WHERE
The method for prioritisation has been used by the C3 partnership with social enterprise organisations, including Bristol wireless, as part of a performance improvement programme. Bristol Wireless is a volunteer run co–operative committed to social improvement through the building of a wireless computer network. Freely distributable and alterable software is promoted by providing training, support and advocacy.
By providing a computer network that is free to use they can grant access to the Internet as well as services similar to television, telephone and radio distributing locally focused content. Environmental sustainability is key to their philosophy; using primarily recycled and home made equipment, with many computers being provided freely to potential network users and community organisations.
WHY
Bristol Wireless underwent a performance improvement self assessment process (using C3Peform), which resulted in over 60 ‘ideas for improvement’ . It was important that they reduced these 60 down to something realistic and manageable without that process taking too long.
Volunteer led groups can sometimes be so worried about making mistakes that they spend too long trying to work out exactly what the right thing is. Unfortunately the mistake can often be taking so long to make a decision that the moment has passed.
Good solution in time, is sometimes better than the best solution
HOW
The use of coloured stickers to democratically reduce a list of improvements can enable a group to move quickly to action planning stage without lingering too long in the prioritisation stage. Because it is quite a rough method of prioritising it is necessary to explain a few basic principles:
- The coloured stickers are used to prioritise ideas for improvement. This is done by members of the organisation who have an excellent knowledge of the organisation and can be trusted to make good decisions.
- A good decision now is better than a perfect decision next month (when it may be too late)
- A record is kept of those ideas for improvement that have not gone on to the action plan and can be revisited in the future – nothing is lost.
The performance improvement advisor working with Bristol Wireless prepared for the meeting by copying the 60 ideas for improvement identified in the self assessment workbook into a new document. The font size of the document was increased (min 20 point), printed out and cut to divide each idea of improvement on to a separate piece of paper.
Each individual idea for improvement was laid out on a table and Bristol Wireless Performance Improvement (PI) Team (four volunteers) spent some time sorting them to identify improvements that were similar or connected and putting them into sets that made sense to them. Each set was given a heading, for example improving customer service. Again it was necessary to remind them that speed was more important than perfection.
Each member of the PI team was given 5 green stickers and 1 red sticker and instructed to place one green sticker against the improvement set that they felt had the highest priority for action, and the remaining 4 stickers against the 4 highest priority improvement sets. The red sticker was to be placed against the set that they felt had the least priority. Asking the participants to think about the lowest priority enables them to place to the green stickers and engenders an improved sense of democracy. If an item has both a red sticker and a green sticker a debate is held until consensus is achieved. Bristol Wireless was generally consistent with their placement of stickers and such a debate wasn’t necessary.
Once the selection has been made, remove all sets that don’t have any stickers on them. It may also help to remove sets that only have 1 or 2 stickers on them, as long as all participants agree. Physically removing the unselected ideas for improvement ensures that participants don’t keep returning to them and instead focus on what has been selected.
Having reduced the list if potential improvements to something manageable Bristol Wireless were able to put together an action plan and at their quarterly review reported excellent progress in all areas.
Transferability
This tool could be used in any situation where a democratic method for prioritising improvements/actions is needed. In this instance 4 people were involved, however the method can be used with larger groups as long as there are more actions than stickers given out.
For more information: Please visit the C3 web site