior to all programs in that category. If it is not, it should be classified as being in a weak position.
port
folio
an
aly
sis
Determine Ease of Funding and Implementation (Is this an easy business?)
PAback
The criteria for determining whether a program or service has the prospect of relatively easy funding and implementation are:
High appeal to groups capable of providing current and future support.
Stable source of funding. Market demand from a large,
concentrated, growing client base. Appeals to volunteer leadership. Measurable, reportable program results.
port
folio
an
aly
sis
Determine Availability of Alternative Coverage
PAback
Alternative coverage means is anyone else offering similar programs. Programs should be classified according to two alternatives:Low coverage: If there are few comparable programs offered elsewhere.High coverage: If many similar programs are offered elsewhere.
port
folio
an
aly
sis
Determine Product Fit
PAback
Using the Program Evaluation Matrix, the first step is to determine whether the product or service under review fits the association's mission and priorities. The screens for good product fit are:
Congruence with mission and purpose of the association.
Focus on core concerns that are of vital interest to the association's members/customers.
port
folio
an
aly
sis
Assess Competitive Position of Product or Service
PAback
Criteria for a strong competitive position are: Dominant market share or strong
prospects for achieving market dominance.
Better quality/value/service than competitors.
Superior ability to produce and market this program.
Cost-effective program delivery. Strong match between the program and
the future needs of members/customers.
port
folio
an
aly
sis
Determine Program Fit
PAback
Ideally, the association will have two types of programs:
Well-fitting, easy programs where the association has a strong position and competes aggressively for a dominant position.Well-fitting, difficult programs with low coverage that the association has the unique, strong capability to provide to important stakeholders.
