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Divergent Ideation Workshop January 25, 2013. WELCOME Mike Mullen & Carrie Zelna.

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Presentation on theme: "Divergent Ideation Workshop January 25, 2013. WELCOME Mike Mullen & Carrie Zelna."— Presentation transcript:

1 Divergent Ideation Workshop January 25, 2013

2 WELCOME Mike Mullen & Carrie Zelna

3 Today’s Schedule REVISED Morning 9:00Welcome 9:15The Planning Process 9:30Ideation 10:00Ideation Exercise One 10:35Report Out Afternoon 11:15Voting/Building on Ideas 11:30Ideation Exercise Two 12:15Report Out (lunch) 12:50Closing Remarks, Voting, and Adjourn

4 THE PLANNING PROCESS Rob Brodnick & Carrie Zelna

5 Why Planning Now?

6 1.design 2.divergent thinking 3.convergent planning 4.alignment Four Stages of the Planning Process

7 Planning from the Future Backwards

8 what is happening now? what is the future in 10 years? how does this affect us? many opportunities D I V E R G E C O N V E R G E DESIGN ALIGN NOVDECJANFEBMARAPR Planning Process Design & Timeline sense making several big ideas 3-5 strategies scanning futuring ideation filtering selecting & promoting

9 Some Important Terms SHAPING/DRIVING FORCE: Existing or expected force acting on a situation that acts to hold things in place or to create change in a certain direction. SCENARIO: A future oriented synopsis of events, actions, or conditions. POSSIBLE FUTURE: Likely, expected or intended situation or circumstances. OPPORTUNITY: A favorable or advantageous circumstance or combination of circumstances. BIG IDEAS: The best of the opportunities – high potential. STRATEGY: A general, undetailed plan of action, encompassing a long period of time, to achieve a complicated goal.

10 Planning Timeline JanFuturing Template Distributed/Returned Jan 18Futuring Analysis Completed Jan 25 Divergent Ideation Workshop Feb 11 Opportunities Synthesized Feb 27 Convergent Planning Seminar Mar 8 Big Ideas & Potential Strategies Mar 22 External Planning Symposium Apr 1 Potential Strategy Summary Apr 8 Drafting Workshop Apr 22 Final Plan Submitted

11 Strategies, Deliberate and Emergent

12 Focus

13 IDEATION Rob Brodnick

14 Shaping and Driving Forces Two questions were asked: 1.What forces are shaping the student experience or higher education today? 2.In 10 years, how will forces shape changes in higher education? How will work, professional practice, and the student experience of the future be affected? A summary of the responses is available at each table (we’ll use this later) These (and other) data were rolled up into an environmental scan

15 Environmental Scanning Summary POLITICALECONOMICSOCIALTECHNICALENVIRONMENTAL P.E.S.T.E. Framework (or STEEP) Political Economic Social Technical Environmental Common way to frame future, shaping, and driving forces.

16 Environmental Scanning Summary POLITICALECONOMICSOCIALTECHNICALENVIRONMENTAL NATIONAL /GLOBAL STATE/ REGIONAL LOCAL/ CAMPUS

17 Environmental Scanning Summary POLITICALECONOMICSOCIALTECHNICALENVIRONMENTAL NATIONAL /GLOBAL 1.many kinds of changes in job market 2.decreases in federal support for higher education 1.national financial crisis 2.protracted recovery or possible stagnation 1.higher education as a public versus private good 2.national demographic shifts & trends 1.increased student expectations 2.rapid & accelerating pace of change 1.global and cultural literacy 2.continued degradation of the environment STATE/ REGIONAL 1.system-level planning and efforts 2.decreases in state support for NC State/others 1.ag/factory to tech/service 2.employer pressure on which skills to develop/train 1.more students need to work 2.increase in mental & physical needs 1.shift from brick and mortar to virtual world 2.technical skills required by the job market 1.regional drier, hotter summers, cooler winters 2.more impact from larger storms LOCAL/ CAMPUS 1.alignment with local businesses as partners 2.students start at community college and transfer 1.rise in tuition & decrease in financial aid 2.pressure on time to graduation 1.value proposition for education & NC State 2.students want flexibility in learning 1.how courses are delivered 2.social media & social skill development 1.students demand more sustainable campuses 2.classrooms & learning spaces evolve & change

18 Identified Opportunities The question was asked: This future will affect how NC State’s Division of Academic and Student Affairs plans now for the future. List up to three of the most significant strategic opportunities for the division that you see. Hundreds of opportunities were generated Responses were clustered and sorted A summary of the responses is available at each table (we’ll use this later)

19 Identified Opportunities ways to gain efficiency suggestions for funding increases or decreases health & wellness academic development students as individuals & citizens programs & program outreach curriculum course formats & course content campus life organizational changes collaboration within the University collaborations & partnerships advising accessibility dealing with technology

20 What is Ideation? idea generation a facilitated process for creating new ideas Ground Rules: 1.Suspend Judgment 2.HEADLINE your thoughts 3.Use a pad to scribble, sketch, and create 4.Wish for the moon 5.That was then, this is now 6.Strategic focus

21 IDEATION EXERCISE ONE Rob Brodnick

22 Goal of This Exercise To build a likely scenario for the future and identify additional opportunities for future strategy.

