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Connecting the dots
Monday, 08 June 2009
Do you need to engage staff and/or stakeholders in planning and management?
If so, a framework that holds your organisation, your people and their performance all together could make it much easier for them to contribute effectively. It would do this in two ways:
Firstly, the output of one stage becomes the input for the next stage. Nothing startling there – it’s standard procedure. Secondly, you can run sessions using participatory processes that have been purpose designed using the same underlying structure.
That is, you can use the same flow: from context, to gathering data, to organising it, to making meaning from it and finally to making decisions. This gives a consistent and coherent approach all the way through your planning and implementation cycle.
If so, a framework that holds your organisation, your people and their performance all together could make it much easier for them to contribute effectively. It would do this in two ways:
Firstly, the output of one stage becomes the input for the next stage. Nothing startling there – it’s standard procedure. Secondly, you can run sessions using participatory processes that have been purpose designed using the same underlying structure.
That is, you can use the same flow: from context, to gathering data, to organising it, to making meaning from it and finally to making decisions. This gives a consistent and coherent approach all the way through your planning and implementation cycle.
In organisational planning, two aspects you'd be working on are commitment and alignment.
By commitment I mean an agreement to support the outcomes after the planning is done. By alignment, I mean a shared story about the plan, made specific for each area and level.
Current best-practices for this focus on:
Then there's people and performance management. For fans of managing with numbers, those numbers are set back in the planning process. For fans of managing by touch, it's about ensuring there are enough opportunities to get the pulse. So, basically we have two aspects:
In summary
This first article has presented a framework that ties organisational planning, people and performance into a complete whole.
If you found this article helpful, please pass the word to someone who may be interested.
Go well!
David Jago
By commitment I mean an agreement to support the outcomes after the planning is done. By alignment, I mean a shared story about the plan, made specific for each area and level.
Current best-practices for this focus on:
- Enabling individuals and groups to explore the real issues which confront them.
- Tapping the breadth of their ideas and the depth of their understanding.
- Building an awareness of their shared organisational aspirations, connections and contradictions.
Then there's people and performance management. For fans of managing with numbers, those numbers are set back in the planning process. For fans of managing by touch, it's about ensuring there are enough opportunities to get the pulse. So, basically we have two aspects:
- Targets/measures that support the objectives and strategies.
- Pro-actively doing 'stuff' that ensures these are met. These could include appropriate report & review processes and actions to support tracking to successful outcomes, such as to plan, or to target.
In summary
This first article has presented a framework that ties organisational planning, people and performance into a complete whole.
- Where did any of this connect or disconnect for you?
- What did you find most useful?
If you found this article helpful, please pass the word to someone who may be interested.
Go well!
David Jago