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Print: Visioning
The reality of life for most of us is that we are very busy doing
the things we have to do to survive economically, to keep an
organisation going, to do things expected of us, or because we
get into a routine rut. This means that most of the things we do
are not necessarily the things we would most like to do, or the
things we thought we might get to do when we started out in a
particular social or political field of work. The good and
necessary becomes the enemy of the excellent and innovative.
This is one of the realities of life, especially in a complex modern
society.
Engaging in visioning or a vision exercise is a way to connect us
to our ultimate goals. Instead of starting where we are, we start
by looking where we would like to be. Instead of grabbing the
little bit of time we have left over after we have done our routine
tasks to do innovative work, visioning starts by asking the
question what is our vision, and if we are going to end up with
it, or a version of it, what needs to happen to take us there?
Thus our ultimate goal comes first, and we then work to connect
this to where we are now, and look at the stages that would
have to fall into place
Of course life is not usually so simple that we can then drop
everything else and do what our visioning might suggest. But it
may suggest a different mindset and way of thinking about what
we do currently so that possibly we can adopt some of what
emerges, reprioritise, and keep our eye on the ball or the goal in
a way we previously found difficult.
There are many different ways of doing visioning. It is a
common exercise, including with young peoples or other groups
asked to devise their ideal society (though this is usually then
taken to reflect on current society rather than working out the
steps needed to get there). The focus in this is in assisting
individuals thinking about what is needed in society and that is
a worthwhile goal. There is no one right or wrong way; the right
way to do it is one which fits your needs and purposes. Our
orientation here is a political and social one, i.e. to assist in
social and political change, and that requires particular
preparation and follow up.
Visioning can be used for those who are starting out in a
particular involvement or commitment. They can be included in
a visioning exercise or it can be done exclusively for them. The
advantage of having a mixed group in terms of experience and
knowledge can be that, unburdened as new people hopefully are
by everyday demands in the field, they can see more clearly. In
working out the steps that are needed to reach a goal, the voice
of experience may count more, but sometimes because of bad
or tortuous experiences, old hands can think that something is
impossible when it is a question of it not having been tried in the
right way.
The vision being sought needs to be carefully defined. Deciding
on Your ideal society can be a general goal. But for a specific
organisation or interest it is much preferable to define it much
fairly tightly such as A waste free society. Even taking A
country without violence has a myriad of elements to it
(domestic/home violence, interpersonal, structural and societal
violence, engagement in international violence through war,
economic exploitation etc). So, depending on your orientation,
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you may wish to define the latter in more specific terms as A
society without domestic violence. You can then take another
go, if you want, in visioning A country that does not engage in
violence internationally, or whatever.
It needs to be an inclusive and non-hierarchical process if it is
being done collectively. It can use visuals in people being asked
to draw a picture (stick people are fine) as well as listing the
form or organisation and qualities of life desired. Getting a
collective vision together is easiest in a small group so,
depending on numbers, there may be one or more groups
working simultaneously. Groups can be specifically advised to
try to incorporate as much as they can from different peoples
suggestions.
How it is all followed up is crucial. Doing such an exercise can be
just a flittering glance at what could or should be, and it will be
such if not followed up. However if it is done in an organisation
then it is up to the responsible committee or people to ensure
that ideas are followed up. This will need both time and energy,
and a strategy in place beforehand to capture what comes out of
the visioning process.
Here is one suggestion for a process for a politically/socially
oriented organisation or group. You should design your own that
meets your needs.
1. Process design
Those organising the process design the overall process from
beginning to end. They think through the topic/goal, who to
involve, timing of the event, who will facilitate, recording of
ideas or report back, and follow up time frame (e.g. to have
looked at and assessed ideas which have emerged, and planned
accordingly, within two months), as well as who will facilitate.
Having an outside facilitator or facilitators can mean that
everyone participates equally rather than a key group member
being tied up in facilitation. Obviously, depending on the nature
of the group or organisation and its staffing, integrating ideas
into its work may require funding and that may add another
whole level of uncertainty, if funding has to be specifically
acquired as opposed to being allocated from existing funds.
In terms of involvement, it is best that everyone is involved
where possible. In a larger organisation it could be done
departmentally. Not including key players in a group or
organisation can mean that they are not as fully engaged with
the process and the follow up, and this can be both difficult and
frustrating.
2. Event preparation
Venue and logistics (e.g. food), timing and time (a half day or a
long evening or more?), invitations and follow up, responding to
acceptances and/or reminding people of the event. If trying to
do this in an evening, an early start would be required, possibly
providing food at the start; a half day or more would be much
preferable and it should probably only be done in an evening if
there is no alternative.
3. On the day
Breaks and meals to be built in as necessary.
1. Welcoming.
2. Agenda and process overview (both), the latter explaining
how ideas will be recorded and assessed subsequently.
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3. Defining the topic and setting the scene for visioning;
imagination and creativity required.
4. Individual visions. People can be given 20 30 minutes
with the facilitator checking after a while how much time
people need. Individuals can use a mixture of visuals and
words as they choose, drawing and/or writing on a
flipchart size sheet (coloured markers etc provided).
5. Sharing of visions. In a room of a dozen or more, the
group can be divided into smaller groups of 6 8 people.
Each person displays their sheet and talks to their vision
for 3 - 5 minutes, with a few more minutes allocated for
questions to each person. Depending on the size of the
group this may take 45 minutes or more.
6. Continuing in the same group, people are given 45
minutes to get a common vision together, incorporating
as many ideas as possible that are acceptable to people.
If there are alternative ideas represented but both (or
more) are possible simultaneously then all can be
included. This process can be done by listing common
ideas on a flipchart and leaving most time discussing
inclusion or exclusion of ideas which are not so well
represented in peoples visions. Again the facilitator
should check on how much time a group requires.
Depending on the nature of the group, a facilitator can
volunteer, the group regulate itself, or a facilitator be
provided.
7. If there is more than one group involved, each presents
its vision to the other, followed by brief questions.
8. Back in small groups, people look at the stages needed
for their vision to become reality. This can start with
individuals being given 6 7 minutes to jot down ideas
before discussion (again this can be done on a flipchart
sheet for passing on to the organisers). Stages may not
be entirely realistic but should not be simple fantasy. The
group will then try to get as much down of an agreed
process as possible; however individual assessments are
also kept by the organisers. An hour or more may be
required for this. Collective ideas are also recorded on a
flipchart for feedback to the organisers.
9. Individuals can be asked for feedback on the process of
the workshop and final written comments.
10. There should be a final coming together for everyone and
celebration of what has been achieved, possibly ending
with a meal, snack or social event.
4. Afterwards
In assessing and developing the emerging ideas, it is probably
best for the organising committee/board/whoever is responsible
to set aside a special meeting as soon as possible after the
visioning exercise (rather than attempting to assess all the
material at a regular meeting where other business is done).
Individual and small group visions and stages should be
displayed. As well as assessing what could be integrated into the
work there are different categories can be placed on ideas:
1. Ideas we can integrate straight or start working on away
2. Ideas which require funding or other aspects to be in
place for significant work to happen
3. Ideas which we will keep on a review list for future
reference.
Regarding 2), individuals need given the task to follow these up
concerning funding or whatever. Concerning 3), looking at the
review list periodically should be factored in to agendas.
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