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Tools for Change - Ideas into action

The document outlines an agenda for an ideas workshop to generate ideas and ensure they lead to action. The agenda includes introductions, defining objectives, activities for generating ideas like post-it notes and idea cards, gaining consensus on ideas through techniques like thumbs up/down and dot voting, and ensuring discussion leads to action with an action log and retrospective evaluation. The workshop aims to move from generating ideas to implementing them.

Government & Nonprofit◦

Ideas Into Action
Workshop
Please write on a post-it note:
One thing you would like to get
from this session

Agenda
1. Introductions
2. Why run a workshop to generate ideas?
3. Defining objectives
4. Activities for Generating Ideas
5. Gaining Consensus
6. Ensuring Discussion Leads to Action
7. Retrospective & Evaluation

Thumb Up:
“Yes I’m happy with that”
Thumb to Side:
“I want to discuss before
going any further”
Thumb Down
“No I don’t agree”

• The Next Big Thing
• Incremental Change

Set Objectives/
Define the Problem
It’s important to be clear about the problem, in
order to generate the right ideas to solve it.

Problem and Desired State
What do we want to improve and what should it look like
when done?
Problem Statement:
Describe the ‘as is’ situation in Specific and Measurable
terms.
Desired State:
Describe the desired outcome in SMART terms.

Problem statements -
examples
BAD: We get too many customer complaints
GOOD: During 2019, complaints about swimming pools rose by 30%
BAD: We don’t get what we need from that department
GOOD: 50% of ‘X’ forms don’t contain the appropriate code

Desired State - examples
• To reduce the rate of returns to 5% by the
end of the calendar year
• 100% of forms to contain the appropriate
authorisation code

Exploring the Problem
Chunk up – to explore the bigger picture:
“Why? For what purpose? What’s important about this? What
does this mean?”
Chunk down – to get to the detail:
“How will we do that?” What is an example? What,
specifically?

Chunking up - Ask ‘Why?’ x 5
My problem or challenge is…
Why is this important?
Why?
Why?
Why?
Why?
The root cause of the problem is…

Generating Ideas in a Group
1. Post-It Notes – quick & simple
2. Idea Cards – generate lots of ideas
3. Lego – to encourage expression
4. Angel’s advocate – to develop an idea
together
5. 1-2-4-All – a single agreed goal
6. 25/10 Crowd Sourcing – for a big group

Lego Activity
Use lego to represent idea, e.g.
greatest fear and then greatest hope
for a project.

Angel’s Advocate
One person describes an idea. Group members say:
• what they like about the idea
• how to enhance and build on it
• what benefits they can see
• how it can create value.

http://www.liberatingstructures.com/12-2510-crowd-sourcing/
25/10
Crowd
Sourcing

Idea Cards
All write ideas on cards/ post-its. One idea per card.
As you finish an item, place in middle.
When you need inspiration, take cards from middle
and continue.

1. Why it’s important
2. Techniques to use

1. Thumbs approval
2. Fist to Five
3. Dot voting
4. PICK Chart
5. Paired comparisons

1. Choose the right tool
2. Not a science, only a guide
3. Conversation is key

Retrospective
• What worked well for you?
• What didn’t work so well?
• Anything you would do differently?

Tools for Change - Ideas into action

1.
Ideas Into Action Workshop Pleasewrite on a post-it note: One thing you would like to get from this session
2.
Agenda 1. Introductions 2. Whyrun a workshop to generate ideas? 3. Defining objectives 4. Activities for Generating Ideas 5. Gaining Consensus 6. Ensuring Discussion Leads to Action 7. Retrospective & Evaluation
3.
Thumb Up: “Yes I’mhappy with that” Thumb to Side: “I want to discuss before going any further” Thumb Down “No I don’t agree”
4.
A quick guage of feelingin the room
5.
What Ideas?
6.
• The NextBig Thing • Incremental Change
7.
Set Objectives/ Define theProblem It’s important to be clear about the problem, in order to generate the right ideas to solve it.
8.
Problem and DesiredState What do we want to improve and what should it look like when done? Problem Statement: Describe the ‘as is’ situation in Specific and Measurable terms. Desired State: Describe the desired outcome in SMART terms.
9.
Problem statements - examples BAD:We get too many customer complaints GOOD: During 2019, complaints about swimming pools rose by 30% BAD: We don’t get what we need from that department GOOD: 50% of ‘X’ forms don’t contain the appropriate code
10.
Desired State -examples • To reduce the rate of returns to 5% by the end of the calendar year • 100% of forms to contain the appropriate authorisation code
11.
Exploring the Problem Chunkup – to explore the bigger picture: “Why? For what purpose? What’s important about this? What does this mean?” Chunk down – to get to the detail: “How will we do that?” What is an example? What, specifically?
12.
Chunking up -Ask ‘Why?’ x 5 My problem or challenge is… Why is this important? Why? Why? Why? Why? The root cause of the problem is…
13.
Activities for Generating Ideas
14.
Generating Ideas ina Group 1. Post-It Notes – quick & simple 2. Idea Cards – generate lots of ideas 3. Lego – to encourage expression 4. Angel’s advocate – to develop an idea together 5. 1-2-4-All – a single agreed goal 6. 25/10 Crowd Sourcing – for a big group
15.
Lego Activity Use legoto represent idea, e.g. greatest fear and then greatest hope for a project.
16.
Angel’s Advocate One persondescribes an idea. Group members say: • what they like about the idea • how to enhance and build on it • what benefits they can see • how it can create value.
17.
1-2-4-All
18.
http://www.liberatingstructures.com/12-2510-crowd-sourcing/ 25/10 Crowd Sourcing
19.
Idea Cards All writeideas on cards/ post-its. One idea per card. As you finish an item, place in middle. When you need inspiration, take cards from middle and continue.
20.
Ranking ideas and gaining consensus
21.
1. Why it’simportant 2. Techniques to use
22.
You can’t do everything
23.
Bad choices waste time& resources
24.
Teams need a ‘what’snext?’
25.
1. Thumbs approval 2.Fist to Five 3. Dot voting 4. PICK Chart 5. Paired comparisons
26.
Thumb Up: “Yes I’mhappy with that” Thumb to Side: “I want to discuss before going any further” Thumb Down “No I don’t agree”
27.
A quick guage of feelingin the room
28.
Ranking ideas and solutions
29.
Dot voting
30.
PICK Chart
31.
Paired Comparison
32.
1. Choose theright tool 2. Not a science, only a guide 3. Conversation is key
33.
Action Log
34.
Techniques Covered
35.
Retrospective • What workedwell for you? • What didn’t work so well? • Anything you would do differently?

