Resources Used:Resources Used:Diagnosis Section Excerpt – Presentation on “Processes and Diagnosis Section Excerpt – Presentation on “Processes and Best Practice for Positive Community Change in Wisconsin”, Best Practice for Positive Community Change in Wisconsin”, Community Development Society Conference, 2012. (In Community Development Society Conference, 2012. (In conjunction with Nicole Sidoff)conjunction with Nicole Sidoff)

Diagnosis – Adaptation by Grabow of Presentation by Jenny Diagnosis – Adaptation by Grabow of Presentation by Jenny Erickson and Catherine Neiswender with Guidance by David Erickson and Catherine Neiswender with Guidance by David Hinds from “Training Program on Strategic Planning: Local Hinds from “Training Program on Strategic Planning: Local Government and Community Applications”, 2011.Government and Community Applications”, 2011.

Diagnosis: Determining The Appropriate Community Development Response

Southern Region CNRED In-ServiceNovember 15, 2012

Steve GrabowSteve GrabowProfessor and Community Development EducatorProfessor and Community Development EducatorUniversity of Wisconsin – Extension, Jefferson Count OfficeUniversity of Wisconsin – Extension, Jefferson Count Office

Processes & Best Practice for Positive Community Change in Wisconsin

Nicole SidoffAssistant Professor & Community Development Educator

Steve GrabowProfessor & Community Development Educator

University of Wisconsin – Extension

Community Development Society 2012International Conference

July 24, 2012

DiagnosisDiagnosisVisioning and Planning

Multi-Day Retreat Weeks/Months 6 months – 1½ years

Several Hours Multi-session

Diagnosis

Extensive Simplified

Source: Oregon Vision Project, 1993, p. 14

University of Wisconsin-Extension, Strategic Planning Program Team, June 1997

DiagnosisDiagnosis

Step 0Diagnosis

Step 1Plan for Planning

Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10

Design the Approach

(Other Purposeful Activities)

Education and Learning

Research

Evaluation

Operating and Supervising

A simplified illustration showing the parallel tracks of activities occurring concurrently with planning.

Sources: University of Wisconsin-Extension, Citizen Participation TeamUniversity of Wisconsin-Extension, Strategic Planning Team

*The three step mini-process of “Generate-Organize-Select” occurs both formally and informally in each step of the planning process. These three mini-process steps are also referred to as “Search-Synthesize-Select”. Information and ideas are sought during “search”; patterns are uncovered in “synthesize”; and priority actions are identified in ”select”.

Planning

DiagnosisDiagnosis

Five Purposeful Activities:Five Purposeful Activities:– Operating & supervisingOperating & supervising– Planning & designPlanning & design– ResearchResearch– EvaluationEvaluation– LearningLearning

Each is activity unique in:Each is activity unique in:– ApproachApproach– Strategies/skills/tools/roles required to Strategies/skills/tools/roles required to

pursuepursue

DiagnosisDiagnosis

– ActivistActivist– AdvocateAdvocate– Boundary spannerBoundary spanner– ChairpersonChairperson– Conflict resolverConflict resolver– Consultant/advisorConsultant/advisor– ConvenerConvener– Information Information

resource providerresource provider

InnovatorInnovator Materials specialistMaterials specialist Organizer/promoterOrganizer/promoter People involvement People involvement

specialistspecialist Recorder/record Recorder/record

keeperkeeper Resource generator/ Resource generator/

coordinator/developercoordinator/developer Writer/editorWriter/editor

Purpose-Based ActionImportant Supporting Roles

DiagnosisDiagnosis

Planning steps can be used solo or in Planning steps can be used solo or in combinations to achieve various combinations to achieve various purposespurposes

Should be based on relevance and Should be based on relevance and appropriatenessappropriateness

Should lead to determining which Should lead to determining which purposeful activity should be pursuedpurposeful activity should be pursued

Diagnosis Jenny Erickson and Catherine Neiswender with guidance from David Hinds(And Adaptations by Steve Grabow)

Presented by Steve Grabow atthe Southern District CNRED In-Service

November 15, 2012

What is Diagnosis?What is Diagnosis? A method for

gathering information about how an organization or community functions: problem identification.

An up-front process to determine a follow-up response.

The purpose of diagnosis is to determine which purposeful activity

would best initially address the organization’s or community’s issues.

