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A hyper-democratic process for harnessing the collective wisdom of the people Slide 2 The science of dialogue is truly a science that enables people from all walks of life to become "systems thinkers." This is the sole rationale for its invention and evolution. -Aleco Christakis Slide 3 1. A diversity of points of view is essential when engaging stakeholders in a dialogue for defining and resolving a complex issue. 2. Dialogue must be structured so that participants are not overloaded with too much information at once. 3. Participants will understand the relative importance of their ideas only when they compare them with others in the group. 4. Participants become wiser about the meaning of their own ideas when they begin to understand how different peoples ideas relate. 5.Every person matters, so it is necessary to protect the autonomy and authenticity of every persons observations. 6. The whole group learns and evolves as each participant sees how their ideas influence those of others. Six Principles of SDD Slide 4 When engaged in dialogue we often think we have good (even great) ideas We hear someone elses idea and decide its better Slide 5 SDD promotes deeper learning & ultimately better solutions In the process of getting the best ideas we learn humility Slide 6 Requirement Statements Before Classification Complex Situation ANTICIPATION Classification Of Requirement Statements Enhancement Pattern APPLICATION STAGES OF THE CO-LABORATORY DIALOGUE Anticipating the System of Requirements of Harbor Springs Public Schools to ensure successful outcomes for ALL students Slide 7 Requirement Statements Before Classification Complex Situation ANTICIPATION Classification Of Requirement Statements Enhancement Pattern Wicked Problem APPLICATION STAGES OF THE CO-LABORATORY DIALOGUE Anticipating the System of Requirements of Harbor Springs Public Schools to ensure successful outcomes for ALL students Slide 8 Requirement Statements Before Classification Complex Situation ANTICIPATION Classification Of Requirement Statements Enhancement Pattern Many ideas generated in reaction to the triggering question APPLICATION STAGES OF THE CO-LABORATORY DIALOGUE Anticipating the System of Requirements of Harbor Springs Public Schools to ensure successful outcomes for ALL students Slide 9 Requirement Statements Before Classification Complex Situation ANTICIPATION Classification Of Requirement Statements Enhancement Pattern Organized according to similarities APPLICATION STAGES OF THE CO-LABORATORY DIALOGUE Anticipating the System of Requirements of Harbor Springs Public Schools to ensure successful outcomes for ALL students Slide 10 Requirement Statements Before Classification Complex Situation ANTICIPATION Classification Of Requirement Statements Enhancement Pattern Influence relationships determine likely leverage points APPLICATION STAGES OF THE CO-LABORATORY DIALOGUE Anticipating the System of Requirements of Harbor Springs Public Schools to ensure successful outcomes for ALL students Slide 11 Getting Started Slide 12 Discovery Phase Slide 13 1 Wicked Problem Acknowledgement of a wicked problem. A wicked problem is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize. 2 Core Planning Team Establish a Core Planning Team (CPT) of 3-5 individuals. The CPT should be comprised of diverse perspectives. This team will assist with planning the Co-Lab, including decisions around archetype, triggering questions, stakeholders, and action plans. This team is essentially responsible for managing the discovery phase of the SDD application. Slide 14 Discovery Phase 3 Archetype Determine the specific archetype that will be the most appropriate to address the situation. Consideration should not be based on time but rather the nature of the wicked problem and the desired outcomes of the Co-Lab (see Appendix A). 4 Triggering Question A triggering question (TQ) is used for each Co-Lab and serves to focus the discussion on the desired outcomes of the Co-Lab. Every word counts in the TQ and the nuances of individual words should not be overlooked. It often takes several revisions before the CPT finalizes a TQ, which may yet be amended after being introduced to participants the day of the Co-Lab. Slide 15 Discovery Phase 5 Establish Dates Schedule the Co-Lab(s) ASAP. Consider the following: The time commitment for participation is significant and participants may have prior commitments. Venue Finding an appropriate location (see Appendix B for room requirements) may take longer than anticipated. Lodging it is advantageous to reserve a block of rooms for participants, ideally at a comfortable relaxing location. Supports Arranging for audio, transcription services, etc. may take time and require contracts to be established. Slide 16 Discovery Phase 6 Stakeholder Recruitment Stakeholder Recruitment is crucial to the success of a Co-Lab. It is critical to include the requisite variety of diverse perspectives. Failure at this stage is likely to result in under-conceptualizing the problem and/or solution. Focus should initially be on the perspectives vs. individuals (See Appendix C for stakeholder recruitment considerations). Slide 17 Design