In the next two minutes, you will learn what planning is and why it is a critical enabler in today’s VUCA world.
The above General Eisenhower quote and similar ones by Perter Drucker, Helmuth Karl Bernhard Graf von Moltke, and Mike Tyson, are peppered in leadership and team-building presentations at conferences, company off-sites, and in blog posts. Although powerful—just as strategically hanging posters of your company values above water coolers does nothing to change your organizational values—sharing a planning quote at the beginning of your planning sessions does nothing to improve your organization’s planning capability.
Background. As an Agile Coach with a military strategic and operational planning background, I’ve noticed that very few organizations and coaches know how to plan. A common planning mistake organizations make is throwing a group of people into a room for one, two, or three days to “plan” without showing them how to plan. As a trained and experienced military planner, I know that the science and art of planning (knowing how to plan) must be learned, practiced, and reinforced at every level of an organization.
Knowing how to plan is a human interaction skill and when combined with other cognitive and social skills such as closed-loop communication, the emergence of a collaborative and innovative organization becomes possible.
What is planning?
- The primary goal of planning is not the development of detailed plans that inevitably must be changed; a more enduring goal is the development of teams and organizations who can cope with VUCA
- Planning provides an awareness and opportunity to study potential future events amongst multiple alternatives in a controlled environment. Through planning, we begin to understand the complex systems we are trying to modulate.
- Planning is an anticipatory decision making process that helps teams and organizations cope with complexities
- Planning is continuous.
- Planning is Fractal. A stand-up is a fractal of a sprint planning session. A meeting should be a fractal of a strategic planning session.
- Planning is part of problem solving.
- Builds individual and team situational awareness and the organization’s sensemaking capability
- Helps build leadership skills
- Planning helps individuals, teams, and leaders anticipate the future
- Planning helps organizations navigate complexity
- Planning helps individuals, teams, and organizations understand the system (operational environment)
How to Plan?
For how to plan, I will save that for another day. There are great planning processes out there that an organization can start practicing today. In Part 2, I will provide a Rubric that will inform your planning how.
Brian “Ponch” Rivera is a recovering naval aviator, co-founder of AGLX Consulting, LLC, and co-creator of High-Performance Teaming™ – an evidence-based, human systems solution to rapidly build and develop high-performing teams and organizations.
Norman M. Wade. The Battle Staff Smartbook: Doctrinal Guide to Military Decision Making & Tactical Operations. Lightning Press, 2005
JP 5-0, Joint Operation Planning, 11 August 2011
Military Decision Making Process (MDMP), March 2015. http://usacac.army.mil/sites/default/files/publications/15-06_0.pdf
Photo: Library of Congress Prints and Photographs Division Washington, D.C. 20540 USA http://hdl.loc.gov/loc.pnp/pp.print