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Prof. John Barkai William S. Richardson School of Law University of Hawaii Strategic Planning.

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1 Prof. John Barkai William S. Richardson School of Law University of Hawaii Strategic Planning

2 Strategic Planning Organized and realistic planning for the future of your organization Planning Planning for your tribe, and planning to make a plan

3 Inside the Heads of my Strategic Planning Students By John Barkai

4 www2.hawaii.edu/~barkai Google: John Barkai

5 www2.hawaii.edu/~barkai Google: John Barkai

6 Failing to plan is planning to fail. The more you plan the luckier you get.

7 “For want of a nail, the shoe was lost. For want of a shoe, the horse was lost. For want of a horse, the rider was lost. For want of a rider, the battle was lost. For want of a battle, the kingdom was lost, And all for the want of a horseshoe nail.” Benjamin Franklin

8 Been involved with strategic planning before? Tribal?

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10 Can you develop 10 commandments of planning?

11 Herding Cats

12 Cultural Diversity & Differences in Planning You may need to modify these ideas

13 Democracy people have an equal say in the decisions that affect their lives For a list see:

14 Why Plan? Why not?

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16 We will be known by the tracks we leave behind -- Dakota Proverb

17 Why go through the planning process? - improve your tribe - get a broad range of views - protect yourself for later complaints

18 Everyone plans India - 11 th since 1951 Soviet Union – Stalin 1928China – Mao 1953

19 Each tribe is a unique and distinct cultural entity, and they should not be treated as though they are alike. Common misunderstandings include differences in body language, the role of the participants, different cultural views about an issue, or underlying but unexpressed expectations Some Common Differences – Prayers or Blessings Before the Beginning of Meetings English as a Second Language Humor Being Greeted With Silence Attorney's Role Duration of the Meeting - "Indian time" Proper Titles for Tribal Delegates Conflict or Anger BUREAU OF RECLAMATION

20 Role of elders

21 What do you see?

22 Planning on roaming the neighborhood with your buddies again? Planning

23 What is Strategic Planning? Strategic planning is the process through which an organization envisions its future and develops the necessary action steps and operations to achieve that future.

24 Where are we now? Where should we go? How will we get there?

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26 Will you do it yourself? Cut your own hair? Do your own brain surgery?

27 Will you have a champion of the plan?

28 Don’t bite off more than you can chew

29 If I had six hours to chop down a tree, I'd spend the first hour sharpening the ax George Washington

30 How much planning can your group handle? 2 hour planning session ½ day planning session Full day retreat 2-day weekend planning retreat 2-month planning process 2-year strategic planning process

31 What if you don’t participate in the planning? Plans direct resource allocation

32 How slick? Plain Vanilla Strategic Plan

33 EPA

34 Buzz words of strategic planning

35 Many Approaches to Strategic Planning... It Depends

36 Chitimacha Tribe Strategic Plan WHAT IS A STRATEGIC PLAN? Simply put, a strategic plan is the formalized roadmap that describes how an organization executes the chosen strategy. A plan spells out where the organization is going over the coming years and how it is going to get there. The strategic plan improves performance, because a plan focuses the energy, resources, and time of everyone in the same direction.

37 Chitimacha Tribe Strategic Plan The strategic planning effort has been designed to chart that course, provide direction and focus, and also serve as a means to assess Chitimacha Tribe’s current and future services and program offerings and how they advance the strategic direction. This executive summary provides an overview of the output resulting from a highly participatory strategic planning process with a specific purpose to solicit participant involvement, feedback, and ideas. The strategic planning effort was designed to result in the following: A clearly defined approach and process that will ensure an output of a focused strategic direction. A discussion focused on refreshing the current plan and creation of high-level priorities. Enhanced planning efforts and alignment of initiatives. Tribal membership input into the plan development.