Phase Slide 18 Transformational Stages: Day 1: VISUALIZING THE IDEAL Day 2: IDENTIFICATION OF BARRIERS Day 3: IDENTIFICATION OF ACTIONS TO OVERCOME BARRIERS AND APPROXIMATE THE IDEAL Each day is comprised of the components represented in the subsequent slides Archetype: Futures Creative Slide 19 Must remain neutral Protect the autonomy and authenticity of participants Ensures everyone is an equal at the table (controlling inequitable power relations) Sets the tone Lays down the ground rules Roles: Lead Facilitator Slide 20 Capture ideas as they are formulated Capture the dialogue as ideas are clarified (via remote transcription) Post & distribute Co-Lab artifacts Data entry Roles: Recorder Slide 21 Lessens the cognitive demands Generates better designs Increases the speed of the design process Maintains participant-driven vs. expert- driven deliberations Tracks logic expressed in participant pair- wise decisions Generates visual displays of the outputs generated by participants Roles: Software Slide 22 Stakeholders/participants generate, clarify, and construct relational maps that represent their collective wisdom (they are considered to be the content experts) Artifacts are produced, posted, and shared with stakeholders throughout Content Production Slide 23 Stakeholders Stakeholders are free to give total attention to the content Context is already fixed Process is being managed by the facilitation team Ideas are generated in response to the triggering question without fear of censure or criticism Their autonomy is respected and protected Ultimately they have complete control over the content Slide 24 Step 1: Idea Generation Concise bumper sticker statements that capture the essence Participants silently and independently generate ideas in response to the triggering question. Focus on identifying requirements characterizing the situation - Save details and elaboration until later Include only ONE idea in a single statement (Break complicated inequities into additional statements) Slide 25 Step 2: Clarification of Ideas You understand it when you can explain it. At this stage, the authenticity of the author is protected. Participants must understand the authors idea they do not necessarily need to agree with it. Slide 26 Step 3: Amendment & Naming of Clusters IDEA 54 IDEA 65 CATEGORY A (label) CATEGORY B (label) CATEGORY C (label) IDEA 66 IDEA 2 IDEA 25 IDEA 12 IDEA 32 IDEA 36 Slide 27 Step 4: Voting on Relative Importance In the context of THE TRIGGERING QUESTION, what do you believe to be the top five most important priorities? Slide 28 Erroneous Priorities Effect Issues with highest awareness or popularity among participants may not be those with the most influence on other inequities, often leading to erroneous priorities Effective priorities emerge ONLY after evolutionary, democratic, and authentic inquiry of the interdependencies among the ideas the next stage, influence mapping, minimizes the risk of erroneous priorities Slide 29 Erroneous Priorities Effect Slide 30 Suppose Harbor Springs School District is able to make progress in meeting: (Requirement - X) will this help SIGNIFICANTLY in meeting: (Requirement - Y) in the context of successful outcomes of the triggering question? Generic Question: Step 5: Influence Mapping Slide 31 LEVEL I LEVEL II LEVEL III LEVEL IV IDEA 63IDEA 3 IDEA 9IDEA 22IDEA 13 IDEA 8IDEA 33 IDEA 57 IDEA 11 IDEA 2 INFLUENCE MAP (ROOT CAUSES # 63, & 3) Slide 32 Ideas at the deeper levels of the map are the leverage points. Arrows leading up to other ideas signify influence and addressing these ideas are likely to have bigger impact on achieving the goal identified in the triggering question. Slide 33 Stakeholders interactively design a Collaborative Action Plan (co-owned by them) through participation in the Structured Dialogue The outputs are interpreted, analyzed, and evaluated in response to agreed-upon criteria Step 6: Collaborative Action Plan Slide 34 Conclusions/Advantages Slide 35 Honors diversity of perspectives while protecting the authenticity and autonomy of all stakeholders Conclusions/Advantages of Structured Dialogue Slide 36 Establishes shared ownership of the wicked problem and enhances commitment to the collective action for implementation Honors diversity of perspectives while protecting the authenticity and autonomy of all stakeholders Conclusions/Advantages of Structured Dialogue Slide 37 Avoids cognitive overload Establishes shared ownership of the wicked problem and enhances commitment to the collective action for implementation Honors diversity of perspectives while protecting the authenticity and autonomy of all stakeholders Conclusions/Advantages of Structured Dialogue Slide 38 Minimizes the phenomenon of Erroneous Priorities through influence mapping & identification of leverage points Avoids cognitive overload Establishes shared ownership of the wicked problem and enhances commitment to the collective action for implementation Honors diversity of perspectives while protecting the authenticity and autonomy of all stakeholders Conclusions/Advantages of Structured Dialogue Slide 39 Appendices Slide 40 Appendix A: Slide 41 Appendix B: Slide 42 Appendix C: Stakeholder Recruitment Slide 43 Thank you.