Incorporating Solution-Focused Techniques into the Government Strategic Planning Process
Presented at SOL2003
By James B. Mortensen February 14, 2003
(a) FINDINGS.—The Congress finds that— (1) waste and inefficiency in Federal programs undermine the confidence of the American people in the Government…
(Government Performance and Results Act of 1993, Sec. 2)
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Strategic Planning
Strategic planning is the process by which an organization examines its purpose and goals, visualizes its future, and outlines a course of action to reach that envisioned future.
- Donald, Lyons, & Tribbey (2001), p. 179.
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Problem Statement
In 1993, the US Congress passed and President Clinton signed the Government Performance and Results Act (aka GPRA). GPRA mandated that federal agencies submit five year strategic plans beginning no later than September 1997.
During the summer of 1997, a review by the General Accounting Office found deficiencies in 21 out of 27 plans.
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Problem Statement – cont.
Two of the key findings in the GAO review were:
A lack of linkages between agency missions and goals and the action plans for implementing those goals. The plans lacked detail regarding the linkages between strategic goals and daily activities.
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The SOL2003 Mission Statement (not really)
Generated by Dilbert‘s online Mission Statement Generator:
“It is our job to quickly promote high-quality solutions and efficiently simplify emerging intellectual capital while maintaining the highest standards.”
10 Feb. 2003
http://www.dilbert.com/comics/dilbert/games/career/bin/ms.cgi
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Rationale – The Parallels
Researchers have noted important steps to improving the strategic planning process:
Roberts (2000) identifies the need by federal strategic planners to acquire new language tools and skills. Mintzberg (1994) advocates for redefined approaches for planners, including: ―Pos[ing] the right questions rather than …find[ing] the right answers‖ (p. 112) Future-oriented thinking augmented - rather than dominated - by traditional program planning
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Rationale – The Parallels
Solution-focused therapy meets those requirements.
Berg & Miller (1992) describe solution-focused therapy as a process that turns visions into do-able steps. O‘Hanlon & Weiner-Davis (1989) portray solution-focused therapy as an approach that is both future-oriented and grounded in concrete, measurable steps.
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Framework - Federal Strategic Planning Model
GPRA mandates the following steps in federal strategic planning:
Develop Mission Plan
Mission Plan
Develop Goals & Objectives
1
2
3
4
5
Goal 1:
Goal 2: Obj. 1. A; Obj. 2. B
Goal 3: Obj. 1. A; Obj. 2. B
Goal 4: Obj. 1. A; Obj. 2. B
Goal 5: Obj. 1. A; Obj. 2. B
Identify Action Plans & Metrics
Obj. 1. A; Obj. 2. B
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Framework - Solution-Focused Therapy Model
Berg & Miller (1992) take the following approach to solution-focused therapy:
Developing a Cooperative Relationship with the Client
Developing a Future Orientation
Developing a Future Orientation
Making the Vision a Reality
Maintaining Progress
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Framework - Synthesis
This study suggested incorporating Berg & Miller‘s four phases into strategic planning methods.
Developing a Cooperative Relationship with the Client
Mission Plan
Developing a Future Orientation
1
2
3
4
5 Making the Vision a Reality
Goal 1: Obj. 1. A; Obj. 2. B
Goal 2: Obj. 1. A; Obj. 2. B
Goal 3: Obj. 1. A; Obj. 2. B
Goal 4: Obj. 1. A; Obj. 2. B
Goal 5: Obj. 1. A; Obj. 2. B
Maintaining Progress
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Research Questions
Will the participants see SFBT as a useful methodology? Does SFBT expand their range of facilitation styles? Would the facilitators actually use SFBT in their planning sessions?
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Methodology - Project Design
This study was conducted as a qualitative examination of the potential use of SFBT techniques in the context of federally mandated strategic planning.
