Strengths-Based SOAR Framework
Strengths-Based Strategic Thinking: SOAR Don’t SWOT
2017 NIGP Forum – Salt Lake City Wednesday, August 30 9:45 am – 10:45 am
Designed by:
Jill McCrory, Leadership Outfitters LLC Los Angeles/Eugene/Washington DC/Boston/Hartford www.leadershipoutfitters.com
Strategic Thinking Process Vision/Mission/Values Change Catalysts Strengths, Opportunities, Aspirations, Results (SOAR) Key Issue Key Issue Key Issue Key Issue Goals/Objectives
Specific—Measurable—Attainable—Relevant—Time Bound Actions/Strategies
Should include words like “develop” “create” “organize” Work/Operational Plan What
When
Who How Much Monitor/Evaluate
(c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
2
Strategy: From Problem Solving to Strengths-Based Thinking Organizational Development
Positive Psychology
Appreciative Inquiry (AI)
(c) 2017 Leadership Outfitters, LLC
Action Research Problem Solving
Positivity
4 D’s Model Four I Model
Strategic Planning SWOT Analysis P.O.B. P.O.S. Organizational Effectiveness
SOAR Framework
SOAR Framework www.leadershipoutfitters.com
6
Organizational Development to SWOT Analysis Organizational Development • Emerged 1950’s – 1960’s • Definitions – Approach to improving problem solving through collaborative practice – Planned process of change – An effort to increase effectiveness – A long-range effort to improve problem solving capabilities • Bottom Line: All Focused on Problem Solving Action Research • Emerged mid 1940’s. Term coined by MIT professor/social psychologist Kurt Lewin. • Definitions – A process of progressive problem solving – Based on participants in the process examining their present situation and deciding what required change or action • This was problem-solving issue which would be addressed by David Cooperrider’s work in Appreciative Inquiry Strategic Planning • Emerged as a need after World War II • History of several schools of thought in strategic planning including the “design school” – came out of U. of California Berkeley and M.I. T. in 1957. • Introduction of SWOT Analysis – Problem solving focus continues SWOT Analysis • Strengths, Weaknesses, Opportunities & Threats • Widely accepted and used by Trade Associations and Professional Societies – Recommended as primary strategic planning technique in association management articles, journals, and texts. Toward A More Positive – Continued to be recommended for 55 years. Way
(c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
7
Strength-Focus & Positivity in Organizations Positive Psychology • Focus away from negatives and toward strengths • Positivity becomes a focus Concept of negativity causing negative emotions explored and results in • Frederickson’s (2003) definition of “negative spiral” and “positive spiral” explaining process and affect of negative and positive thinking.
Positivity in Organizations • Focus on what is positive, flourishing, and life-giving to organizations. • Several movements emerged: POB: Positive Organizational Behavior; POS: Positive Organizational Scholarship; and Organizational Effectiveness • Provided the positive focus in organizations that David Cooperrider’s AI approach would emphasize and build upon. What About Change?
(c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
8
The SOAR Framework •
SOAR is introduced in 2003 in Heart of Appreciative Strategy (Stavros & Sutherland) as a new framework for strategic planning.
•
SOAR builds on the strengths of the organization and provides the framework for avoiding the downward spiral of negativity.
•
Although a positive approach which seems to shun negativity, does not completely avoid addressing challenges. Reframes the negative issues into opportunities to create a strengths-based approach to the process.
•
Aspirations and Results replace Weaknesses and Threats
SWOT
SOAR
Internal Appraisal
Strengths Where can we outperform others?
Weaknesses Where can others outperform us?
External Appraisal
Opportunities How can we exploit the market?
Threats What or who could take our market?
Strategic Inquiry
Strengths Our greatest assets
Opportunities Best possible market opportunities
Appreciative Intent
Aspirations Our preferred future
Results Measureable results
(c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
6
How does “Problem Solving” Differ from “Inquiry”? Problem Solving (SWOT)
Appreciative Inquiry (SOAR)
Strengths; Opportunities; Aspirations; Results
Strengths; Weaknesses; Opportunities; Threats
• • • • • •
Focus: Past & Present Identifies Problem & “Felt Need” Analysis of Causes Analysis of Possible Solutions Action Planning Organization is a Problem to Be Solved
• • • • • •
Focus: Present & Future Identifies Aspirations Envisioning “What Might Be” Dialogue “What Should Be” Innovating “What Will Be” Organization is a Mystery to Be Embraced
Overview of Appreciative Inquiry 1.
Invites us to consider the proposition that adopting an appreciative stance to organizational dynamics leads to more innovative and longlasting transformation.
2.
Narrative-based process of positive change.
3.
Cycle of activity that starts by engaging all members of an organization or community in a broad set of interviews and deep dialogue about strengths, resources, and capabilities.
