The 3*sixty*3D Corporate Facilitation Model is designed to assist companies and groups in their Strategic Planning and Decision Making Functions.
What others have said about this process:
"Thanks Great Process and Presentation - I started out very negative (because of the current business situation between myself and my partners) but this was an excellent event! The facilitation was completely objective and well directed - as can be seen from the results for the Company"
The model consists primarily of the facilitation of a Strategic Process. This Strategic Process is designed to:
Help Groups to SEE - hence the 3*sixty (creating a 360 degree perspective)
Help Groups to COMMUNICATE using the 3D communication model (outlined below)
Help Groups to THINK a natural individual task, harder in a group
Principle Tools: The primary tools used in group planning and decision making is communication. The 3*sixty*3D facilitation model is primarily about the management of communication to achieve a full view of what is going on.The 3D communciation model comprises the management of 3 main types of communication, these are;
Dialogue
Discussion, and
Debate
Each of these has a vital role to play in group planning and decision making. However not only the type of communication but also the combination and sequence of these three communication types is crucial to their successful use in achieving planning and decision making objectives. The desired result of the 3*sixty*3D intervention is to create an IMPACT on your business bottom line. The specifics of this impact will depend on the group specific goals and objectives targeted.
I Implementation; the ground work to establish specific do-ables needs to be carried clearly into a phase of implementation. The sharp end of the arrow is the starting point;
M - Measurement; vital to the success of the process is the ability to measure what has been achieved part of the identification of specific actions is to quantify how and when they will be measured;
P Proactivity; this needs to prevail as the predominant attitude going forward. Nothing kills initiative like a lack of proactivity.
A - Accountability; to keep the tension between setting out to accomplish what has been decided as opposed to reverting to the status quo a clear system of accountability (internal and if necessary external) needs to be put into place;
C Commitment; fundamentally no strategic planning and decision making can be carried out without a clear commitment from all parties and stakeholders in the process top to bottom;
T Tour de Force; defn: a feat requiring unusual strength, skill, or ingenuity, an exceptional achievement, a stroke of genius. This is the ultimate intent of any intervention, to unlock the genius of the team and enable them to perform to the best of their ability.