38 Chitimacha Tribe Strategic Plan THE PROCESS First, a thorough analysis of strengths, weaknesses, opportunities and threats was performed through online surveys. These internal and external assessments were given to members of the planning team and staff and could be taken anonymously in order to encourage participation and guarantee confidentiality. The results of these assessments are summarized in the SWOT report included with the deliverables of the strategic plan. Additional data from the following sources were included in the SWOT process: 2001 Strategic Plan One-on-One Interviews with Tribal Government Directors General Council Survey – all members18 years and older One-on-One interviews with elders and youth Interviews with the Tribal Council

39 Chitimacha Tribe Strategic Plan Strategic planning is a continuous process, resulting in a living breathing document. To develop the plan, the Tribal Council analyzed the information provided via the above sources. With this information, the Tribal Council participated in a two-day planning workshop to develop the goals and objectives to guide the direction of the Tribe over the next two years. This strategic plan was presented to the General Council in June The plan now moves into the implementation process which is further explained on the follow page.

40 The Generic Planning Process Define current state Analyze trends Define future state Analyze gap Develop plan

41 Strategic Planning Models Goals-Based Most common. Works with the vision, mission, and the goals to work toward achieving the mission Issues-Based Starts with examining issues that the organization is facing Organic Focus is primarily on vision and values Scenario

42 Components of a Strategic Plan Vision – Your preferred future Mission – Why you exist Core Values and Beliefs – Describes behaviors and ideas that are important to your organization Strategic Issues – The issues that create a gap between the ideal and reality Operational Plans – How are you going to achieve your vision?

43 Big Plans Pre-work - preparation Public input – interviews / surveys / conferences Focus Groups / Appreciative Inquiry (AI) Community feedback meetings Consultant who leads through early action steps How big is your tribe? Will you talk to everyone?

44 Big Process Appoint planning committee Committee meets Announcement and communications plan Focus group and individual interviews Report to planning committee Retreat for core group to draft VMV statements and strategic directions Work groups focus on topical areas Expert panels review the proposed plan and provide feedback Second draft of plan Town Hall meeting for feedback and input 3rd Draft of plan Final plan approved Kick off event / conference

45 Strategic Planning Process Step 1 -Agree on Planning Process. Customize planning process and manual. Recruit and prepare a Strategic Planning Committee (SPC). Step 2 -Conduct a Situation Analysis Board and key staff interview and surveys. Gather feedback from key external stakeholders. Step 3 -Strategic Planning Retreat Provide crucial input concerning Mission, Vision and key strategic issues. Explore ways for ongoing Board development. Step 4 –Draft the Plan SPC finalizes a draft plan, based upon the situation analysis and retreat input. Explore resource and funding implications of the plan. Step 5 –Review the Draft Plan with Key Stakeholders Review the plans with key stakeholders. Develop buy-in and commitment to implementing the plan Step 6 –Finalize the Draft Plan SPC to finalize the plan based on stakeholder feedback. Develop a budget of key sources and use of funds to implement the plan. Step 7 - Ratify and Prioritize the Plan. Ratify the plan at a Board meeting. Develop initial implementation priorities and performance metrics/process. Step 8 -Develop an Initial Strategic Implementation Plan Develop Board and staff annual plans of action on priorities. Address implementation challenges and coordinate action. Step 9 – Consultant’s Recommendations and Follow-up. Consultant’s recommendations for ongoing implementation and planning. 90 day and 1-year follow-up to review progress and address challenges.

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48 Mission + SWOT - Leads to your vision

49 SWOT - Leads to your vision Strengths & Weaknesses - Opportunities & Threats

50 Rocky Mountain Tribal Access to Recovery Strengths Problems Culture Traditional problem-solving ATR is empowering Reinforces benefits of recovery Cultural protocols Community activities Spirituality (SPIRIT) Staff cross-trained ATR increases access ATR helps with personal necessities Ask the community for solutions Some of us don’t know what traditional protocols are How to reintroduce client to culture Voucher system is cumbersome Not enough space or counselors “Council support” Clients trying to “abuse” the system Community sees themselves as impoverished Survival skills may be unhealthy Historical and ongoing trauma European thinking Opioid dependence, pain meds from Indian Health ATR – Access to Recovery (drug problems)

51 Rocky Mountain Tribal Access to Recovery Threats Opportunities Effects of Historical, Ongoing trauma Closed Systems Becoming a social service agency Unfunded mandates Budget cuts Hard to get data (follow-ups) Ignorance by other agencies of native traditions Capacity issues Involve elders— partnerships/teaching Find out cultural protocols Evolve from Western model to Traditional Clients get their Indian names Technical Assistance from SAMHSA ATR revenue can supplement staffing Send case managers to field Find space for recovery activities

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53 Destiny Appreciative Inquiry – A.I. A lot of early 1-on-1 sessions

54 Appreciative Inquiry (AI) is a method for studying and changing social systems (groups, organizations, communities) 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."