Organization/Community

Learning Operating & Supervising

Research

Planning & Design

Evaluation

Our ResponseOur Response Good diagnosis leads to the most

meaningful response by us!

Exercise

Silently generate a list of recent examples, from your practice, of projects from these five purposeful activities (in prior slide).

We will than share.

UW- Extension’s Role:UW- Extension’s Role:

Help the client to discover objective information, to better understand the situation to be faced, achieve a self-diagnosis and our diagnosis about the proper response.

Coach McCarthy

Back Up!Back Up!Many times clients have to be “backed

up” to get at the root of what is going on– What problem are they tackling?– Who has been involved?– What alternatives have

been looked at?

Back Up!-Conclusions: What we believe based on what we think and feel.

-Interpretations: How what we see or hear makes us think or feel.

-Data: What we actually see and hear.

What are the underlying issues?

Use questions to help clients determine what the underlying issues are -- not just address the obvious symptoms.

Diagnosis is Underrated.Diagnosis is Underrated.

A most important A most important step!step!

Methods for Methods for DiagnosisDiagnosis1.) Checklist/worksheet method2.) Branching questions/smart questions3.) Readiness assessment

Diagnosis: Diagnosis: Checklist/Worksheet MethodChecklist/Worksheet Method Guides that you develop or use that:

• Get at the clients’ situation.• Help determine the key purpose for the

response.• Help figure out the client’s ideal

expectations for a successful response.• Determine a framework for a realistic

response.• Help identify who needs to be involved

in the response.

“If you do not ask the right questions, you do not get the right answers. A question asked in the right way often points to its own answer. Asking questions is the A-B-C of diagnosis. Only the inquiring mind solves problems.” Edward Hodnett, British Poet

Diagnosis: Branching Diagnosis: Branching Questions/Smart QuestionsQuestions/Smart Questions

Readiness Readiness AssessmentAssessment In conjunction with the client, make sure

key capacity considerations are or can be put in place:

• Leaders energized for a response.• Resources available for the effort.• Necessary communication systems.• Structure and processes exist or can be

assembled.• Value can be identified• Timing is right.

Hypothetical Situation:Hypothetical Situation:Develop a SurveyDevelop a SurveyPRACTICE: The Phone Call…PRACTICE: The Phone Call…

Hello UWEX Agent. I am a member of a local organization, and we need your help to develop a survey.

NOW WHAT?

Start with QuestionsStart with Questions What is the purpose of the survey? What concerns or issues do you hope

it will address? How will you use the information? Have you done surveys before? How

did it go? What alternatives have you

considered?

Your skills may not be what is needed.

Find out what is needed.

Listen for CluesListen for CluesThey respond, “The purpose of the survey is to

determine if the members want to dissolve our organization”.

What question would you ask next?

Listen for CluesListen for CluesThey respond, “The purpose of the survey is to

determine if the members want to dissolve our organization”.

Evaluation: How do you determine if your organization is effective?

Planning & Design: Tell me more about the purpose and vision of your organization?

Learning: Do your members have the information they need to make this decision?

Listen for CluesListen for CluesUWEX: “Do your members have the

information they need to make a decision?”

They respond, “I am really surprised, but ask any of our members and they can’t tell you what we do.”

How would

you respond?

Diagnosis is an ArtDiagnosis is an Art

In the End…In the End…Hopefully, the client learns how to: ask better questions challenge their assumptions better diagnose their issues in the futureHopefully, we can: help guide the client to a meaningful

response

Lessons Lessons LearnedLearned

Listen or your tongue will make you deaf.

- Native American Proverb

Buy Some TimeBuy Some Time Let’s set up a meeting with key

stakeholders to discuss this further. Let me get back to you with some

ideas. Have you contacted…

Build Strong Build Strong RelationshipsRelationships

Create an environment where the client feels free to speak and share. – They are relaxed– They feel comfortable with you

Respond to the client’s emotions and language – both are vital

Diagnosis Gone WrongDiagnosis Gone Wrong Thinking is guided by a prototype and

you fail to consider the possibilities that contradict that prototype.

“I have seen this one before.”

Remember the “Principle of Uniqueness”: every situation is unique.

Adapted from Groopman, 2007

“It is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.” Abraham Maslow

Readiness RemindersReadiness Reminders Reasonable time frame Core of interested leaders willing to do the

leg work. Adequate resources Willingness, consensus and commitment

from the organization on direction and complete next steps.

Demonstrated willingness to stick with the plan.

Qu

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