4.
Moves people through a series of activities focused on envisioning bold possibilities dreams for the future.
Schein, E.H. (1999). Process consultation revisited, p. 56. (c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
Overview of Process Appreciative Inquiry 4-D Cycle Discovery What gives life? (The best of what is)
Appreciating Dream What might be?
Destiny How to empower, learn and adjust/improvise?
Sustaining
Affirmative Topic Choice
(What is the world calling for)
Envisioning R esults
Design What should be the ideal?
Co-Constructing
Cooperrider, D.L., & Whitney, D. (1999).
Appreciative inquiry. San
Francisco: Berrett-Koehler Communications, p.11. (c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
AI Process Summary The 4-D Cycle in Action Cycle
Focus
Participants
1. Discovery
Mobilize a systemwide inquiry into the positive change core
2. Dream
Envision the Share dreams collected during the interviews organization’s greatest potential for positive Create and present dramatic influence and impact in the enactments world
3. Design
Craft an organization in which the positive change core is boldly alive in all strategies, processes, systems, decisions, and collaborations
4. Destiny
Invite action inspired by the Publicly declare intended actions days of discovery, dream, and ask for support and design Self-selected groups plan next steps
Engage in appreciative interviews Reflect on interview highlights
Identify high-impact design elements and create an organization design Draft provocative propositions (design statements) incorporating the positive change core
Cooperrider, D.L., & Whitney, D. (1999). Appreciative inquiry. San Francisco: Berrett-Koehler Communications Fry, R., Barrett, F., Seiling, J., & Whitney, D. (2002). Appreciative inquiry and organizational transformation: Reports from the field. Westport: Quorum Books. Schein, E.H. (1999). Process consultation revisited: Building the helping relationship. MA: Addison-Wesley. Watkins, J.M., & Mohr, B.J. (2001). Appreciative Inquiry: Change at the speed of imagination. San Francisco: Jossey-Bass. Website: www.aicommons.org (recommended by the Taos Institute) (c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
Recognizing Approaching Change
“Train W histles Com ing Dow n the Track ”
W hat Are You Hearing in the Distance? W hat Can You See? W hat is Glaringly Close? Culture/ Social
Technology/ Virtual
(c) 2017 Leadership Outfitters, LLC
Econom y/ Financial
R egulations/ Legislation
SOAR Framework www.leadershipoutfitters.com
10
Strengths-Based SOAR Framework • Strengths – What you do well? What are you excellent at?
• Opportunities – What are the opportunities that may or may not be within the your control? Meaning – don’t limit yourself.
• Aspirations – What do you aspire to become or do?
• Results – What measurable results do you seek to achieve? What are the outcomes to be measured from the aspirations?
(c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
11
The 5 Lenses of Change When Must It Change? • Need to know timeframe, how to prepare, how long to implement
Why Is It Changing?
What Specifically Is Changing?
• Need to see the big picture • Need high level, conceptual info.
• Need to know or understand the facts and bottom line
How Is It Changing?
Who Changed It? Who Is Involved?
• Need to know the details, lots of details.
• Need to know who decided and who has been told.
Salerno, Ann & Brock, Lillie. The Change Cycle (San Francisco: BK Publishers, 2008) (c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
12
Our Core Strengths • • • • • • • •
Strategic Thinking/Planning Leadership Development Staff Retreats Communication Skills Facilitation Training Convention Breakouts Conference Keynotes Customized Seminars
Your Facilitator Jill McCrory, Ringleader, brings a background of interactive training, teambuilding, and leadership training to the Leadership Outfitters team. Formerly Senior Director of Training at the National Association of Home Builders (NAHB), she worked with national association leaders and their Citys on leadership development, volunteer management, membership, and presentation skills. At Leadership Outfitters she is known for her creative approach to teambuilding and a philosophy of “leadership at all levels”. A native Washingtonian, she has a Masters of Divinity (MDiv) from the John Leland Seminary and sits on several non-profit boards. Jill is pastor of Twinbrook Baptist Church in Rockville, MD. She is a Doctoral Candidate in the Lewis Center for Church Leadership at Wesley Theological Seminary. Her doctoral work focuses on creating services for marginalized communities. Jill is a co-founder of Leadership Outfitters.
