Future Search Network – Northern Ireland Learning Exchange, June 2005

Appendix : “The Wall”: Principles, Actions/Interventional/Behaviors, and Unresolved Issues

From the Day Two Reality Dialogue

Creating the framework/setting the stage	Category
Aspiration to be democratic	Principles
The expertise is in the room	Principles
Understand the degree of dependency in each system and what will work in each situation	Principles
Understand the follow-up dynamics and help design processes which will continually renew the energy and strengthen the ripples	Principles
Walk the line between selling the methodology and being objective about it’s application in a given situation	Principles
Whole system in the room	Principles
Whole systems thinking	Principles
Helping sponsors (and self!) to know when FS is appropriate	Principles
Build in follow-up: (1) “Hat system, jury group, monitoring group, champion group – makes recommendations relative to FS outcomes; (2) integrate form and function organizational system redesign; (3) town hall event – report back in large groups after 2 months	Actions/Interventions/Behaviors
Challenging /clarifying with client/planning group on stakeholder system – open systems	Actions/Interventions/Behaviors
Clarify expectations of different behaviors needed	Actions/Interventions/Behaviors
Clarify ground rules in working together	Actions/Interventions/Behaviors
Clarify role and expectations of the facilitator(s) in entire FS process	Actions/Interventions/Behaviors
Clarify tasks: ask questions: e.g., what are you going to do in the next 4 weeks?	Actions/Interventions/Behaviors
Clarity about boundaries of the system(s)	Actions/Interventions/Behaviors
Clarity about what we are contracting to do/purpose	Actions/Interventions/Behaviors
Clarity about where authority lies in the client system	Actions/Interventions/Behaviors
Clarity on process of engagement with client	Actions/Interventions/Behaviors
Build follow-up activities during planning process	Actions/Interventions/Behaviors
Continuity of involvement of facilitator in planning and “doing” the FS	Actions/Interventions/Behaviors
Describe your role and their role at the beginning	Actions/Interventions/Behaviors
Don’t over-explain the framework at the beginning	Actions/Interventions/Behaviors
Example: action plan includes next steps, owners, meeting schedule, progress reporting	Actions/Interventions/Behaviors
Example: conference followed by holidays did not allow immediate follow-up	Actions/Interventions/Behaviors
Example: schedule regular progress discussions with sponsors	Actions/Interventions/Behaviors
Example: use an FS “Ombudsman” to keep vision in front of organization	Actions/Interventions/Behaviors
Facilitator should contract in 3 parts: Planning, Facilitating, Follow-up	Actions/Interventions/Behaviors
Familiarity with the client culture/system	Actions/Interventions/Behaviors
FS readiness kit (see website?)	Actions/Interventions/Behaviors
Insist on right physical space	Actions/Interventions/Behaviors
Make sure next steps and people committed to them are clear before FS closes	Actions/Interventions/Behaviors
Orientation meeting	Actions/Interventions/Behaviors
Planning: use of time – for client to engage and take ownership	Actions/Interventions/Behaviors
Remind group of the guidelines	Actions/Interventions/Behaviors
When scheduling, allow time for all 3: planning, conference, follow-up	Actions/Interventions/Behaviors
Model the principle throughout planning, such as standing back. “Be” as you are in FS (action/intervention)	Actions/interventions/Behaviors

Enabling and empowering	Category
The continuous nurturing of leadership throughout the system that we are working with (principle)	Principles
Be supportive	Principles
All ideas are valid unless destructive behavior	Principles
Believe in the capability of the group	Principles
Catalyst	Principles
Client owns process	Principles
Constant change is a positive opportunity	Principles
Horizontal collaborative working	Principles
Keeping responsibility with client	Principles
Strengthen the ripples	Principles
Sustainable development	Principles
The key is helping to break the dependency culture (within the public sector) to engender taking responsibility for actions people can do things about	Principles
The people involved (stakeholders) are the best ones to create their own future.	Principles
To create conditions using Future Search principles where client can do the work	Principles
Together – collaboration – we can make a change	Principles
Trust process: resist temptation to “fix”	Principles
Encourage self-management: are you ready to move on?	Actions/Interventions/Behaviors
Model constructive intervention	Actions/Interventions/Behaviors

