LSIP Methods

World JAM
• From fear of failure to energize people through hope and aspiration.
• Inspire them to pursue a common purpose based on values they help to define.
• Ask them what’s blocking them from living those values—and launch change
initiatives to remove obstacles.

1. Gather employees’ input on value

2. Analyze employees’ inputs
3. Revise your values
4. Identify obstacles to living the values
5. Launch change initiatives to remove obstacles
Dynamic Facilitation
• A group of people to reach a decision is for them to have a creative conversation
with a win/win breakthrough at the end
• Facilitator stands in front of a group and helps them determine an issue they all
really care about
• helps them to be authentic, speak from the heart and say what is really on their
minds.
• frames each comment as a new item of data, a concern, solution, or a new
statement of the problem
• Dynamic Facilitation is well suited to address emotional issues, complex messes, and
impossible issues. Because a dynamic facilitator is holding a container of self-
organizing energy for people, they naturally think systemically and holistically,
seeking the “real” underlying issues and causes. Often their primary discovery is a
new understanding of the problem, which comes with a feeling of “empowerment”
and the capacity to solve it.
• Mission building – Innovation building – Trust building - Perception building
Large Scale Event – Vidya Foundation
• Past – 15 yrs in three phases- significant moments – Identify trends in a small grp n
then entire grup – on flipchart – RELATION OF TIME AND SPACE – SYSTEM THINKING
• Current trends on dimensions like politics, economy, technology, social changes, and
cultural changes. Vote for ONE - most imp positive n negative trend to protect village
• Share current proud n sorry moments
• Share view points on sorry n proud moments
• Listen to different perspectives
• Future – seven skits about future of the village three yrs from now. Teams to present
the vision, the challenges to realize the vision and how they would creatively
address those challenges to become “Model Village”
• Idenitified common themes – vidyat foundation partnered for technical advice –
Sarpanch n team as a mentor - a commitment of progress reviews of action groups
in the Gram Sabha.
Future Search
Future Search Principles
• Have the right people in the room—that is, a cross-section of the whole, including
those with authority, resources, information expertise, and need;
• Create conditions where participants experience the whole “elephant” before acting
on any part of it;
• Focus on the future and seek common ground;
• Enable people to take responsibility for their own learning and action plans.
• Future Search helps diverse groups find common ground, develop action plans, build
commitment, and plan implementation.
• Day 1 Afternoon Task 1—Focus on the Past, Task 2—Focus on the Present, External
Trends
• Day 2 Morning Task 2 Continued—Stakeholder Response to External Trends, Task 2
Continued—Focus on the Present, Owning Our Actions
Conference Model
• To involve internal and external stakeholders in the redesign of processes and organizations.
• • People think systemically • People think about whom to include when addressing issues • Information
and decision making are shared
• When you want to involve a critical mass of employees in the redesign of a process or organization
• Visioning/customer Conference : develop vision themes: what they want for the future
• Technical Conference: identify the disconnects in the current organization and the beliefs and behaviors that
support organizational success

• Design Conference: the vision themes, disconnects, and beliefs and behaviors are combined into design
criteria for the new process or organization

• Basic Idea 1: People support what they have a hand in creating, while a future designed by a few creates
unnecessary resistance.

• Basic Idea 2: When people understand the system in which they work, they feel empowered to make
changes.

• Basic Idea 3: It’s not enough to hold a large group conference. Use walk-thrus to widen the circle of
involvement, thereby including others in the change process.

• With the Conference Model, you create a critical mass for change by integrating conferences and walk-thrus.
Open Space
• To enable groups to address complex, important issues as a high-performing system
by inviting people to take responsibility for what they love for a few hours, a few
days, or as an everyday practice.
• Whoever comes are the right people

• Whatever happens is the only thing that could have

• Whenever it starts is the right time

• When it’s over, it’s over