Washington, DC Office Voice: (301) 404-5323 Fax: (310) 260-2905 Email: [email protected]
Los Angeles Office Voice: (310) 428-6795 Fax: (310) 260-2905 Email: [email protected]
Boston Office Voice: (508) 237-9395 Fax: (310) 260-2905 Email: [email protected]
Hartford Office Voice: (860) 986-9616 Fax: (860) 633-2927 Email: [email protected]
(c) 2017 Leadership Outfitters, LLC
Leadership Academy
www.leadershipoutfitters.com 13
2017 NIGP Forum – Salt Lake City Wednesday, August 30 9:45 am – 10:45 am
Designed by:
Jill McCrory, Leadership Outfitters LLC Los Angeles/Eugene/Washington DC/Boston/Hartford www.leadershipoutfitters.com
Strategic Thinking Process Vision/Mission/Values Change Catalysts Strengths, Opportunities, Aspirations, Results (SOAR) Key Issue Key Issue Key Issue Key Issue Goals/Objectives
Specific—Measurable—Attainable—Relevant—Time Bound Actions/Strategies
Should include words like “develop” “create” “organize” Work/Operational Plan What
When
Who How Much Monitor/Evaluate
(c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
2
Strategy: From Problem Solving to Strengths-Based Thinking Organizational Development
Positive Psychology
Appreciative Inquiry (AI)
(c) 2017 Leadership Outfitters, LLC
Action Research Problem Solving
Positivity
4 D’s Model Four I Model
Strategic Planning SWOT Analysis P.O.B. P.O.S. Organizational Effectiveness
SOAR Framework
SOAR Framework www.leadershipoutfitters.com
6
Organizational Development to SWOT Analysis Organizational Development • Emerged 1950’s – 1960’s • Definitions – Approach to improving problem solving through collaborative practice – Planned process of change – An effort to increase effectiveness – A long-range effort to improve problem solving capabilities • Bottom Line: All Focused on Problem Solving Action Research • Emerged mid 1940’s. Term coined by MIT professor/social psychologist Kurt Lewin. • Definitions – A process of progressive problem solving – Based on participants in the process examining their present situation and deciding what required change or action • This was problem-solving issue which would be addressed by David Cooperrider’s work in Appreciative Inquiry Strategic Planning • Emerged as a need after World War II • History of several schools of thought in strategic planning including the “design school” – came out of U. of California Berkeley and M.I. T. in 1957. • Introduction of SWOT Analysis – Problem solving focus continues SWOT Analysis • Strengths, Weaknesses, Opportunities & Threats • Widely accepted and used by Trade Associations and Professional Societies – Recommended as primary strategic planning technique in association management articles, journals, and texts. Toward A More Positive – Continued to be recommended for 55 years. Way
(c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
7
Strength-Focus & Positivity in Organizations Positive Psychology • Focus away from negatives and toward strengths • Positivity becomes a focus Concept of negativity causing negative emotions explored and results in • Frederickson’s (2003) definition of “negative spiral” and “positive spiral” explaining process and affect of negative and positive thinking.
Positivity in Organizations • Focus on what is positive, flourishing, and life-giving to organizations. • Several movements emerged: POB: Positive Organizational Behavior; POS: Positive Organizational Scholarship; and Organizational Effectiveness • Provided the positive focus in organizations that David Cooperrider’s AI approach would emphasize and build upon. What About Change?
(c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
8
The SOAR Framework •
SOAR is introduced in 2003 in Heart of Appreciative Strategy (Stavros & Sutherland) as a new framework for strategic planning.
•
SOAR builds on the strengths of the organization and provides the framework for avoiding the downward spiral of negativity.
•
Although a positive approach which seems to shun negativity, does not completely avoid addressing challenges. Reframes the negative issues into opportunities to create a strengths-based approach to the process.
•
Aspirations and Results replace Weaknesses and Threats
SWOT
SOAR
Internal Appraisal
Strengths Where can we outperform others?
Weaknesses Where can others outperform us?
External Appraisal
Opportunities How can we exploit the market?
Threats What or who could take our market?
Strategic Inquiry
Strengths Our greatest assets
Opportunities Best possible market opportunities
Appreciative Intent
Aspirations Our preferred future
Results Measureable results
(c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
6
How does “Problem Solving” Differ from “Inquiry”? Problem Solving (SWOT)
Appreciative Inquiry (SOAR)
Strengths; Opportunities; Aspirations; Results
Strengths; Weaknesses; Opportunities; Threats
• • • • • •
Focus: Past & Present Identifies Problem & “Felt Need” Analysis of Causes Analysis of Possible Solutions Action Planning Organization is a Problem to Be Solved
• • • • • •
Focus: Present & Future Identifies Aspirations Envisioning “What Might Be” Dialogue “What Should Be” Innovating “What Will Be” Organization is a Mystery to Be Embraced
Overview of Appreciative Inquiry 1.
Invites us to consider the proposition that adopting an appreciative stance to organizational dynamics leads to more innovative and longlasting transformation.
2.
Narrative-based process of positive change.
3.
Cycle of activity that starts by engaging all members of an organization or community in a broad set of interviews and deep dialogue about strengths, resources, and capabilities.
4.
Moves people through a series of activities focused on envisioning bold possibilities dreams for the future.
