EXECUTIVE SUMMARY:
For a National Society to be well-functioning in its negotiations with decision makers in state government, it needs to have a coherent, unambiguous strategic direction. To encourage the National Society to speak with one voice, this strategy is generally written down in its strategic plan. The plan itself, however, can quickly become an obsolete document unless discussions and negotiations result in commitment to the plan, with all decision-makers in the National Society understanding these commitments. The strategic planning process endeavours to do this.
In 2011, Afghanistan’s National Society, the Afghan Red Crescent Society (ARCS), needed to update its strategic plan in line with the IFRC Strategy 2020 (IFRC, 2010). In essence, Strategic Plan 2012-2015 (ARCS, 2011) was the written expression of the strategic planning process that was carried out during August and September 2011 - a process in which ARCS made decisions on where it wanted to be and why, and how it was going to get there. The specific reasons for developing such a plan, however, were not immediately apparent to the majority of staff (apart from that it was mandatory to have one), even those at senior level. Identifying the reasons for planning and how to approach the process therefore played a significant role in developing the final document.
As strategic plans are generally functional documents which provide little information on the process that formed them (thus limiting the applicability of textual discourse analysis), this paper focuses on the strategic planning process. Furthermore, as strategic planning often involves a series of high-level closed meetings held primarily to update the previous plan, this paper is unusual as it also illustrates the diplomacy required to build a policy environment for a plan that also included organisational restructuring. Essentially, this paper attempts to show how humanitarian diplomacy can, and often needs to be applied to Red Cross Red Crescent (RCRC) National Societies during strategic planning in order to affect positive changes.
The role of facilitator as a humanitarian diplomat is discussed and it is considered how modifying the mode of discourse in an organisation can affect the power relations to encourage a more inclusive approach to developing strategies. A situational analysis prior to the process, and a survey at the start of the process are both shown to inform how the strategic planning sessions were conducted. Quiet diplomacy and a series of open communicative tasks based on social constructivist theory was applied to support the creation of a shared reference framework that
encouraged cooperation, rather than competition, between members of the strategic planning committee. Some of the techniques used in sessions, which are commonly used in classroom teaching, are presented. An evidence-based logos approach to organisational restructuring , which was used to develop strategic goals on which the mission and vision of ARCS is now based, is evaluated, highlighting the need to use a variety of tools from the humanitarian toolbox when dealing with complex decision-making processes.