Editor's Notes

#2 Activity: This slide on display on arrival. People write on post-it notes as they settle. Introductions – round room, name, team, what they’ve written, Take in post-its and group.
#3 Discuss: Does this agenda address all the things people want to cover? If not, how might they address their issues? Other training? Next slide to agree agenda.
#4 Activity: People use thumb signal to indicate whether happy with this agenda or want to discuss further. Does it cover the main issues people wanted to cover? If not, where can they find that info?
#6 Introduction: There are different kinds of ideas, from big to small, creative to practical. Activity: Why might you want to generate ideas? In what kinds of situations might you be working with a group to come up with ideas? Talk to the person next to you for 2 minutes and jot down some situations in which you – and perhaps others around the Council – might want to generate new ideas. E.g. (to get them started) Tenancy Management Team: project ideas for the next round of the Estate Improvement Fund; how to improve communication with ODS; training needs for the next year. Feed back and write situations on flipchart
#7 Present: Different kinds of ideas: The quest for the illusive ‘next big thing’ – the idea that changes or disrupts everything your team or organisation does. High risk, high reward. The Iphone. Incremental innovation – the patient and relentless pursuit of improvement by making small changes that add up to a make a big difference. For example, the GB cycling team put in place an incremental innovation strategy for the 2012 Olympic Games. They made hundreds of small improvements to their equipment, training, lifestyle and diets that combined to help them achieve their mission of winning gold. The GB cycling team won 12 medals, 8 of which were gold. It is highly probable that we can all make small changes to our day-to-day work and lives that can add up to make a big difference in achieving both our personal and professional goals.
#8 Discuss: Depending on the kinds of ideas to be generated, you’ll need to set objectives or define the problem. While starting from a problem might seem negative, it can help to define how to move forward. If you already know the idea you’re getting people together to solve, clarify in advance: “We’re getting together to come up with an idea to solve…(problem statement). Please bring…/ please jot down some ideas before you come” At the meeting: “Do we all understand the problem we’re working on? Any changes we’d like to make to it?” “What are the different ways we can go from [current state] to [future state]? If more work is needed to define and understand the problem, there are techniques you can use – see next slide.
#12 Discuss: Are you a big picture thinker? Do you prefer to think about the overview of an issue? Or are you more comfortable getting stuck into the detail of something? We all have preferences and no way of thinking is better than another. Chunking is a technique which helps you to think in different levels of detail. The basic way to move between big picture and detail is with two questions. To chunk up to the big picture view you ask ‘why?’ and to chunk down into detail you ask ‘how?’. Chunk up and think big Use ‘chunking up’ questions when you are immersed in the detail of a problem. This type of thinking is often more strategic. Questions to ask to help you to chunk up: Why? What’s important about this? For what purpose? What does success look like? What are we trying to achieve here? What does this mean? Chunk down to think detail and/ or explore alternative solutions Use ‘chunking down’ questions to get to the detail of how to do something. For example, when someone has a solution to a problem, it is necessary to chunk down to understand the detail of how to make it happen. Questions to ask to help you to chunk down : How will you do that? What happened about …? What do you mean by …? What, specifically …? Could you give me an example? Tell me more about …..
#13 Discuss: Ask ‘Why?’ x 5 – explain how this works. Activity: (skip if short of time or if people are more interested in generating ideas than defining the problem. Use rule of thumb to check?) Work in pairs – use the ‘5 whys?’ technique on a problem that you are working on to check you are addressing the root cause and not just a symptom. Prepare a problem. Get people to shout ‘Why?’ This is what kids do and how kids learn.
#14 There are lots of different techniques for generating ideas. We’ll have a look at 6 techniques – see next slide. Meeting Starters: “In the next 10 minutes I want you to come up with as many ideas to solve the problem as you can. No idea is too stupid, too crazy”
#15 Ideas on post-it notes – remind people what we did at the beginning with what they wanted to get out of the session. Advantage: getting everyone to write something down ensures you get the thoughts of the quiet people. Big pens/ sharpies keeps things clear. Grouping ideas helps see themes clearly. Idea Cards – a variation on post-it notes: we’ll try this out in a minute Lego/ Drawing – see next slide Angel’s advocate – see following slide 1-2-4-All – see following slide 25/10 – see slide after
