Once you'd identified with your vision, what did your mind naturally begin doing? What did it start to think about? "What time should we go?" "Is it open tonight?" "Will it be crowded?" "What's the weather like?" "Should we change clothes?" "Is there gas in the car?" "How hungry are we?" That was brainstorming. Those questions were part of the naturally creative process that happens once you commit to some outcome that hasn't happened yet. Your brain noticed a gap between what you were looking toward and where you actually were at the time, and it began to resolve that "cognitive dissonance" by trying to fill in the blanks. This is the beginning of the "how" phase of natural planning. But it did the thinking in a somewhat random and ad hoc fashion. Lots of different aspects of going to dinner just occurred to you. You almost certainly didn't need to actually write all of them down on a piece of paper, but you did a version of that process in your mind[2].
Once you had generated a sufficient number of ideas and details, you couldn't help but start to organize them. You may have thought or said, "First we need to find out if the restaurant is open", or "Let's call the Andersons and see if they'd like to go out with us." Once you've generated various thoughts relevant to the outcome, your mind will automatically begin to sort them by components (subprojects), priorities, and/or sequences of events. Components would be: "We need to handle logistics, people, and location." Priorities would be: "It's critical to find out if the client really would like to go to dinner." Sequences would be: "First we need to check whether the restaurant is open, then call the Andersons, then get dressed."
Finally (assuming that you're really committed to the project— in this case, going out to dinner), you focus on the next action that you need to take to make the first component actually happen. "Call Suzanne's to see if it's open, and make the reservation."
These five phases of project planning occur naturally for everything you accomplish during the day. It's how you create things — dinner, a relaxing evening, a new product, or a new company. You have an urge to make something happen; you image the outcome; you generate ideas that might be relevant; you sort those into a structure; and you define a physical activity that would begin to make it a reality. And you do all of that naturally, without giving it much thought.
Natural Planning Is Not Necessarily Normal
But is the process described above the way your committee is planning the church retreat? Is it how your IT team is approaching the new system installation? Is it how you're organizing the wedding or thinking through the potential merger?
Have you clarified the primary purpose of the project and communicated it to even one who ought to know it? And have you agreed on the standards and behaviors you'll need to adhere to to make it successful?
Have you envisioned success and considered all the innovative things that might result if you achieved it?
Have you envisioned wild success lately?
Have you gotten all possible ideas out on the table— everything you need to take into consideration that might affect the outcome?
Have you identified the mission-critical components, key milestones, and deliverables?
Have you defined all the aspects of the project that could be moved on right now, what the next action is for each part, and who's responsible for what?
If you're like most people I interact with in a coaching or consulting capacity, the collective answer to these questions is, probably not. There are likely to be at least some components of the natural planning model that you haven't implemented.
In some of my seminars I get participants to actually plan a current strategic project that uses this model. In only a few minutes they walk themselves through all five phases, and usually end up being amazed at how much progress they've made compared with what they have tried to do in the past. One gentleman came up afterward and told me, "I don't know whether I should thank you or be angry. I just finished a business plan I've been telling myself would take months, and now I have no excuses for not doing it!"
You can try it for yourself right now if you like. Choose one project that is new or stuck or that could simply use some improvement. Think of your purpose. Think of what a successful outcome would look like: where would you be physically, financially, in terms of reputation, or whatever? Brainstorm potential steps. Organize your ideas. Decide on the next actions. Are you any clearer about where you want to go and how to get there?
To emphasize the importance of utilizing the natural planning model for the more complex things we're involved with, let's contrast it with the more "normal" model used in most environments — what I call unnatural planning.
When the "Good Idea" Is a Bad Idea
Have you ever heard a well-intentioned manager start a meeting with the question, "OK, so who's got a good idea about this?"
What is the assumption here? Before any evaluation of what's a "good idea" can be trusted, the purpose must be clear, the vision must be well defined, and all the relevant data must have been collected (brain stormed) and analyzed (organized). "What's a good idea?" is a good question, but only when you're about 80 percent of the way through your thinking! Starting there would probably blow anyone's creative mental fuses.
If you're waiting to have a good idea before you have any ideas, you won't have many ideas.
Trying to approach any situation from a perspective that is not the natural way your mind operates will be difficult. People do it all the time, but it almost always engenders a lack of clarity and increased stress. In interactions with others, it opens the door for egos, politics, and hidden agendas to take over the discussion (generally speaking, the most verbally aggressive will run the show). And if it's just you, attempting to come up with a "good idea" before defining your purpose, creating a vision, and collecting lots of initial bad ideas is likely to give you a case of creative constipation.
Let's Blame Mrs. Williams
If you're like most people in our culture, the only formal training you've ever had in planning and organizing proactively was in the fourth or fifth grade. And even if that wasn't the only education you've had in this area, it was probably the most emotionally intense (meaning it sank in the deepest).
Mrs. Williams, my fourth-grade teacher, had to teach us about organizing our thinking (it was in her lesson plans). We were going to learn to write reports. But in order to write a well-organized, successful report, what did we have to write first? That's right — an outline!
Outlines were easy, as long as you wrote the report first.
Did you ever have to do that, create an outline to begin with? Did you ever stare at a Roman numeral I at the top of your page for a torturous period of time and decide that planning and organizing ahead of time were for people very different from you? Probably.