Schein, E.H. (1999). Process consultation revisited, p. 56. (c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
Overview of Process Appreciative Inquiry 4-D Cycle Discovery What gives life? (The best of what is)
Appreciating Dream What might be?
Destiny How to empower, learn and adjust/improvise?
Sustaining
Affirmative Topic Choice
(What is the world calling for)
Envisioning R esults
Design What should be the ideal?
Co-Constructing
Cooperrider, D.L., & Whitney, D. (1999).
Appreciative inquiry. San
Francisco: Berrett-Koehler Communications, p.11. (c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
AI Process Summary The 4-D Cycle in Action Cycle
Focus
Participants
1. Discovery
Mobilize a systemwide inquiry into the positive change core
2. Dream
Envision the Share dreams collected during the interviews organization’s greatest potential for positive Create and present dramatic influence and impact in the enactments world
3. Design
Craft an organization in which the positive change core is boldly alive in all strategies, processes, systems, decisions, and collaborations
4. Destiny
Invite action inspired by the Publicly declare intended actions days of discovery, dream, and ask for support and design Self-selected groups plan next steps
Engage in appreciative interviews Reflect on interview highlights
Identify high-impact design elements and create an organization design Draft provocative propositions (design statements) incorporating the positive change core
Cooperrider, D.L., & Whitney, D. (1999). Appreciative inquiry. San Francisco: Berrett-Koehler Communications Fry, R., Barrett, F., Seiling, J., & Whitney, D. (2002). Appreciative inquiry and organizational transformation: Reports from the field. Westport: Quorum Books. Schein, E.H. (1999). Process consultation revisited: Building the helping relationship. MA: Addison-Wesley. Watkins, J.M., & Mohr, B.J. (2001). Appreciative Inquiry: Change at the speed of imagination. San Francisco: Jossey-Bass. Website: www.aicommons.org (recommended by the Taos Institute) (c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
Recognizing Approaching Change
“Train W histles Com ing Dow n the Track ”
W hat Are You Hearing in the Distance? W hat Can You See? W hat is Glaringly Close? Culture/ Social
Technology/ Virtual
(c) 2017 Leadership Outfitters, LLC
Econom y/ Financial
R egulations/ Legislation
SOAR Framework www.leadershipoutfitters.com
10
Strengths-Based SOAR Framework • Strengths – What you do well? What are you excellent at?
• Opportunities – What are the opportunities that may or may not be within the your control? Meaning – don’t limit yourself.
• Aspirations – What do you aspire to become or do?
• Results – What measurable results do you seek to achieve? What are the outcomes to be measured from the aspirations?
(c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
11
The 5 Lenses of Change When Must It Change? • Need to know timeframe, how to prepare, how long to implement
Why Is It Changing?
What Specifically Is Changing?
• Need to see the big picture • Need high level, conceptual info.
• Need to know or understand the facts and bottom line
How Is It Changing?
Who Changed It? Who Is Involved?
• Need to know the details, lots of details.
• Need to know who decided and who has been told.
Salerno, Ann & Brock, Lillie. The Change Cycle (San Francisco: BK Publishers, 2008) (c) 2017 Leadership Outfitters, LLC
SOAR Framework www.leadershipoutfitters.com
12
Our Core Strengths • • • • • • • •
Strategic Thinking/Planning Leadership Development Staff Retreats Communication Skills Facilitation Training Convention Breakouts Conference Keynotes Customized Seminars
Your Facilitator Jill McCrory, Ringleader, brings a background of interactive training, teambuilding, and leadership training to the Leadership Outfitters team. Formerly Senior Director of Training at the National Association of Home Builders (NAHB), she worked with national association leaders and their Citys on leadership development, volunteer management, membership, and presentation skills. At Leadership Outfitters she is known for her creative approach to teambuilding and a philosophy of “leadership at all levels”. A native Washingtonian, she has a Masters of Divinity (MDiv) from the John Leland Seminary and sits on several non-profit boards. Jill is pastor of Twinbrook Baptist Church in Rockville, MD. She is a Doctoral Candidate in the Lewis Center for Church Leadership at Wesley Theological Seminary. Her doctoral work focuses on creating services for marginalized communities. Jill is a co-founder of Leadership Outfitters.
Washington, DC Office Voice: (301) 404-5323 Fax: (310) 260-2905 Email: [email protected]
Los Angeles Office Voice: (310) 428-6795 Fax: (310) 260-2905 Email: [email protected]
Boston Office Voice: (508) 237-9395 Fax: (310) 260-2905 Email: [email protected]
Hartford Office Voice: (860) 986-9616 Fax: (860) 633-2927 Email: [email protected]
(c) 2017 Leadership Outfitters, LLC
Leadership Academy
www.leadershipoutfitters.com 13