55 Wikispace page for Strategic Planning Process

56 To “Quick Start” your process look at 10 other plans Many of the issues are likely to be similar for many tribes

57 Google: Tribe & “strategic plan” Want to see some plans? Pages

58 Mission Statements For the tribe or for a certain program?

59 Everyone is doing it!

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62 “Oh no, not someone else with a mission statement.”

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66 Our Mission The purpose of the ITCA is to provide the member tribes with the means for action on matters that affect them collectively and individually, to promote tribal sovereignty and to strengthen tribal governments. For the tribe

67 Our Mission To improve the health and quality of life among all American Indians through education, prevention and cessation of tobacco abuse, while respecting traditional practices and ceremonies associated with tobacco use. For a program

68 Vision Statement: Our vision for the Tribe is a community free from crime. Mission Statement: To plan, develop and implement an Adult Compliance Program that is responsive, respectful, culturally competent and effective in a way which will mend the broken Sacred Circle.

69 Mission Statement The mission of the Spirit Lake Dakota Senior Services Program is to raise the quality of life for our elders through fostering an environment of quality, dignity, and pride.

70 DOE’s Tribal Energy Program Promote tribal energy sufficiency, economic development and employment on tribal lands through the use of renewable energy and energy efficiency technologies Authority Title V of the Energy Policy Act (EPAct 2005)

71 DOE’s Tribal Energy Program Mission Offering financial and technical assistance to Tribes through government-to-government partnerships that: 1)Allow Tribal leaders to make informed decisions; 2)Bring renewable energy and energy efficiency options to Indian Country; 3)Enhance human capacity through education and training; 4)Improve local Tribal economies and the environment; and 5)Make a difference in the quality of life of Native Americans.

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73 The Coquille Tribal Vision “The Coquille Tribe is a community whose binding thread is its Coquille identity; where members give to and receive from the Tribe, and where Tribal sovereignty and culture is exercised and protected by decisions and actions that are based on the long-term sustainable health and well being of the Tribe and the region” Coquille Tribal Values Based on this vision, Tribal leaders have identified important Tribal values that express the Coquille Indian culture and our community and government traditions. These values include: Harmony, Spirituality and Culture, Integrity, Quality, Preservation and Protection, Wholeness, Fairness, Humor

74 The Coquille Guiding Principles This updated five-year strategic plan for the Coquille Indian Tribe flows from “Guiding Principles” adopted by the Coquille Tribal Council, based on the Tribal vision and Tribal values. These Guiding Principles include; Balance Priorities: Making Smart Investments: Build Community: Create a Sustainable Future: JB: A slightly different approach – not a direct mission statement

75 Nez Perce Tribe is committed to advancing the cultural, economic, and social prosperity of the Nez Perce people. Our efforts also impact the greater community. The Nez Perce Tribe is the 2nd largest employer in their region and contributes annually to local education agencies. PURPOSE: Oversee the education programs of the Nez Perce Tribe in order to increase education and employment opportunities for Nez Perce tribal members. The programs include Adult Education, Early Childhood Development (ECDP), Higher Education, Students for Success, Tribal Employment Right's Office (TERO),and Vocational Rehabilitation. One major project under development is the Nez Perce Education, Training, and Business Development Center. For more information

76 Washington State Division of Child Support (DCS) Tribal Relations Team STRATEGIC PLAN Our Objective: DCS and Tribes - Bridging cultures to provide exceptional child support services. Our Purpose: We lead DCS’s tribal relations efforts in partnership with DCS leaders, staff, and Tribes to improve the lives of children and families. Our Goals: Advocate for policies, procedures, and laws that respect tribal sovereignty. Build and strengthen relationships, trust, and mutual respect with all Tribes and stakeholders. Advance intergovernmental agreements, contracts, and processes. Provide valuable and timely training, guidance, and resources to DCS staff, Tribes, and partners. Develop innovative approaches to provide accessible and culturally relevant services.

