Turning a corner: Transition in the voluntary sector 2012-2013
Forget about the strategy, business plan and theory of change: start with what you want to do and why
This is about the big decisions. The ones that keep you up at night but also get you out of bed each morning. The way these decisions are taken often feels out of control, inexplicable and the consequences frequently attributed to personalities, errors of judgement or lack of proper planning. So what needs to happen to take back control? And in a short, focussed time frame?
First, be clear as to what you think these big issues are all about.
It needs a blank sheet approach, trying to sort out the day to day concerns from the fundamentals. Write them down. Go back to your organisation’s history and roots: see what the mission statement says or if it’s unwritten, and then ask to what extent these are still underpinning everything you do. And equally important, does everyone in the organisation understand these organisational principles and buy into them? Because whatever you decide to do, it will be influenced by these values and assumptions, either explicitly or taken for granted.
Once you’re clear about what you consider the main issues to be and how the organisational principles might interact with them, check with other people as to whether they share your perspective.
The way others perceive problems may surprise you. You need to talk with staff, trustees, volunteers, users and anyone else identified as a key stakeholder. You are trying to elicit the values and goals of the team which are inherent in how they see the issues of concern. Find a system that works for recording all of this: something like ‘cognitive maps’ for each group which can be merged and clustered. Then feed it back and check it out with the participants, either individually or via larger meetings.
Throughout this process, be aware of the different agendas in your organisation.
There may be various interests at stake, challenges to established ways of doing things, hidden resistances. Getting as many of these out into the open might be painful but is usually worth the effort. They are often a means of expressing how much people value and feel passion for the work of the organisation, rather than being about individual gain. Always recognise the strengths of the organisation and build upon these.
Inevitably, by this stage, you will not only have identified two or three major issues but also gathered some first ideas for their resolution.
Now move into this action phase. It should remain highly collaborative, with all the participants involved and engaged. The areas commonly identified for change are set out and tackled. You should invite ideas, suggestions and proposals for action, building up detailed plans and timescales. This might be achieved in small, cross-organisation groups or large half-day workshops.
Finally, you need to ensure that a final report is prepared, drawing together all of the strands that have come to light.
Individuals or forum are assigned responsibilities for taking the actions forward and monitoring progress. Remain fully focussed. Remember that strategy-making, for that’s what this process is all about, is a flexible, responsive process and nothing is set in stone. Keep everything under review, build in new external factors and always try to keep what it is you want to do, those organisational principles, in the foreground.
We think that there is a clear benefit to this process in having an external facilitator involved. Such a person not only takes responsibility for guiding and structuring the process but brings a different way of looking at issues, an ability to draw out strengths and find potential answers and is someone who can support and encourage change.
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