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Methodology - Project Design
For the evaluation process, a group of federal employees with strategic planning facilitation experience:
Completed an initial facilitation questionnaire
Received a half-day‘s training in solution-focused techniques
Completed a follow-up evaluation form Participated in a small group session one week after training - (3 participants)
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Methodology - Training Manual
Table of Contents
Introduction: The GPRA Strategic Planning Model
Introduction to Solution-Oriented (SO) "Theory" Developing a Cooperative Relationship Coping Questions Developing a Future Orientation First Session Tasks Miracle Questions Making the Vision a Reality Action Descriptions Exception Finding Questions Scaling Questions
Maintaining Progress
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Methodology - Participants
Six participants selected from a large government agency through a non-random, snowball sampling. Experienced in facilitating strategic planning meetings.
Average length of federal facilitation experience = 13.7 yrs
Self-assessed strength of facilitation skills: mean = 4.33 / 5*
*Item stated : I have very strong facilitation skills. Select 1 to 5, with 1 = Strongly Disagree and 5 = Strongly Agree
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Methodology – Instruments
CLOSED ENDED
Facilitation Questionnaire Follow-up Questionnaire
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Methodology – Instruments
OPEN ENDED
Follow-up Questionnaire
1. Are there planning processes other than GPRA planning where SFBT techniques might also be useful, i.e. Balanced Scorecard, BSM? If so, please list these other planning processes. 1.
Small Group Session
Any additional thoughts since the training about SFBT…usefulness…things you liked…things you did not like? What is it about Solution Focused Brief Therapy techniques that help to make the linkages between mission statements and action plans? What are the specific concerns about using SFBT within your agency, i.e. political realities, etc? How could SFBT be modified to address these concerns? What makes SFBT useful in planning activities? Will having new SFBT techniques in your repertoire lead to better strategic plans? Why/why not?
2. 2. What are the strengths and limitations of the solutionfocused approach to federal planning? 3. 3. In what ways could you modify the SFBT approach to be more useful in GPRA planning processes? 4. 4. How comfortable would you feel using solution-focused techniques in a planning session in your agency (On a scale of 1 to 5, with 1 = Very Uncomfortable)? Why or why not? 5.
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Results – Closed-Ended Items
Role Creative Group Catalyst
Stimulating the group
Pre
4.7
Post
4.5
Setting the agenda
Being chief explorer Leading from the middle
4.3
3.5 3.8 4.5 3.8 3.8 3.7 3.7 3.5 4.0 3.8 3.7 4.8 4.2 4.2 3.5 2.8
4.3
4.3 3.3 4.8 4.3 4.2 4.0 3.8 3.5 4.2 4.2 4.0 4.8 4.5 4.5 3.5 3.5 19
Incentives Approach
Focusing the group Driving the learning Leading from the front Drawing out positive and negative emotions Giving a reason to learn Handling conflict
Intellectual Command
Setting and receiving challenges Leading from the front Stating an opinion
Supportive Coach
Listening and encouraging Guiding action plans Catching those in difficulty Being overtly helpful
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Results – Closed-Ended Items
FACILITATION APPROACH Intellectual Command Incentives Approach Creative Group Catalyst Supportive Coach
PRE 3.78 3.83 4.08 3.83
POST 4.11 4.11 4.13 4.07
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Results – Closed-Ended Items
Items 2 & 3
Item 2. A solution-focused approach would be useful in GPRA strategic planning.
Mean* 4.5 Mean* 5.0 4.8 4.8 4.4 4.0 4.0 Mode 5 5 5 4 4 4
Solution-Focused Technique Miracle Questions Coping Questions
Item 3. I would be likely to try the following SFBT techniques when facilitating planning sessions and meetings:
Scaling Questions Action Descriptions First Session Tasks Exception-Finding Questions
* On a 1 to 5 scale
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Results – Closed-Ended Items
PLANNING STAGE
Coping Questions
SOLUTION-FOCUSED TECHNIQUES
Final Session Tasks 5 2 2 1 Miracle Questions 5 5 1 1 Action Descriptions 2 4 6 6 4 4 3 ExceptionFinding Questions Scaling Questions 1 5 4 3
Developing a Mission Statement
Setting Strategic Goals and Objectives Designing Action Plans Defining Milestones
3 3 2 1
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Results – Open-Ended Items
Item 1. Are there planning processes other than GPRA planning where SFBT techniques might also be useful, i.e. Balanced Scorecard, BSM?