77 Mission To empower American Indian Tribes in Montana & Wyoming in the development of Public Health services and systems and epidemiological data in order for Tribes to have resources and express their authority in response to Public Health concerns.

78 Vision We contribute to Healthy Tribal communities through the lasting collaborative partnerships Mission To empower American Indian Tribes in Montana & Wyoming in the development of Public Health services and systems and epidemiological data in order for Tribes to have resources and express their authority in response to Public Health concerns. Values  Encourage and Nurture Intellectual Curiosity  High Quality Work  Honest and Open Communication  Integrity  Respect and Trust  Service with Humility  Unity of Purpose We believe…  We believe in the sovereignty of Tribal Nations  We believe our purpose is to serve the Tribes in the area of Public Health  We believe in deferring to Tribal Public Health priorities in the development of all projects  We believe in open and honest communication that foster an environment of Respect and Trust  Be believe in encouraging an environment the nurtures ideas, beliefs, perspectives and cultures

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80 Our Mission The Aquinnah Cultural Center's mission is to preserve, interpret, and document the Aquinnah Wampanoag self-defined history, culture and contributions past, present and future. The purpose of the Aquinnah Cultural Center Inc. as a non-profit organization is to develop and maintain the Aquinnah cultural center that can support diverse tribal activities. We envision the cultural center to be a space that can support the ongoing exploration of Wampanoag culture. This vision is about creating a special place to express our beliefs and lifeways as living Wampanoag people as well as providing a place where visitors can learn about our cultural heritage. Goals Aquinnah tribal members hold a cultural vision to return to original Wampanoag lifestyles and values, with a modern lifestyle layered upon the traditional. To accomplish this, it is important to educate or share through teaching Wampanoag material culture and traditions while the center is being developed. This intergenerational focus and the integration of culture with everyday life are critical for strengthening the continuity of Wampanoag culture. The Aquinnah Cultural Center Inc. secures funding to provide programs supporting the cultural goal of revitalizing tradition by involving whole families in ongoing programs.

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83 Cankdeska Cikana Community College Strategic Plan: Vision Through the education and training of its residents, a strong and viable Dakota community that enjoys physical, mental, emotional, and spiritual wellness and growth. Mission Statement To provide higher education opportunities, at the community college level, including vocational and technical training. As a tribal community college, we emphasize the teaching and learning of Dakota culture and language toward the perpetuation of the Spirit Lake Dakota Nation. The goal is student independence and self-sufficiency through educational achievement. Only 8 pages

84 Cankdeska Cikana Community College Strategic Plan: Primary Goals To develop the human resources of the Spirit Lake Tribe necessary to meet its overall manpower needs. To help preserve the Dakota language and Dakota heritage through academic curriculum. To provide the first two years of college education for those students wishing to continue their academic study. To provide vocational education in keeping with local employment needs, yet of such quality that the student is not limited to local employment only.

85 Cankdeska Cikana Community College Strategic Plan: Goals Goal 1: Assist in the learning and perpetuation of the Dakota language and culture. Objective 1.1: Enhanced opportunities for the teaching and learning of Dakota language and culture Objective 1.2: Recruit qualified faculty Objective 1.3 Stabilize the Dakota studies program Objective 1.3: Implement a Dakota studies bachelor’s degree program Objective 1.4: Train Spirit Lake tribal members to teach Dakota culture and language (junior faculty) Objective 1.5: Establish academic classes (for credit) as well as non- credit educational forums toward teaching Dakota culture and language, i.e. wahanpi anpetu Objective 1.6: Develop educational tools to teach the Dakota culture and language such as DVDs, CDs, curriculum, workbooks, and IPODs utilizing technology

86 VISION STATEMENT: The Saginaw Chippewa Indian Tribe of Michigan is committed to be the executive stewards of its national resources as “Administrators of Self Determination,” the Tribe will pursue pro- active solutions while integrating our cultural, social, economic and environmental interests. The Saginaw Chippewa Indian Tribe of Michigan will endeavor to strengthen the services provided to Tribal members and enterprise associates through purposeful leadership and quality service while maintaining a commitment to the Seven Teachings of our Ancestors. MISSION STATEMENT: The Saginaw Chippewa Indian Tribe of Michigan is a progressive sovereign entity dedicated to the preservation of its rich cultural history while striving to protect the interest of its indigenous community for the next seven generations. The Saginaw Chippewa Tribal Leadership will define and promote its National Interest by embracing the highest ethical principles, promoting integrity and understanding as well as establishing and enforcing fiscal responsibility. The Saginaw Chippewa Indian Tribe of Michigan will honor and protect its cultural identity by asserting its sovereign and economic right within the global market place of ideas in order to ensure its continued prosperity.