23 Scenarios & Opportunities SHAPING/DRIVING FORCE: Existing or expected force acting on a situation that acts to hold things in place or to create change in a certain direction. SCENARIO: A future oriented synopsis of events, actions, or conditions. POSSIBLE FUTURE: Likely, expected or intended situation or circumstances. OPPORTUNITY: A favorable or advantageous circumstance or combination of circumstances.

24 Shaping/Driving Force One Shaping/Driving Force Two Force One in Full Effect Force One Not Apparent Force Two in Full Effect Force Two Not Apparent Building a Scenario Grid

25 Shaping/Driving Force One Shaping/Driving Force Two Scenario A Force One in Full Effect Force One Not Apparent Force Two in Full Effect Force Two Not Apparent Scenario B Scenario CScenario D Building a Scenario Grid

26 Shaping/Driving Force One: Adult Learners Shaping/Driving Force Two: Job Market Changes Scenario A Proportion of Undergraduate Adult Learners Dramatically Increases Undergraduates Remain Mostly Years Old Job Market Recovers Job Market Erodes Scenario B Scenario CScenario D Building a Scenario Grid

27 Scenario Descriptions Scenario A Adults return to school or seek first degrees to compete for scarce jobs. Demands are placed on job placement and toward employer selected competencies. Traditional services and teaching methods are challenged. Scenario B Adults flood to higher education for retraining and to gain critical technology skills. Traditional teaching modes, calendars, and services require revision. Adult learners bring life experiences to their learning.

28 Scenario Descriptions Scenario C Jobs, when they are available, go to adults with experience, not students fresh out of college. Enrollment declines as 18 year olds choose menial jobs rather than college. Many disciplines find they have no demand for enrollment at all. Small colleges begin to close and funding declines. Scenario D Enrollment demand soars as the workforce becomes more highly skilled and employers raise salaries for the best trained graduates. Adult learners have many opportunities and tend not to further their education. More students work and seek better internship and service learning opportunities.

29 Example Likely Future Scenario B: Adults flood to higher education for retraining and to gain critical technology skills. Traditional teaching modes, calendars, and services require revision. Adult learners bring life experiences to their learning. Opportunities this Creates: 1.develop, design, and implement programs that expand service coverage in evenings and weekends 2.shift learning modes to more active learning 3.reframe career development for midcareer learners

30 Small Group Instructions 1.Write the driving forces that you select on a blank scenario building grid 2.Agree on 2-3 sentences for each scenario that describe a possible future 3.Identify the one scenario that is most likely to occur to share with the group 4.On a separate sheet, identify 2-3 opportunities for the division given the likely scenario

31 Report Out Post 2 sheets on the wall (1 grid + 1 opportunities) Identify your driving forces Identify your likely future One person from each group – share your new opportunities created by the possible future Be prepared to vote on opportunities that you believe should be acted on

32 BUILDING ON IDEAS Rob Brodnick & Carrie Zelna

33 what is happening now? what is the future in 10 years? how does this affect us? many opportunities D I V E R G E C O N V E R G E DESIGN ALIGN NOVDECJANFEBMARAPR Planning Process Design & Timeline sense making several big ideas 3-5 strategies scanning futuring ideation filtering selecting & promoting

34 IDEATION EXERCISE TWO Rob Brodnick

35 Goal of This Exercise To begin to generate the “big ideas” that will help the Strategic Writing and Planning Team draft a Division Strategic Plan.

36 Refining Opportunities consider the opportunities that arose from the futuring and those generated today discuss which opportunities might be the best to pursue in the next three years At your tables: 1.chose 2-3 opportunities 2.complete the “big idea” template for each one 3.complete at least 2 templates 4.be prepared to post and present your “big ideas” 5.you will have 45 minutes to complete the task

37 Basic Requirements for Big Ideas 1.recognizes the changing environment 2.division-wide 3.compelling 4.creates value 5.serves as a focal point of effort

38 Big Idea Template What is it? Why is it a big idea? recognizes the changing environment division-wide compelling creates value serves as a focal point of effort Why is it a big idea? recognizes the changing environment division-wide compelling creates value serves as a focal point of effort At your tables: 1.chose 2-3 opportunities 2.complete the “big idea” template for each one (responds to all five requirements) 3.complete at least 2 templates 4.be prepared to post and present your “big ideas” 5.you will have 45 minutes to complete the task

39 CLOSING REMARKS Mike Mullen As you go to depart, please take your voting dots and vote for the “big ideas” you would most like to see implemented as strategy. Vote before you leave today. Thank you!


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