Exploration vs. resolution	Category
Explore the whole before acting on any part	Principles
Future focus and common ground	Principles

Holding the space	Category
Hold as our north start and southern cross what individuals and the system are ready, willing and able to do without permission or negotiation (principle)	Principles
Content/process “expert” resource in the planning – different to FS (3 days)	Principles
Safe Risks: Supporting people to be safe enough to take risks	Principles
Know when to walk away from a potential client	Principles
Guardian of the process – advise and influence during the planning (halo symbol)	Principles
Our vision is limitless (shooting star symbol)	Principles
Source of energy and optimism	Principles
If you have to save time in the FS agenda, DO NOT take it off action plans	Actions/Interventions/Behaviors
Observe/pay attention to energy levels	Actions/Interventions/Behaviors
Only intervene in groups if asked?	Actions/Interventions/Behaviors

Integrity	Category
Adhere to the integrity of the FS methodology (principle)	Principles
Be rigorous (principle)	Principles
Intention is to be authentic and consistent with FS; illustrate FS during planning (principle)	Principles
We act with integrity; we communicate with intention (principle)	Principles
Humility: allowing self-management is more important to you than your reputation as a facilitator; no solutions; open to the future	Principles
Sustaining trust and clarity between facilitators and clients	Principles

Listening	Category
Mirroring	Principles
Have a light touch (“Why do something when you can just sit there!” – Marv Weisbord?)	Actions/Interventions/Behaviors
Walk around and listen; intervene if necessary	Actions/Interventions/Behaviors

Openness	Category
Be honest about the resources needed to deliver the process (principle)	Principles
Be realistic (principle)	Principles
Admitting to mistakes	Principles
Admitting to success	Principles
Be able to articulate the benefit and strengths of using a new paradigm of decision-making – not just FS but the on-going engagement afterwards and the associated progress	Principles
Being honest about implications for sponsor, i.e., follow-up	Principles
Model open and trusting communication	Actions/Interventions/Behaviors
Model open honest communication	Actions/Interventions/Behaviors

Self-management	Category
People are responsible for their own outcomes – not the facilitator (principle)	Principles
Trust the process but tune in	Principles
Co-facilitators’ “code system”/phrases	Actions/Interventions/Behaviors
Don’t become a participant	Actions/Interventions/Behaviors
Don’t get trapped into solving problems/arguments	Actions/Interventions/Behaviors
In planning phase, model self-management	Actions/Interventions/Behaviors
Rigorous debriefs with loads of honesty	Actions/Interventions/Behaviors
Stay neutral, stay cool	Actions/Interventions/Behaviors
Stick to the principles	Actions/Interventions/Behaviors
Transparency in working with another FS facilitator	Actions/Interventions/Behaviors

Sharing knowledge	Category[1]
Coach and mentor the formal leadership within the system (Principle)	Principles
We openly share resources, ideas, techniques, experiences, etc. (principle)	Principles
Acting as internal consultants with each other on FS work	Principles
Continually learning	Principles
Shared learning – inquiry	Principles

Unresolved Issues
How big is the potato? (This was a running joke about types of potatoes, but included here for the sake of reminiscence.)	Unresolved Issues
Would be good to have a really good handle on the cost/benefit analysis of using this process over conventional processes that go beyond the anecdotal	Unresolved Issues

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[1] Note from the compiler: When I got home, I had a stack of strips of paper from “The Wall.” This document is my best effort to relate the strips to the categories, underlying principles, and illustrative actions, interventions and behaviors. Any mistakes in relating one to the other are completely my own, and any attempt to re-organize the document is completely welcome.