87 EPA Region 10 – Tribal Strategy Vision Region 10's vision is to fulfill EPA’s trust responsibility to each of the 267 regional Federally recognized Indian tribes by working with the tribes to protect human health and restore the environments of Indian tribes, both within Indian country and concerning tribal resources that are outside of Indian country (including usual & accustomed hunting and fishing areas and subsistence areas under state and federal jurisdiction). Mission The mission of the Region 10 Tribal Program is to protect and restore the lands and environmental resources of Indian tribes in the Pacific Northwest and Alaska for present and future generations. Goals 1. Fully meet our responsibility for government-to-government relations with tribes in all aspects of the Region’s work. 2. …

88 EPA Region 10 – Tribal Strategy Vision Region 10's vision is to fulfill EPA’s trust responsibility to each of the 267 regional Federally recognized Indian tribes by working with the tribes to protect human health and restore the environments of Indian tribes, both within Indian country and concerning tribal resources that are outside of Indian country (including usual & accustomed hunting and fishing areas and subsistence areas under state and federal jurisdiction). Mission The mission of the Region 10 Tribal Program is to protect and restore the lands and environmental resources of Indian tribes in the Pacific Northwest and Alaska for present and future generations. Goals 1. Fully meet our responsibility for government-to-government relations with tribes in all aspects of the Region’s work. 2. Accomplish all direct implementation responsibilities, both within Indian country and concerning tribal resources that are outside of Indian country (including usual & accustomed hunting and fishing areas and subsistence areas under state and federal jurisdiction). 3. Provide full program delegation and capacity building opportunities for tribes. 4. Increase permanent resource commitments for tribal workload and strategy implementation. 5. Ensure our resources are used as efficiently as possible, our work is targeted to address the highest priority needs, and our organizational structure supports enhanced tribal activities. Goal Implementation Goal 1. Fully meet our responsibility for government-to-government relations with tribes in all aspects of the Region’s work 1a. Objective: Each office, working with the Tribal Office and the other offices, develops consultation procedures that facilitate our ability to work with tribes on a government-to-government basis. 1b. Objective : Region 10 managers participate in annual tribal leaders conference and tribal leadership forums. 1c. Objective: Each office trains staff on procedures for government-to-government consultation. 1d. Objective: Region 10 negotiates tribal support workplans with tribes in response to their requests for support through tribal environmental action plans. Fuller statement

89 5.6.5 Budget Requirements a. What is our funding requirement? (e.g., annual costs, cost of project phases, cost of total project) b. How are we funded? (e.g., dedicated funds, special funds, mission-driven funds, general funds, service fees, assessment on agencies, permit/license fees, federal grants, central and capital funds, cost recovery?) c. How can we redirect existing funding to achieve our goals? d. Are there mechanisms for cost sharing or cooperative funding? e. How do we get more money/funding? (e.g., Federal grants and incentives, etc.) f. How do we insulate ourselves against future budget cuts and shortfalls? g. How can any other required staff positions be allocated and funded?

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91 Vision Statements

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94 36 pages

95 Tribal Vision Statement A vision is the starting place for strategic planning and it is a description of what the planners aspire to achieve through guiding their organization in the future. It answers the question, “If the Chilkoot Indian Association is extremely successful in what we set out to do, what will be the desired result, the vision?” Chilkoot Indian Association Vision “Chilkoot Tribal members are culturally centered, physically and mentally healthy, economically successful, and integrated into the community and the Tribal government is a model of excellence in serving its members.”

