From Problems to Possibilities: Reimagining How We Plan
Traditional strategic planning is paradoxically backward-looking. We analyze past performance, identify gaps, and create plans to fix the past problems and move towards the future. But what if this entire approach limits our future?
When we focus primarily on solving problems, we inherently constrain ourselves to the parameters of those problems; our field of reference is thereby limited. We miss the opportunity to create something genuinely new where a future distinctly different from our past.
Consider how different these questions feel:
"How do we fix our customer service issues?" (problem-oriented)
Or, "What would remarkable customer care look like?" (possibility-oriented)
The first question assumes the current reality and looks for repairs. The second invites imagination of something that doesn't yet exist, a set of new possibilities.
Successful organizations are shifting their planning conversations from problem-solving to possibility-creating. Instead of analyzing "what went wrong," they're asking "what could be?" Instead of gathering to fix deficiencies, they're convening to create something worth caring about.
This isn't about ignoring problems; they still need addressing but that effort is tactical, not strategic. Please don’t confuse the two; fixing’ the past does not create a distinctively new future. Problem-solving should be in service to possibility, not the other way around.
Next time you gather for strategic planning, try starting with possibility before diving into problems. Ask questions like: "What future are we truly passionate about creating together?" The energy and commitment this generates may surprise you.
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