#16 Advantages: Encourages creativity Involves different people Helps people express their ideas Good for the start of a big change process to get underneath where people are in their thinking Example: A team of project support officers – what they felt about their role at the moment and what they wanted their role to be in future. E.g. hopes and fears – fears first. It helps those that don’t speak very much to develop their thoughts. Give objectives and do rounds – e.g. 2 mins each for: Something creative How your day started Fears for future of service Hopes for future of service
#17 Advantages: Motivates the submitter of the idea, and encourages the group to come up with more positive ideas. The group members become engaged and will stimulate each other to think creatively E.g. One person in the team has said they’d like to discuss an idea to resolve pressure of work issuess
#18 Method: Silent self-reflection by individuals on a shared challenge, framed as a question (e.g., What is our shared goal for this project? How would you handle this situation? What ideas or actions do you recommend?) 1 min. In pairs, agree one statement or idea to take forward to the group, building on ideas from self-reflection. 2 min. In foursomes, discuss the ideas (notice similarities and differences. Re-write as required). Agree on one to take forward to the whole group. 4 min. Each group shares one agreed idea or statement with all. 5 min. Advantages: Engage every individual in searching for answers Create safe places for expression, diminish power differentials Build naturally toward consensus or shared understanding Example: What is our aim for today’s planning session? What should the team’s overall goal be for the coming year?
#19 To share the best ideas among a large group. Method: Emphasise this is about big, bold ideas, not small inward-looking ideas. First, every participant writes on an index card his or her bold idea and first step. Then people mill around and cards are passed from person to person. "Mill and Pass only. No reading." When the bell rings, people stop passing cards and pair up to exchange thoughts on the cards in their hands. [Another good option is to read the card with no talking]. Then participants individually rate the idea/step on their card with a score of 1 to 5 (1 for low and 5 for high) and write it on the back of the card. This is called "Read and Score." When the bell rings, cards are passed around a second time "Mill and Pass" until the bell rings and the "Read and Score" scoring cycle repeats. This is done for a total of five scoring rounds. At the end of cycle five, participants add the five scores on the back of the last card they are holding. Finally, the ideas with the top ten scores are identified and shared with the whole group. 3 min. Advantages: Develop a group’s ability to quickly tap their own very diverse sources of wisdom Obtain results that are more likely to endure because they were generated transparently from within and without imported advice Spark synergy among diverse views while building coherence Example: The whole of the communities team – each team did a presentation of their team’s work and ideas for the future Exercise – top 10 ideas to get them started on the journey of change – think big and bold Show video? http://www.liberatingstructures.com/12-2510-crowd-sourcing/
#20 Present: Advantages: generates as many ideas as possible. People get inspiration from each other. Activity: Try this exercise to generate ideas for improving the staff conference for next year.
#27 This is what we did at the beginning to approve the agenda. A quick, silent way of giving people the chance to make a comment, express doubt or approval
#30 Easy to set up with post its and dots Limit votes per person CMT used this Everyone gets an equal say Some level of prioritisation BUT bandwagon effect, vote splitting, choice overload how easy it is to mess up or cheat.
#31 Discuss each idea and group like ones together where there are obvious duplicates. Let the team decide where each idea fits on each scale. Ask questions to help understand the idea and clarify what the team is thinking: Have we done something similar before? Have we seen something similar at another company? Is this known technology? Can we implement it ourselves? Do we need to rely on another department to make this work (for example IT)? Hold off writing the quadrant names until the end BUT Can lead to a lot of conversation/argument – encourage a choice Putting ideas on the line – not a continuous scale, not a relative ranking Not the best for prioritizing actions
#32 More analytical Best in finding the most compelling option to explore When there’s not much data Where alternatives are completely different Step through each pair and decide which is more important Add a weighting on degree of difference (0= no difference, 3 is large difference) Count the number of times each was chosen Add the weighting to help decide the rank BUT Needs the right set of choices Not ideal for team working, easier to use alone
#34 Discussion: How will you ensure that those great ideas get used? Consider using an action log to record who is going to do what. Arrange a follow-up meeting or agree another way to monitor progress.
#35 Discussion: Which techniques do you remember? What will you try?
#36 Retrospective: Don’t do this as a slide. Which techniques do you remember? What will you try?
#37 Verbal feedback on these questions. Complete evaluation sheet as you leave.

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Editor's Notes