appreciative-inquiry

Appreciative Inquiry

Through hundreds of sessions of appreciative inquiry — a planning model that leverages the power of positive conversation and success stories to build upon an institution's core capabilities — thousands of Yellow Jackets shared their aspirations for Georgia Tech. They provided leadership with the ideas that would help shape a new mission, vision, and related goals and tactics for the Institute by answering the question: What's your biggest dream for Georgia Tech?

What’s your biggest dream for Georgia Tech?

The rationale behind asking all Institute stakeholders this question was to unearth common themes that would help all Yellow Jackets come together to build a common dream and direction for the future.

Bringing Data Alive Through Analysis

To get to the core of the stakeholder feedback so that the strategic plan could be carefully shaped according to the input from such a vast community, meticulous collection and analysis of the data was performed with the help of Georgia Tech’s Institutional Research and Planning unit.

Visioning by the Numbers

Through some 110 appreciative inquiry sessions, more than 5,700 stakeholders provided feedback for the new strategic plan during the Visioning phase.

2,635

undergrads, grads, and postdocs

1,110

staff members

862

faculty members

713

alumni

259

members of the Georgia Tech advisory board

89

parents

121

government, industry, community, and K–12 partners

Visioning Session Testimonials

To ensure that the end product would be a true reflection of the entire community’s aspirations for Georgia Tech, soliciting feedback from all Institute stakeholders was key to the strategic planning process.

Surabi Srinivasan

It’s important for students who are affected by strategic decisions in everyday life to speak up for what they want."

—Surabi Srinivasan

Student, H. Milton Stewart School of Industrial and Systems Engineering

Michael Toney

The appreciative inquiry exercise provided a refreshing take on strategic planning thinking. We are often in fix-it mode, and this provided dedicated space to ground ourselves in the strengths of the Institute as a way forward. In particular, we shared a desire to focus on access, service, and innovation. As I heard from my colleagues in the room, I sat both humbled and excited to be a part of Georgia Tech’s future.”

—Michael Toney

Director of Academic Administration

Jackson Caruso

It’s super important for student voices to be heard in the strategic planning process because this is the vision that we want to create for our Institute for years to come, and as students we get to shape and be the voice for the Institute."

—Jackson Caruso 

Student, School of Public Policy

vision-to-action

Vision to Action

The timeline for the planning process was divided into three stages: Visioning (September 2019-January 2020), Goal Setting (February-June 2020), and Implementation (June 2020-the present). A Vision for Georgia Tech 2020-2030 — Inclusive Innovation for a Better Future will launch in Fall 2020.

Sharing the New Narrative

Draft Launched

Following the collection of feedback from the appreciative inquiry sessions during the Visioning stage, a draft of the foundational narrative, vision, theme, and values and beliefs that ultimately shaped the strategic plan was released to the Georgia Tech community in February 2020. This part of the process allowed for all stakeholders to have the opportunity to submit feedback for consideration in the refining of the Institute’s strategy.

A New Narrative​

Goal Setting​

Focusing on Core Themes

Working groups formed

In the second phase of the strategic planning process, working groups were formed to focus on six strategic themes that resulted from the Visioning phase.

Each group was comprised of internal and external stakeholders with specific knowledge, skills, and responsibilities in each of the six strategic impact theme areas: Amplify Impact, Champion Innovation, Connect Globally, Expand Access, Cultivate Well-Being, Lead by Example. Working groups were tasked with delivering goals, objectives, and measures of success around each theme.

Planning for Action

Mobilization begun

With clear goals and tactics outlined in the second phase, units and program leaders have begun mobilization of the Institute plan by creating plans for how their respective groups will contribute to the Institute-level strategy.

Planning In Action​