Discussion of Mega Issues - National Council

Discussion of Mega Issues - National Council

Discussion of Mega Issues 2015 Tecker International, LLC www.tecker.com 1 Mega Issues [email protected] by Tecker International, LLC - All Rights Reserved These materials were specially prepared for instructional use by Tecker International, LLC. No portion of these materials, in whole or in part, may be used in any fashion, or reproduced by any means, without the written permission of Tecker International, LLC. For more information and valuable links to other sources of information and insight, please visit www.tecker.com Tecker International, LLC 301 Oxford Valley Road, Suite 1504 B, Yardley, PA 19064

Telephone: 215-493-8120 Fax: 215-493-8125 Email: [email protected] 2015 Tecker International, LLC www.tecker.com 2 The Strategic Board Agenda Discussion of Mega Issue(s) Review and Adjustment of Strategy Policy: Public & Operational Routine Board Business 2014 Tecker International, LLC www.tecker.com 2015 Tecker International, LLC www.tecker.com

3 Mega Issues Strategic Thinking about the Relevant Future Mega issues are overriding issues of strategic importance that cut across multiple goal or outcome areas. They address key strategic questions that the organization and/or the profession must answer, illuminating choices the organization could make, and the challenges that need to be overcome in moving towards its envisioned future. Mega issues articulate questions that will need to be asked and answered by the organization in the next five years. 2015 Tecker International, LLC www.tecker.com

4 Mega Issue Process 1. Identify issue and form into question that cannot be answered with yes or no. 2. Create a background paper informing the issue with the four knowledge-based questions (see Slide #4). 3. Discuss background paper 4. Identify possible choices on how organization could respond. 5. Examine the advantages and disadvantages of choices. 6. Identify appropriate response. 7. Take action, possibly crafting a motion and voting. 2015 Tecker International, LLC www.tecker.com 5

A Framework for Discussing the Mega Issue I. Dialogue to inform the issue II. Dialogue to identify and evaluate strategic choices III. Deliberation to determine consensus and reach a decision IV. Craft a motion, deliberate, and vote 2014 Tecker International, LLC www.tecker.com 2015 Tecker International, LLC www.tecker.com 6 Four Knowledge Bases 1. What do we know about our stakeholders needs, wants, and preferences that are relevant to this decision?*

2. What do we know about the current realities and evolving dynamics of our environment that is relevant to this decision?* 3. What do we know about the capacity and strategic position of our organization that is relevant to this decision? * 4. What are the ethical implications? *What do we wish we knew, but dont? 2015 Tecker International, LLC www.tecker.com 7 The mega-issue question_______________________ What do we know about needs, wants and preferences?

What do we know about current realities and evolving dynamics? What do we know about capacity and strategic position? 2014 Tecker International, LLC www.tecker.com 2015 Tecker International, LLC www.tecker.com What do we know about ethical implications? 8

Four Knowledge Bases 1. What do we know about our stakeholders needs, wants, and preferences that are relevant to this decision?* 2. What do we know about the current realities and evolving dynamics of our environment that is relevant to this decision?* 3. What do we know about the capacity and strategic position of our organization that is relevant to this decision? * 4. What are the ethical implications? *What do we wish we knew, but dont? 2015 Tecker International, LLC www.tecker.com 9 Question 2: Current Realities and Evolving Dynamics

Current Conditions Whats going on now? Trends A change in progress and the direction of the change Assumptions About the Future Something that could happen in the foreseeable future that would make a big difference

2015 Tecker International, LLC www.tecker.com 10 Four Knowledge Bases 1. What do we know about our stakeholders needs, wants, and preferences that are relevant to this decision?* 2. What do we know about the current realities and evolving dynamics of our environment that is relevant to this decision?* 3. What do we know about the capacity and strategic position of our organization that is relevant to this decision?* 4. What are the ethical implications? *What do we wish we knew, but dont?

2015 Tecker International, LLC www.tecker.com 11 Capacity and Strategic Position STRATEGIC POSITION: factors in the external environment including competitors and dynamics the organizations cannot control CAPACITY: tangible and intangible assets of the organization 2015 Tecker International, LLC www.tecker.com 12 Four Knowledge Bases

1. What do we know about our stakeholders needs, wants, and preferences that are relevant to this decision?* 2. What do we know about the current realities and evolving dynamics of our environment that is relevant to this decision?* 3. What do we know about the capacity and strategic position of our organization that is relevant to this decision? * 4. What are the ethical implications? *What do we wish we knew, but dont? 2015 Tecker International, LLC www.tecker.com 13 Choice Choice: A discrete, but not necessarily

mutually exclusive, alternative 1. Do nothing 2. Do something What are the possible somethings? 2015 Tecker International, LLC www.tecker.com 14 Our Choices Choice: a discrete, but not necessarily exclusive, alternative Alternative: ________________ Advantages Disadvantages

