NCJ Number
145333
Date Published
1993
Length
175 pages
Annotation
This manual introduces futures thinking and vision development and explains how to design and conduct a workshop in which participants develop a vision for the future structure and operation of their courts.
Abstract
The manual explains the difference between a vision and a strategic plan, emphasizing that developing an organizational vision demonstrably clarifies goals, aids in setting priorities, and increases employee motivation. It also details what a court vision process requires in the way of support, resources, and activities; suggests ways in which the organizer can set the context for the participants; and suggests how vision development might be included in ongoing court planning and management activities. Individual chapters introduce the basic perspectives and concepts of futures thinking and foresight: trends, scenarios, visions, and strategies and examine the interaction of vision with organizational morale, productivity, and creativity as well as the requirements for successful visioning. Additional chapters discuss advance planning and logistics for a vision workshop; time allocations and facilitation requirements; sample agendas and exercises; and the types of background information and statistics to help orient participants who are not with the court. A final chapter discusses methods of continuing vision development and linking it to planning and management. Appended workshop materials, materials from Florida and Oregon workshops, quotations regarding visioning and leadership, lists of references, and list of participants at the Courts Vision Process Design Workshop