Others

Connecting Futures is an initiative from the British Council which aims to build mutual understanding, learning and respect between young people with different cultural backgrounds in the UK and other countries.

This five day conference was for 80 to 120 British Council Staff and Partners that support the young people in projects around the world. They wanted to use the opportunity to look back over past achievements as well as looking forward to the future.

• Developing the network, so that it can draw on it’s experience so far to generate ideas for the future and build a stronger team
• Sharing experience, to appreciate how the key processes support projects to have a significant impact and consider what concepts they might wish to work with in their context
• Seeing the world through the eyes of young people, to actively engage with the target audience in creative ways
• Implementing the Connecting Futures Strategy, to build a common understanding of the story so far, the key processes being used, how market research can contribute, in order to develop strong commitment to demonstrate impact
• Skills for moving forward, to build skills in using the brand, conducting market research, developing the product, working with the UK, monitoring and evaluating and managing the strategy to successfully promote and support the work

The packed programme which was also supported by Berkshire Consultants included visits to local teenagers in schools, colleges and youth centres. VISTA provided design and facilitation support as well as giving training in large group dynamics.

“To provide the space for building a self sustaining network … that will help with future design and delivery of projects.“

The Adult Learning Inspectorate hold an annual conference for all their staff. Over the years the process to develop and deliver this conference had incrementally improved. It had reached the stage where it needed a fundamental learning review. Many of the systemic issues which affect the organisation are played out in the process for the conference. The review was therefore an opportunity to step back and consider how the conference could be a more powerful platform to shape the improvement of the whole organisation.

This project combined our 10 years of experience and study in the field of large group dynamics with the organisations knowledge and experience. This was achieved through a workshop over 2 days which

• Mapped out the current process and the issues which arise
• Identified key improvement aims
• Provided creative input into what else is possible
• Developed an understanding of large group dynamics and how they can be considered during the design process
• Identified how systemic patterns in the organisation can be identified through the design work
• Mapped out a revised process including key roles and responsibilities
• Identified any further need for capability development and the critical points in the process at which it would be most valuable

“To review the process for design and delivery of our annual conference and consider how the conference can be a more powerful platform to shape the improvement of the whole organisation.“

Intervet was founded in 1969 and has developed into a modern animal health company with a strong focus on the market and its customers.

Having begun as a poultry vaccine company, these products still represent a core focus for Intervet. As with other high-tech industries, however, the ability to anticipate future market developments is recognized as one of the key factors for continued success.

This strategy event was the first time the global leadership had worked together to participate in strategy development. The design was a ‘Search’ type of planning event looking at global trends, probable and desirable futures, the system history and developing strategic themes. The team then used the Galbraith Star Model to do an assessment of the current organisation against the strategic themes. Working in partnership with Kees Jan Bender of VISTA NL, we provided design support, facilitation and coaching.

“To work together as a team to build a coherent framework to improve our cycle of strategy formulation and implementation.“

Building on work to develop strategic vision and aims, the leadership wanted to allow the whole organisation to work together, share information and build a way forward which takes account of all views. The design team identified the need for leaders to establish a dialogue with the rest of the organisation before a large group meeting. As a result 'Directors Dialogues' were undertaken in all locations to give staff an opportunity to have input and influence the process. The leadership team took the feedback on board as they developed the strategy for the business and the whole organisation came together for a two-day meeting to evaluate and reshape the team structures and address key business issues.

Julie, in particular, designs and facilitates many events with various parts of the Church of England. Here are descriptions of just a couple of those events.

Church as a Learning Organisation
In 1996 Julie and Billie Alban facilitated a 2-day meeting of a diverse group of people with a wide range of skills from within the Church of England. The planning team included a Diocesan Secretary, a Diocesan missionary, an education officer from CPAS, a new mission officer, a consultant/mission enabler to URC churches and a local vicar.

The purpose was to draw on the insights and skills of 'learning organisations' to discover new ways of unlocking the potential of the Church to be a community that lives the Gospel.

The event covered work by Peter Senge (The Art and Practice of Learning Organisations), systems thinking, team learning, mental models, shared vision, personal mastery, W. E, Deming (A System of Profound Knowledge), team development models, group facilitation, stakeholder mapping, getting to a clear purpose and Large Group Dynamics including the work of Robert W Jacobs.

