The manager should use future searches to improve the conditions within the college since it enables diverse groups with a stake in the running of the college to decide the future wellbeing of the college (Weisbord & Janoff, 2010). The technique offers various college personnel a channel to provide their ideas on appropriate ways of managing the college for its goal attainment.
As a new manager with no experience in running a learning institution, the students and employees have a lot of know-how on they want the college to look like suiting their needs and wishes for the future wellbeing of the institution. When people come together and offer their opinions, the information collectively organized by the manager and employed for better control and supervising of the college. When the students and employees give their views on college governance, they're outlining the future of the institution. They will provide ideas during the conference, and the college management will evaluate them, making the people the decision-makers. The conference offers the employees and the students an equal opportunity to do what the administration does.
Since it is a new learning institution, the employees and students understand the current position of the school. They know the current trends that should be incorporated to make it highly competitive. They have adequate knowledge of the hardships they are facing, and providing them with an avenue to give their opinions on running the college ensures that they are satisfied. It is because they are the ones who made decisions on how to carry out various procedures, and it gives them a sense of satisfaction not to complain to the management since they're responsible for formulating the regulations.
Future search technique also allows the students and employees to respect each other since their knowledge in governing the college is not expendable (Whitney, 2001). The school management will not be alert of complains from the students and employees since the two parties already know they made the rules governing the school and can settle any dispute together without involving management. It saves college management time and other resources used in solving the student-employee or student-management conflicts for faster goal attainment by the college.
In the video game scenario, the CEO of the company should use the future search technique to determine the kind of video games to be developed by the company. It is because this method of group intervention allows the young videogames designers, the experienced executives, and various company employees to sit and present their opinions to the CEO on the most appropriate type of video games to the company should produce. The future search technique is action-oriented (Leith, 1996).
The CEO organizes a meeting calling all the employees of the company. He enlightens the employees on the efforts by the experienced executives to stick with the video games that are currently in circulation and the new unique video games that the five videogames designers want to create. The employees will then be allowed to present their ideas. They will evaluate the past of the company and the strategies that were put in place to enhance establishment. The videogame designers created the brand, and it soared in the market because of its uniqueness. Currently, there is stiff competition in the creation of video games.
Since the employees are part of the organization, stating the primary purpose of the method develop a new video game or come out with similar popular games produced by their competitors. Open Space Technology (OST) gives a chance for the CEO organize and run a meeting where the video game designers and the executives will be invited to focus on a specific and vital task which is, which opinion should be used to make more profit for the company (Weisbord,2000). It is because the employees are an excellent source of information, and they are the once who are aware of the new emerging trends within the video game. This method helps the CEO to everybody in one room to explore the desires of every participant in the company and resolve the conflict and focus on the future of the company.
In the third scenario, the three departments do not work as a team since those on the sales department are more active, and they focus on the vision of the company but brings a little profit to the unlike those in accounting and information technology who are making progress yet they are not being noticed making then to quit their jobs. For a broader range of input to be placed by the remaining employees, the CEO should apply the future search approach, and with this approach, he will be in a position of knowing every employee ha his unique way of doing things, and people work at different rates by having different experiences. (Weisbord & Janoff, 2000)
For a company to make more profit the CEO should organize a meeting for all the employees since through the session the CEO will be in a position to accept the fact that employees tend to know things well since they will come up with the latest trends in other companies that they will apply within the company to create a conducive working environment without them feeling that the employee is bias o some departments, employees will also participate actively in the meeting since people look for opportunities to engage their heads because of the desire to be part of the company's decision - making, it will also empower the employees to feel well-informed and confident concerning the future of the company (Weisbord, 2010).
Lastly, the CEO of the insurance company uses Open Space Technology (OST) during the conference to come up with topics to be covered. The meeting's resolutions are not successful since their application did not yield any positive impact amongst the workers. It is because the workers keep repeating their pattern of behavior. According to Leith (1996), the CEO is acting like he is in control of every employee, and anyone else's opinion is not required since he is the dominant making him come up with topics of discussion and implementation ways of the discussed issues. Leith further suggests that for the employees to do what is right, the CEO should apply the change model approach based on confidence and collaboration. The method will help the employees to understand that they are not being controlled; instead, they should trust the CEO hence enabling the two parties to discuss the future of the company without feeling that the administration ignored their opinions (Leith, 1996).
The approach helps the CEO to replace dominance with cooperation, and this will help him to avoid the individual generation of topics to be discussed during the conference and force the employees to attend the meeting by making it mandatory. Instead, he will request the opinions of the employees to mention the topic they would like to discuss during the conference and the right way of implementing the outcomes. It can be done by bringing together employees in one room and applying the intervention strategy of thinking approach where everybody's views are essential, and they will be aware of several reasons and effects as to why the employees are slow in implementing the topics the CEO recommended during the meeting, and the reason as to why there is a repeating pattern of behavior among them despite the recommendations (Weisbord, 2010). The approach enables the employees to have confidence in their capabilities and of others to do the right thing without being monitored by the CEO.
Leith, M. (1996). Organizational change and large group interventions. Career Development International, 1(4), 19-23. https://doi.org/10.1108/13620439610124675
Weisbord, M. R., & Janoff, S. (2010). Future Search as Action Learning. In Action Learning and its Applications (pp. 179-191). Palgrave Macmillan, London. https://doi.org/10.1057/9780230250741_12
Weisbord, M, R, and Janoff, S, (2000.) Future search: An Action Guide to Finding Common The ground in Organizations and Communities (2nd ed), Berrett-Koehler Publishers, Ine, San Francisco, CA.
Whitney, D, 2001, Postmodern principles and practices for large scale organizational change and global cooperation. In D, L, Cooperrider, P, F, Sorensen Jr, T, F, Yaeger, and D, Whitney (eds,/ Appreciative Inquiry: An Emerging Direction for Organization Development. Tipes Publishing, Champaign, IL, pp, 397-412,
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