BPI Technique - Group Vision - GV

Description

• A portable electronic meeting system based on a network of personal computers (notebooks), usually one per participant, which includes a large public display screen (electronic flip chart) and a trained facilitator who leads the group through the appropriate process and system tools. Group Vision simplifies the generation and exchange of knowledge, experiences, ideas and opinions. It promotes the creativity, involvement and productivity of individuals and groups.

• Group Vision software supports the generation of ideas (brainstorming), the clustering and deepening of ideas, voting and the mutual building on one another’s thoughts. In this way, Group Vision contributes to the solution of complex issues. It is also possible to enter external data, directly gauge opinions (voting or evaluation) and to work jointly on documents. The generated information is automatically documented. It is “user-friendly” and can support same time/same place meetings, same time/different place or different time/different place meetings.
• To fully understand the potential benefits of Group Vision, imagine a meeting where a dozen or so other people will work on a pressing and perhaps politically sensitive problem. Imagine that during the meeting everyone started talking at once. Imagine further that in the cacophony everybody heard, everybody understood and everybody remembered everything what was said by all the other participants. Imagine that all ideas were considered strictly on their merits, regardless of who offered them, and that , as everybody gave honest and open opinions, nobody felt pressured by their peers or their boss.
• In a Group Vision session, everyone can talk at once by typing their ideas into his or her computer or comment on the ideas of others in this way. Everyone can say what they have to in their own words,without the filter of a leader wielding a felt tip pen, who might not transcribe exactly what was meant or said. Strong or loud personalities can no longer control the focus of the group.
• Equally important, the sessions are better prepared and monitored, since the agenda forms an integral part of the electronic process. The conferences produce a greater number of alternatives and they offer the participants better possibilities to reach consensus. All data are available during and immediately following the session (electronically or on paper) and are suitable for further processing (word processing, presentations, data files).

When to use

• Group Vision is particularly helpful when dealing with complex subjects, where large amounts of information and/or many opinions must be processed, or where people from various disciplines are involved as during the development of the (Confirmed) Business Vision.
• Future environment or trend research
• Determination of strategy and policy
• Vision building
• Product innovation
• Business planning
• Business performance improvement (process optimization, BPI, business transformation)
• Organization analysis (core competencies, culture)
• Total quality management
• Risk analysis
• Open space meetings
• Team evaluation
• Information planning
• Crisis management
• Major project start-ups
• Project evaluations
• Expert sessions
• Curriculum development
• Group Vision is pre-eminently suitable for Boards of Management, management, management teams, departments, project groups and task forces that have to go through idea generation, idea organization and decision-making paths and want to do this in a very time-efficient and effective manner, without losing buy-in, participation and great ideas on the way.

• It is also suitable for organizations that are looking for creative ideas for current and new products and services, new client needs, new customer groups and new market approaches. Flat, decentralized, empowered companies use it since harnessing organizational learning is key to surviving in today’s dynamic marketplace.

Approach

• Link participants together via a network of laptop computers, allowing individuals to key in their own ideas and vote on results.

Guidelines

Problems/Solutions

• Be aware that the group will generate a great amount of information. This information must be sifted through, organized, consolidated and acted on. Be very clear how you will measure the usefulness of the information, and how you will work with the group to distill it so it is actionable. A strong, well-trained facilitator who understands the software and the realities of working in a group setting is the most critical asset.
• Know that dominating personalities often resist using such democratic methods. Leaders who ask for Group Vision and still expect to dominate or control the events will not be pleased with the dynamics, and will resist the group’s independence. Be aware of the difference between what the meeting initiator says he or she wants and what their style and agenda really are.

Tactics/Helpful Hints

• Be aware that working with Group Vision does not replace effective leadership. It does, however, provide powerful tools that contribute to the substantive optimization of group processes.
• Know that GroupVision is only a set of tools, which on their own do not produce results. GroupVision enhances electronically what would be the more traditional group interaction processes such as brainstorming, nominal group technique and similar facilitated sessions.
• Define your process or methodology clearly, otherwise a group can easily get off track. Ensure that the process and/or methodology gives a clear understanding of the expected results and well-defined deliverables.The process drives the agenda, content and format of the session. It is vital that all participants understand why and where they are headed.
• Be prepared to go into group discussion mode, when required. Group Vision is just a vehicle. It supports discussions and group interactions, it does not replace them. Discussion is critical to achieving consensus and clarification. Beware of letting the pace or tools drive the process.

Resources/Timing

• Know that effective group facilitation is the key to a successful session. GroupVision will surface issues, concerns and information that more traditional meetings will not. Ensure that a strong facilitator skillfully changes gears, keeps people on track and defuses tension.
• People will be working harder than they realize. Because the tools facilitate equal participation, and the amount of information is significant, the group will be moving at a pace and with a focus that is different from more traditional meetings.Thus provide frequent breaks and have all-day sessions last only five to six hours not eight to ten.

Examples

• Visioning workshops using brainstorming and prioritization techniques in support of the search for Core Competences, Discontinuities, Industry trends, Ambition levels,
• Porters Industry Analysis using the Five Forces Model;
• Stakeholder analysis followed by brainstorming and decision making on how to involve stakeholders in the Performance Improvement process;
• Electronic Client satisfaction, Client need and Client loyalty surveys, immediately followed by brainstorms on causes and necessary actions or attention point for Focus areas of Performance Improvement;
• Surfacing and prioritizing weak points in processes, followed by brainstorms on tentative solutions and necessary actions;
• Surfacing project risks followed by brainstorming and decision making on necessary actions to reduce the risks;
• Surfacing change readiness;
• Evaluation of team effectiveness.

Tools

Besides more traditional methods and presentation tools (flipcharts, white-boards, overheads, Metaplan), use electronic media (Smartboard, Internet, Videoconferencing, multimedia PCs).