Diocesan Synod
This meeting of the Diocesan Synod was designed to give members the opportunity to contribute to the Bishop's Visitation process. The process has been planned by a Working Group advising the Bishop, which has also worked on the Synod meeting. The aims of the day were:

• To enable Synod Members to contribute to the Bishop's Visitation and Millennium Charge
• To focus thinking on the future
• To identify common ground and key themes
• To provide a greater opportunity for getting to know others
• To introduce some group processes that could be re-used in deaneries and parishes

This two-day event, facilitated by Billie Alban and Julie, brought together 150 people from over 30 different religious denominations to discover what they can do together for the good of the Greater Danbury Community. They included clergy and lay people who were Roman Catholics, Protestants, Reformed and Conservative Jews, Mormons, Quakers, Christian Scientists and from Russian and Greek Orthodox churches.

Like many cities in the world Danbury had been hit with cutbacks in Federal and State funding, corporate downsizing, loss of employment, increase in crime and vandalism and a major influx of foreign immigrants. In a town of 72,000 people 42 different languages are spoken in the high school. Also, as in many other communities, religious congregations are often the last safety net, running soup kitchens and shelters for the homeless, providing emergency funds, supporting halfway houses.

Reverend Mike Coburn opened the event with the words,
"...there are many things that divide us. Someday we will resolve them, probably not in this world but hopefully in the next... we are here to discover what we can do together for our community..."

We worked with a team of people to explore the potential and a structure for Regional Network of Domestic Violence forums linking people and forums at a Metropolitan and Shire Level. We started the event using a 'Raggedy Start' process by having delegates complete flipcharts with the following questions;

• In what way would you be engaged by a network?
• What piece of advice would you give to an establishing network?
• What is your Personal priority for the network?
• What is the Forum's priority?
• How would a network best be facilitated?
• What would your worries or concerns be?
• What would the membership be?

The society was founded in 1876 by Agnes Weston. She saw the plight of the sailor and his family in her day. How he was a lonely individual who yearned to have news from home. She wrote to many and then commenced her lifelong work. This began by running a coffee bar but led to the setting up of a "Rest" - a "home from home" where the sailor could find relaxation and someone he could talk to if he felt the need. A Rest is not a home for retired or sick sailors, but vibrant centres with many aspects of care, education and recreation.

Through Julie's connection with both the Navy and the Church she helped design and facilitate one event that was part of a much larger programme focussing on identifying core mission and an image for the future, engaging a wider range of stakeholders in the discussion, and looking at the changes in the wider external system.

"Aggies" say on their web site that:
RSR is a Christian charity dedicated to supporting Naval Service personnel and their families. Motivated by the love of God, and in close co-operation with the Naval authorities, RSR achieves this calling by:

• Seeking to befriend and support Naval Personnel and their families;
• Providing facilities for education and recreation;
• Addressing other specific areas of need identified with Service life

Working 'for the glory of God and the good of the Service' since 1876

Working with Power Systems within Scottish Power, VISTA in partnership with Don Braisby designed and facilitated leadership team meetings. We worked with members of the team to design the framework of the sessions and over two meetings the full team used graphic templates to build consensus around their vision, goals and communication strategy. A graphic record of proceedings and decisions was captured for use in communicating with and engaging the rest of the organisation.

"To work collaboratively as a collective team to develop a clear visionary statement and picture, which can be used to enthuse, motivate and deliver high performance from our people."

Julie had been talking to the temporary head at the school about how they use the staff development days. The temporary head (now promoted to Head) had a desire to create a better team and environment with a sense of shared responsibility in how they work together.

They agreed that VISTA would facilitate an 'Organization Workshop', (pdf file), during the next development day.

They have since gone on to do more work on developing a clearer understanding of each other's roles, looking in particular at how their roles fit together brought about by the changes in the staffing structure.

The Tean Mill Regeneration Group is a small body of local people who were drawn together by their mutual interest in yearning to see something done to improve the environment and surroundings in the centre of the village of Tean, for the future. Having learnt about the success of a future search in Wednesbury they contacted us to work with them to set up a future search for their village, with a strategic focus on the disused mill.

A report can be seen at www.teanvillage.co.uk.

Tackling tomorrow's issues today
An initiative arising from the work a communications strategy group - the design team wanted involve more people in the creation of a shared vision. A fast moving process co-facilitated with Tanya Leslie, the process for the morning provided an opportunity to get to know people better and encouraged people to speak in an atmosphere of trust. All aimed at helping to initiate and plan a process for change and build leadership across the community.

The responsibility is ours
A sequel to the previous meeting, aiming to build on the outcomes and raise the level of awareness of how everyone felt about "the way we do things here". The design team wanted to build on the energy generated and encourage people to understand the responsibility attached to becoming involved and leading in the community. Some diagnostic work and prioritisation by the group focused on the different perspectives and cross fertilisation of ideas.