Joe Benesh is a Senior Architect with Shive-Hattery and President + CEO of the Ingenuity Company, a strategic planning, diagramming, framework development, and design thinking consulting firm.
You probably think this is an easy topic for me. As an architect, I rely on my drawing skills to convey ideas. Translating the thoughts of others into built forms. In many ways, strategic planning is a lot like architecture – you’re building something from an intangible to a tangible – but there are distinct differences in how you process, synthesize, and deliver the information.
When I work with organizations, the first thing I do is ask if I can come and listen to them. I observe their processes and communication dynamics, getting a sense of the personalities that make up their identity. Once this has been established, we start to talk about ideas.
Ideas take many shapes and forms – there are ways to create visual representations of many things that make up the group’s mission and vision, and, through further discussion relationships start to appear. These relationships become a framework.
Using a visual listening facilitator allows these frameworks to become clear, especially during strategic planning. I have used this technique in developing ideas – every single person I have worked with has a set of really great ideas, and creating a diagram of how these ideas become a system short circuits what can otherwise be a very linear process. The short circuit comes from the dynamic jump forward that happens when you can “see” your ideas and how they relate.
An example of this is when I was asked to create a systems diagram for various services and organizations and how they relate. I started by meeting with a few key stakeholders and letting them download every bit of information they could to me while I furiously sketched and took notes. I listened to their conversation and took in all of the characteristic data that they took great care and rigor in explaining to me.
The system was confusing, complex, and there were many, many interrelationships – but the ecosystem started to emerge, the longer they spoke. As we were speaking, drafts of the diagram became a living part of the conversation, triggering thoughts and structuring adjacencies.
Even as a series of small, rough sketches – lines and shapes on a page, really – the conversation took leaps forward. I left our session with a robust understanding of business sectors and offerings I only had superficial knowledge of prior to the meeting, and I set to work building a diagram that this community and series of organizations could use collaboratively.
When I completed the diagram, the ideas we spoke about all fit together. You could see the flow between sectors, identify processes, establish common collaterals, and track ROI factors in a meaningful way. Pain questions about what areas could stand improvement became clear, and the diagram could be used by groups internally and by groups external to the particulars. His diagram truly became a tool intended for collaboration.
Turning ideas into graphical representations allows for a dramatic positive turn in conversational dynamics. As you develop your thoughts on how to address strategic planning within your organization, think of engaging a visual facilitator to push the conversation to a completely new level.