Divergent Ideation Workshop January 25, 2013

Mike Mullen & Carrie Zelna welcome

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

Rob Brodnick & Carrie Zelna the Planning process

Why Planning Now?

Four Stages of the Planning Process design divergent thinking convergent planning alignment diverge create choices converge make choices

Planning from the Future Backwards

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

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.

Planning Timeline Jan Futuring Template Distributed/Returned Jan 18 Futuring 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

Strategies, Deliberate and Emergent

Focus

Rob Brodnick ideation

Shaping and Driving Forces Two questions were asked: What forces are shaping the student experience or higher education today? 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

Environmental Scanning Summary POLITICAL ECONOMIC SOCIAL TECHNICAL ENVIRONMENTAL P.E.S.T.E. Framework (or STEEP) Political Economic Social Technical Environmental Common way to frame future, shaping, and driving forces.

Environmental Scanning Summary POLITICAL ECONOMIC SOCIAL TECHNICAL ENVIRONMENTAL NATIONAL/GLOBAL STATE/ REGIONAL LOCAL/ CAMPUS

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

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)

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

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

Rob Brodnick ideation exercise one

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

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.

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

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

Building a Scenario Grid Shaping/Driving Force One: Adult Learners Shaping/Driving Force Two: Job Market Changes Proportion of Undergraduate Adult Learners Dramatically Increases Scenario A Scenario B Job Market Erodes Job Market Recovers Scenario C Scenario D Undergraduates Remain Mostly 18-23 Years Old

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.

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.

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: develop, design, and implement programs that expand service coverage in evenings and weekends shift learning modes to more active learning reframe career development for midcareer learners

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

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

Rob Brodnick & Carrie Zelna building on ideas

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

Rob Brodnick ideation exercise two

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.

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: chose 2-3 opportunities complete the “big idea” template for each one complete at least 2 templates be prepared to post and present your “big ideas” you will have 45 minutes to complete the task

Basic Requirements for Big Ideas recognizes the changing environment division-wide compelling creates value serves as a focal point of effort Rob Brodnick

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

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!