96 Tribal Values Statement Our Tribal Values We the members, staff, and Council of Chilkoot Indian Association hold the following values to be the foundation of our identity as a Tribe. These value statements written below express the underlying values of the Tribe that shall guide all programs and the behavior of the organization’s staff and council. We live and celebrate our culture and heritage in all aspects of daily life and are dedicated to the preservation, cultivation, and clarification of our cultural identity. We understand the sacred place that self-determination holds for our ancestors and shall continue our tradition of self-determination through the development of our network of contacts, partnerships, and strategic alliances. We understand and value the scarcity of resources: land, time, finance, and quality of life, to that end we establish policies, guidelines, and standards that protect, preserve, and develop our resource base and allocate these resources in the best interest of our membership. We belong to a greater community and serve the greater good to improve the quality of life for all people. We embrace the ideology of lifelong learning for both our members and the organization itself thereby continuously building our capacity to serve. Respect is closely tied to our identity as Tribal members and we shall always treat all people with the proper respect. We believe diversity of thought is essential to the growth of a society and we strive to be accepting of others.

97 Strategic Goals 2008 – 2018 Chilkoot Indian Association Goals: Goals are quantifiable measures of desired results. A. Building a Sovereign Nation B. Celebrating Our Culture C. Building A Strong Economy D. Enhancing Educational Opportunities E. Sustain a Healthy Community With 3-8 statements under each goal

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99 The Future?

100 MEETING FACILITATION Presented by: Prof. John Barkai William S. Richardson School of Law University of Hawaii

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105 Herding Cats

106 Donna Screams

107 Regular Meeting Special Task Force

108 FacilitatorRecorder Group Memory

109 Complicating cultural factors Indirect communication Hierarchy Decision-making differences - Time, factors, who makes Language - Accents and fluency

110 Complicating cultural factors Relationships v. tasks Collective v. individualistic Long-term v. short term

111 Like talking to a brick wall

112 Focus on task

113 Talk to the wall

114 Clipboard / Gem Stones Assure them that you won’t lose their “great” ideas

115 GROUND RULES

116 Ground Rules are standards for meeting behavior that are agreed to by the whole group at the beginning of the meeting The facilitator asks the group for the power to enforce the ground rules during the meeting

117 Ground Rules Courtesy It’s ok to disagree Listen as an ally Everyone participates, no one person dominates Limited air time; No one talks 1 st, 3 rd, 5 th, etc. The first person to raise a hand should not always speak first Honor time limits

118 FACILITATION KEYS Process v. Content Purpose & desired outcome Meeting roles: Facilitator, Recorder, Member Group memory "Facilitator talk" Ground rules Facilitation often uses consensus decision-making

119 FACILITATION KEYS Detailed, visual agenda Decision making: prefer consensus accept voting Preventions: - ground rules - process suggestions agreed to by group Interventions enforcing ground rules dealing with difficult people Room arrangement Start and end on time

120 Stakeholders Clarify positions, interests & emotions Opening & introductions Brainstorm lists Narrowing prioritize or rank order (N/3) greatest hopes & fears strengths / weaknesses develop criteria & use Balance MBTI types: E & I: Talk-a-lots; talk-a-littles J & P: Quick deciders; never deciders Creating time lines Next steps: get volunteers or assign homework

121 KEY INGREDIENTS OF A SUCCESSFUL MEETING The group must agree upon a content focus and a process focus

122 CONTENT is: WHAT is accomplished What is discussed The problem being dealt with Whatever is acted on The subject matter of the meeting The END PROCESS is: HOW things are accomplished How the content is discussed How the group holds its meeting The MEANS

123 Meeting Purpose: "WHY" the meeting is being held or "what" it is intended to accomplish.

124 Desired Outcome Products or results you want to have at the end of the meeting

125 FOCUS ON PROCESS Provide or be a process facilitator Use ground rules agreed to in advance Make process suggestions and hold the group to them (unless they want to go elsewhere) Manage the MBTI tensions

126 Leader’s duty to spend time to save time

127 LEADER'S OBLIGATION TO SPEND TIME IN ORDER TO SAVE TIME Plan for the meeting Set an agenda Distribute materials in advance Minimize "information only" time and meetings (send it, don't tell it)

128 MEETING FACILITATION 1. Negotiation Position, interests, BATNA 2. Communication Questioning, active listening, reframing 3. Mediation Diamond Model: collect then decide Set ground rules Focus on future, not the past 4. MBTI E v. I tensions J v. P tensions 5. Meeting Facilitation Preventions Interventions

129 Make process suggestions

130 Preventions & Interventions

131 Using Preventions Get agreement on desired outcomes, agenda, roles, decision making, and ground rules Make a process suggestion Get agreement on how the group will proceed

132 Using Interventions Avoid Process Battles Preventing lengthy arguments about which is the “right” way to proceed. Pointing out that a number of approaches will work and getting agreement on one to use to start. “Can we agree to cover both issues in the remaining time?...OK, which do you want to start with?” Enforce Process Agreements Reminding the group of a previous agreement “We agreed to brainstorm, you’re starting to evaluate the ideas. Would you hold onto that idea for now?”

