Imagine a scenario where the board of directors in your organisation tasks you with coming up with the next five-year strategic plan. Excited at the opportunity, you scramble to put together a competent team of colleagues to press forward in the days and weeks ahead and compose a coherent meaningful organisational roadmap.
Often an early activity in strategic planning involves visioning exercises and imagining a preferred future for the entity. Teams start off brainstorming in a conference room or on a group retreat. Ideas are listed and contemplated. But starting off with such group work and without mindfulness of biases may hinder the best ideas from surfacing.