General consensus was that SFBT techniques could be used in any number of planning activities, including policy development, modernization of business systems, business planning and the development of survey instruments.
One respondent said that SFBT would be useful in ―any endeavor that develops a
process, lays out expectations and measures performance.‖
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Results – Open-Ended Items
Item 2. What are the strengths and limitations of the solution-focused approach to federal planning? Strengths Clear fit with GPRA minimization of ―numbers fear‖ focus on ―actionable behaviors‖ takes emotion out of the planning process Weaknesses therapeutic references may be a turn off not as useful in daily planning activities lack of a conflict-resolution model potential difficulty in overcoming political realities within the agency leadership of the agency might find the Miracle Question ―fairy tale-ish‖ [sic].
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Results – Open-Ended Items
Item 3. In what ways could you modify the SFBT approach to be more
useful in GPRA planning processes?
Suggestions included a statement that linkage between GPRA and SFBT is clear and the need to change the terminology. About half the responses were ―not sure‖ or blank.
Item 4. How comfortable would you feel using solution-focused techniques in
a planning session in your agency (On a scale of 1 to 5, with 1 = Very
Uncomfortable)? Why or why not?
Mean response was 4.1 out of 5, indicating that the respondents would feel comfortable with using solution-focused techniques in a planning session in your agency. All respondents with a score of less than five (4 of 6 respondents), indicated a desire for additional practice and/or training in SFBT. Two respondents did state that they would be very comfortable. The lowest response was a three.
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Results – Small Group Session
Any additional thoughts since the training about SFBT…usefulness…things you liked…things you did not like.
―To think of facilitation as a therapeutic intervention requires a different mindset and changes how the facilitator approaches the group session.‖ ―The facilitator would become more invested in the process and may have a preconceived notion of what a good thing / outcome might be. Also, some of the techniques can help people get off of an established position.‖
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Results – Small Group Session
What is it about Solution Focused Brief Therapy techniques that helps to make the
linkages between mission statements and action plans?
―Techniques require participants to come up with concrete examples of what they need to do tomorrow to get to the action or goal they desire.
What are the specific concerns about using SFBT within [this agency], i.e. political
realities, etc? How could SFBT be modified to address these concerns?
―Do not use the word ‗miracle.‘ This word may create a bias with senior leaders. Use instead (a) if you were Director for a day, (b) what is the end state, (c) if you were Sec. of [this Agency]. ―
According to the participants, what makes SFBT useful in planning activities?
―Future states of where you want to be (envisioning) and how to get there. ‗Dream your castles in the air and then build your foundation.‘‖
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Results – Small Group Session
Will having new SFBT techniques in their repertoire lead to better strategic plans? Why/why not?
One person said that they did not know for sure if SFBT would make for better strategic planning, but SFBT does get people involved in the process. ―Allow[s] you to think about where you are in the strategic planning process and what you have to do to get to your end state while involving people in the process. ―SFBT does not help you resolve conflict about the strategic directions. Need to delineate the differences when it comes to conflict in the strategic direction. SFBT intended for an individual, but when dealing with an organization there are unique issues and conflict…why not explore which SFBT techniques would help you deal with these conflict situations.‖
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Conclusion
Facilitators believed that: SFBT would be useful in a strategic planning context because it –
Created clear linkages between actions and the desired end-state Created a positive approach Involved people in the process
Facilitators were also likely to use SFBT techniques themselves:
Especially the Miracle Questions (though they would modify its phrasing) They would like more training.
Additional studies are needed to:
Create a more formal model of SFBT as a strategic planning facilitation methodology Test the efficacy of the formalized methodology in an actual setting
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