133 Using Interventions Accept/legitimize/deal with or defer A positive method for dealing with difficult people or situations that might get a meeting off track. Accept the idea without agreeing or disagreeing. Legitimize it by writing it on the group memory. Then decide as a group if the issue/idea is more appropriately dealt with her or deferred to another time. Record ideas or issues that are deferred and agree on when they will be addressed. “You may not be convinced we’re getting anywhere? That’s OK, you may be right. Would you be willing to hang on for 10 more minutes and see what happens?” “Thanks for raising this issue that wasn’t on the agenda. Do we need to address that now or should we put it on the Issues List for our next meeting?”

134 Examples of PROCESS: Brainstorming Prioritizing Suggesting Listing Discussing Organizing Evaluating Deciding

135 Decision Making Methods Voting Consensus

136 “Fair is fair Larry….We’re out of food, we drew straws – you.”

137 What is a Consensus Decision? A consensus decision is reached when each participant can honestly say: “I may or may not prefer this decision, but I can and will support it because it was reached fairly and openly, with genuine understanding of the different points of view, and it is the best solution for us at this time.”

138 Fist of Five Fist “Yes” I can say an unqualified “yes” to the decision. I am satisfied that the decision is, all things considered, a reasonable expression of the group’s wisdom. 2 Fingers “yes, but...” I find the decision perfectly acceptable. 3 Fingers “OK!” I can and will live with the decision even though I’m not especially enthusiastic about it. 4 Fingers “OK, but...” I do not fully agree with the decision and need to register my view to the group about it. 5 Fingers “NO.” I do not agree with the decision and feel the need to stand in the way of this decision being accepted.

139 Break the Sound Barrier

140 3 Forms of Facilitation The Classic: Neutral, Independent Facilitator and Recorder Tricky Work: Group Leader as Facilitator (and Recorder) The Most Delicate Work: Group Member Provides Facilitative Input

141 Wear 2 hats

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143 LEADER AS FACILITATOR Ground Rules -explain and enforce ground rules -post rules in the meeting room GROUP MEMORY -document with group memory -record where all can see AGENDA -set detailed agenda -distribute agenda & handouts before meeting USE FACILITATOR TALK -clarify and summarize ideas -define next steps, set time-lines, record names of the people responsible

144 LEADER AS FACILITATOR PLANNING -have the "right" people and "right" number of people TIME -have definite start and stop times PROCESS -establish desired outcomes & procedures -determine the decision-making process -get input from "all" members to prevent objections and undermining OTHER -train others to be facilitators

145 Facilitate from your seat

146 GROUP MEMBERS FACILITATE FROM THEIR SEAT GROUND RULES - suggest that facilitator establish & enforce ground rules GROUP MEMORY -bring a flip chart into the room -suggest the leader write on the board ATTITUDE -be open minded -be focused USE FACILITATOR TALK -use active listening -ask questions of others during the meeting to clarify, summarize, and increase participation

147 GROUP MEMBERS FACILITATE FROM THEIR SEAT PLANNING -discuss with leader before the meeting -suggest that future meetings have a set agenda and establish ground rules TIME -inform leader of your own time schedule -reinforce time constraints PROCESS -offer to be the facilitator -recommend rotating the facilitator role OTHER -sit with new or different group members -give the leader a book on how to run a meeting

148 "People will forget what you said, people will forget what you did, but people will never forget how you made them feel”.

149 I wish our meeting facilitator would take a hint from this guy.

150 Begin with the end in mind

151 Work Backwards

152 Communication Presented by: Prof. John Barkai William S. Richardson School of Law University of Hawaii

153 Tongue Fu

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