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= Future Search Conferences = A Future Search Conference (formerly known as a search conference) is a large-group facilitation technique that typically goes for over 2 days with the purpose of participants working towards a common vision of the future. This system is intended to accommodate for 60 to 80 people in a conference-style room, thus allowing for both individual seminars as well as small group tasks in which diverse stakeholder groups can achieve shared goals through collaborative engagements.

History and Development
The methodology of Future Search Conference was conceived by Sandra Janoff and Martin Weisbord in 1985. Their ideology was an adaption of the original Search Conference style by Eric Trist and Fred Emery that was introduced in 1959 as an solution to two major British aircraft manufacturers that were merging and struggled with communications and goal setting. Since Trist and Emery’s approach preceded the current Future Search Conference, it provided the foundations for the current model to evolve which has seen its successful application in the business, communications and government arenas.

In 1985, Janoff and Weisbord expanded on the theoretical and practical underpinnings of Search Conference as they merged their psychology and consulting experience to co-direct the Future Search Network. Martin Weisbord utilised his expertise gained from being a fellow of the World Academy of Productivity Science, which he was inducted to due to his academic works such as Organisational Diagnosis (1978) and Productive Workplaces (1987). Whereas Janoff previously worked at The Tavistock Institute based in London, England, where she could implement her psychology background to apply social sciences to common organisational issues. The Future Search Conference is conceptually based on the Search Conference method, however the main difference is that a search conference is intended for 20 people and there is a more minor focus on group tasks.

Purpose
The Future Search Conference is strictly task-focused and relies on dialogue between participants to ensure common grounds and goals are attained. Interaction with local stakeholders through face-to-face group meetings ensures local knowledge is best used reach the desired outcome. By offering a strong alternative to a traditional autocratic or top-down style of leadership, a future search enables participants to benefit more due to an open system thinking process that stimulates collaboration.

In many ways, a future search is a way of linking “ inputs, activities and outputs” through a shared vision created by a diverse stakeholder group. The dialoguing style of conference further drives participation and responsibility from local community members, thus enhancing the democratic structure that facilitates effective communication. Furthermore, the lack of a bureaucratic structure sees people “mobilise themselves and act purposefully in the interest of the whole” to achieve a common goal.

For decades, the style of future search has been utilised to cross borders between organisations and communities, as a cross-section of the community provides a “feasible plan which incorporates the needs and wishes of those affected as well as those of the decision making agencies or departments”.

Conditions for Success
In order to foster consistency between Future Search Conference’s around the world, a guideline containing the steps, attitudes and principles needed for a successful conference were published. Janoff and Weisbord developed a “set of mutually-reinforcing practices or conditions for success”  that aligned with their theoretical studies of conference styles. Such conditions for success include, but are not limited to;

-      Initiating the conference by getting the ‘whole system’ in the room and using the Funnel Principle. This involves first understanding the ideas from various groups and then to arrive on a concise, collective outcome.

-      Exploring all aspects of the issue in a global context before focusing on the issue at hand.

-      Prioritising the importance of common ground and forward-thinking while seeing conflict within the group as a source of information, not an impediment to group success.

-      Emphasis on self-management to eliminate the impacts of a hierarchy and promote independence and information sharing.

Structure of Future Search Conference
The pillars of the Future Search Conference focus on how a diverse group can learn and plan a way to a desirable future, achieved through the mechanisms of creative collaboration, open system thinking and communal planning.The structure of this style of conferencing is intended to increase the effectiveness of strategic planning by identifying a desired endpoint and allowing shared visions to combine and reach this endpoint. The universal structure of the Future Search Conference is founded on 5 principles that change throughout the 3 days;

Focus on the Past
The first stage of a Future Search Conference sets the tone as it indicates to participants that they must rely on past knowledge to create a clear vision. In reflecting on the past, indifferences are actually beneficial as conflicting ideas are used to find common ground within the group, one of the primary conditions of success. By the conclusion of the first day, participants are expected to have outlined key events that are relevant personally, communally and historically. This is generally achieved by developing a timeline of historical milestones that assist in visualising patterns from the past and how certain actions could have been improved.

Focus on the Present
As a whole, the group identifies the trends that are affecting them by creating a mind-map. This visual representation clarifies the immediate impacts on the organisation and forces the entire conference to respond by assessing current actions that need to be taken.

Visualise Future Scenarios
During the second day, participants are asked to generate an image of how the organisation or community should look and the time horizons that this will be achieved in.

Identify a Common Consensus
Prior to developing the measures needed to address the given issue, the group as a whole must arrive at a common consensus that incorporates all of their ideas and concerns. In this way, the tasks completed in both the small and large groups during the previous day will culminate in strategic goal setting that aligns with realistic visions. An environment where democratic learning flourishes will assist the participants in sharing ideas and developing a vision of a desirable future scenario.

Identify the actions or measures required to attain goal
The final chapter of the Future Search Conference system is where visionary statements are transformed into attainable objectives through an analysis of potential constraints and an exploration of feasible strategies to overcome these anticipated barriers. Measures and actions suggested are then assessed on their ability for rapid diffusion and ease of implementation within the community. In accordance with the underpinning philosophy that all stakeholders are equal, participants work together in the final stage to develop concrete actions with any individual dissensions addressed.

The search conference method emphasises follow-up activity at the conclusion of the 3-day conference to reassess progress and modify plans if needed. In order for a Future Search Conference to have the greatest impact, further strategic directions and visions must be had post-conference.

Impacts on Stakeholders
Throughout the conference, the use of both a top-down and bottom-up approach to leadership allows for a wider base of experience and more effective collaboration. Subsequently, this process enables individuals to better express their subjective opinions as they are more widely informed of the identified goals and the paths to achieve these goals. By offering a strong alternative to a traditional autocratic or top-down style of leadership, a future search enables participants to benefit more due to an open system thinking process that stimulates collaboration.