1. BCCB S TRATEGIC P LANNING M EETING Facilators: Kathleen Haas, Columbia County UW-Extension & Mindy Habecker, Dane County UW-Extension

2. W HAT IS A PPRECIATIVE I NQUIRE ? “The traditional approach to change is to look for the problem, do a diagnosis, and find a solution. The primary focus is on what is wrong or broken; since we look for problems, we find them. By paying attention to problems, we emphasize and amplify them. …Appreciative Inquiry suggests that we look for what works in an organization. The tangible result of the inquiry process is a series of statements that describe where the organization wants to be, based on the high moments of where they have been. Because the statements are grounded in real experience and history, people know how to repeat their success.” -- Hammond, Sue. The Thin Book of Appreciative Inquiry. Thin Book Publishing Company, 1998, pages 6-7.

3. A PPRECIATIVE I NQUIRY

5. I NTERVIEW G UIDELINES Focus solely on the speaker ’ s experience and feelings, and the details of the story. Actively listen to the speaker; probe for more information Allow for silence if the speaker needs to gather his or her thoughts Hold your reactions and feelings until it is time for your to tell your own story.

6. I NTERVIEW Q UESTIONS FOR P AIRS Please tell me about your attraction to being part of this project and what will you contribute? In your opinion, what are the project’s strategic advantages and opportunities? Share two of your “hopes” for this BCCB Strategic Planning meeting.

7. S ELF M ANAGEMENT AND G ROUP L EADERSHIP R OLES DISCUSSION LEADER – Assures that each person who wants to speak is heard within the time available. Keeps group on track to finish on time. TIMEKEEPER – Keeps group aware of time left. Monitors report-outs and signals time remaining to person talking. RECORDER – Writes groups output on flip charts, using speaker ’ s words. Asks person to restate long ideas briefly. REPORTER – Delivers report to large group in time allotted.

9. DEFINING VISION Realistic: A vision must be based in reality to be meaningful for an organization. Credible: A vision must be believable to be relevant to members of the organization. Attractive: If a vision is going to inspire and motivate people Future: A vision is not where you are now, it's where you want to be in the future. Source: Burt Nanus, http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr- dm/pt4ch18.htmlhttp://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr- dm/pt4ch18.html

10. A VISION … Attracts commitment and energizes people. Creates meaning in people’s lives. Establishes a standard of excellence Bridges the present and the future.

11. T OP F IVE T HINGS TO K EEP IN M IND W HEN W RITING Y OUR V ISION S TATEMENT 1. Describe outcomes that are five to ten years out. 2. Dream big and focus on success. 3. Write your vision statement in the present tense. 4. Infuse your vision statement with passion. 5. Paint a graphic mental picture of the organization you want.

12. T ABLE S TATEWIDE V ISION Describe a time when you felt most involved in the big picture of an organization or collaborative project. Tell me about the situation. How did you know you were involved in the big picture? What about the situation brought out the best in you? Reflecting back on the situation you just described, what did you learn about how to create shared vision within a team and/or whole organization?

13. E XAMPLES OF VISION STATEMENTS : Microsoft's: "There will be a personal computer on every desk running Microsoft software." Amazon’s: “ Our vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online.” Within the next five years, Metromanage.com will become a leading provider of management software to North American small businesses by providing customizable, user-friendly software scaled to small business needs.

14. T ABLE S TATEWIDE V ISION Given what you have learned about creating a shared vision, what would you identify as the key components of a statewide vision for the BCCB effort?

16. R EFLECTIONS & V ALUATION How have today’s conversation helped you newly consider your specific BCCB project and your role in it? What are some necessary or useful resources for you to get started locally? What are your unanswered questions that you wish to have addressed?

17. T AKING IT B ACK TO YOUR C OMMUNITY : I TEMS TO C ONSIDER Who are the stakeholders to be involved? Will you formulate a community vision for the BCCB effort? If so, what are you ideas on how to do this? What process might you use? What are some resources for you to get started locally? What are your personal commitment to making your local project happen? In next 3 days? In next 2 weeks? In next 2 months?

18. AI R ESOURCES Appreciative Inquiry Commons http://appreciativeinquiry.cwru.edu/default.cfm Best AI Web sites http://appreciativeinquiry.cwru.edu/community/lin k.cfm AI Bibliography http://appreciativeinquiry.cwru.edu/practice/bibAiArticle s.cfm The Appreciative Inquiry Summit ; Ludema, Whitney, Mohr & Griffin; 2003 The Thin Book of AI, Sue Hammond, Thin Book Publishing.