Alternative: Alternative: ________________ ________________ Advantages Disadvantage s Advantages Disadvantages 2014 Tecker International, LLC www.tecker.com 2015 Tecker International, LLC www.tecker.com Alternative:

________________ Advantages Disadvantages 15 Determining Areas of Consensus Are there any choices we want to eliminate? Are there any choices that can be combined with others? What choices are we prepared to commit to now? Are there choices we are still interested in but need more information about before deciding? 2015 Tecker International, LLC www.tecker.com

16 Craft a Motion Background (Whereas) Background Information (Preamble clauses): The section uses the "Whereas" section heading. Whereas clauses are statements of facts to support the resolution. It is due to these facts that the actions in the second section (Operative Clauses) will be taken. The statements should be concise and highly relevant and are drawn from the group discussion on the topic. While this section may have multiple clauses or paragraphs, the number should be limited. Each clause ends with an "and" after a semi-colon. The last clause ends with a comma. Action (Be it Resolved)

Operative Clauses (Action): The section uses the Be it Resolved section heading. Be it resolved clauses state the proposed action or policy change. Resolved clauses should be only one sentence in length and must make sense when read alone, as they are usually the only part of the resolution that will be debated. The section may have multiple operative clauses that end with a period. Guiding Principles (Key Considerations) Guiding Principles (Key Considerations): The section begins with the following heading: The following guiding principles govern these actions:. The Guiding Principles section describes the groups philosophy and sets some general rules for the decisions of that group. The guiding principles are the boundaries within which sound business decisions can be made. 2015 Tecker International, LLC www.tecker.com

17 Deliberate on the Motion In parliamentary procedure, adjourn the committee of the whole and return to board process. Return to normal deliberative process. 2015 Tecker International, LLC www.tecker.com 18 A Practical Change Strategy Step 1: Orientation to the

approach Step 2: Examine one or two issues using this approach Step 3: Alter the board meeting agenda and process Step 4: Refine and adjust the process over time How can you initiate a transition? 2015 Tecker International, LLC www.tecker.com 19

Recently Viewed Presentations

  • Geometry - Wasatch

    Geometry - Wasatch

    Geometry Point Line Line segment Ray Plane Parallel lines Intersecting lines Angles Basic Geometric Ideas Point An exact location in space Line An endless collection of points along a straight path Line segment Part of a line that has two...
  • Using Information For Community Change

    Using Information For Community Change

    Thanks to Samantha Teixeira & Dr. John Wallace, Jr. and Bob Gradeck for slides and story. Story from our Pittsburgh partner - most of the work was in 2010 - give credit to PNCIS and individuals. Dr. Wallace led the...
  • L'alimentation - Institut national de santé publique du ...

    L'alimentation - Institut national de santé publique du ...

    La caféine La caféine peut avoir un effet sur la tension artérielle On suggère une consommation modérée (0 à 4 tasses par jour) On en retrouve dans le café, le chocolat les liqueurs brunes (cola), les boissons énergisantes ainsi que...
  • C15.0021 Money, Banking, and Financial Markets

    C15.0021 Money, Banking, and Financial Markets

    KMV corporation (www.kmv.com) has developed a model called Expected Default risk Frequency EDF used now by largest US banks. The following is a graph that depicts the superior accuracy of KMV-EDF over agency ratings in capturing expected default probabilities.
  • The Further Mathematics Support Programme Our aim is

    The Further Mathematics Support Programme Our aim is

    To play this game: Use the table on p3 of the workbook. Before you start to play you will be told whether you are a hawk or a dove. Walk around, when you meet someone, they will either be a...
  • The Need for Change in Organizations - New Jersey Institute ...

    The Need for Change in Organizations - New Jersey Institute ...

    The Need for Change in Organizations Change as a survival tactic -- if the organization does not keep pace the changing technology, consumer demands, and effective business processes, they will lose their competitive edge. The Learning Organization Organizations that acquiring...
  • Chapter 1 The Study of American Government

    Chapter 1 The Study of American Government

    Three powerful Speakers of the House: Thomas B. Reed (1889-1891, 1895-1899) (left), Joseph G. Cannon (1903-1911) (center), and Sam Rayburn (1941-1947, 1949-1953, 1955-1961) (right). Reed put an end to a filibuster in the House by refusing to allow dilatory motions...
  • Peak Oil to Shale Gas Rotary Crans-Montana 16/12/2013

    Peak Oil to Shale Gas Rotary Crans-Montana 16/12/2013

    Talk about agenda wo showing slide. 9 y ago peak today shale. Peak to Shale Energies Fossiles. Convergence des energies fossiles. Importance . vitale. Origines. Hydrocarbures non conventionels: -Impact economique-Impact ecologique. Previsions . officielles,