{"id":10537,"date":"2026-04-15T05:14:34","date_gmt":"2026-04-15T05:14:34","guid":{"rendered":"https:\/\/bcl.training\/?page_id=10537"},"modified":"2026-05-01T05:11:06","modified_gmt":"2026-05-01T05:11:06","slug":"case-study-master","status":"publish","type":"page","link":"https:\/\/bcl.training\/?page_id=10537","title":{"rendered":"GoalScoping Case Study: Event Planning"},"content":{"rendered":"
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GoalScoping Case Study: Event Planning<\/h1>\n

Planning a Creative Public Event with Energy & Lasting Impact<\/b><\/h3>\n<\/div>\n

GoalScoping is 100% a visual group exercise. This page attempts to show with words and some sketches, what would happen in a dynamic setting involving a whiteboard (physical or virtual) in a facilitated session with a single, large, evolving GoalScoping diagram. Imagine far fewer bullets and far more human-human interactivity!<\/i><\/p>\n

<\/i>Determine the Main Goal<\/h2>\n

In simple terms, this one-day event is the idea of one person whose mission is to promote ‘Kiwi Ingenuity’. This is not financially driven — it’s to get the community, and especially the more creative members of the community, to come together and have the chance to be inspired, form networks, and explore ways to connect and think.<\/p>\n

The paragraph above is a bit ‘fuzzy’ though and takes time to repeat. It’s better if there is one central goal<\/b> that can be said quickly and that remains constantly true, even if the underlying detail changes a little. So a brainstorming session is run and turned into one short clear goal.<\/p>\n

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<\/i>Initial Brainstorm<\/h3>\n
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  • <\/i><\/span>‘Squeeze-jam moments’<\/p>\n
  • <\/i><\/span>Attract creative people<\/p>\n
  • <\/i><\/span>Share\/spark ideas<\/p>\n
  • <\/i><\/span>Trusted\/safe space<\/p>\n
  • <\/i><\/span>Ideas profiled & sorted<\/p>\n
  • <\/i><\/span>Ideas are taonga<\/p>\n
  • <\/i><\/span>‘What step next’ answers<\/p>\n<\/ul><\/div>\n<\/p><\/div>\n
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    <\/i>Long Narrative\/Discussion (Draft Goal)<\/h3>\n

    Have a well-structured event that anyone can come to, but attracts especially creative types. Find a way to let people find other people like them (create like-minded spaces that people can choose to hang out in).<\/p>\n

    Trigger creativity in lots of big and small ways. Generate ideas through lots of catalysts, such as a variety of brain-storming games. Make this part of a structured plan, while allowing it to also be free-flowing — not too ‘planned’.<\/p>\n

    Give people lots of value, both during the event and as something to take away (good feelings, ideas, confidence, contacts …). Set the scene for a long-lasting effect and create demand for a repeat of the event (annual).<\/p>\n<\/p><\/div>\n

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    <\/i>Goal<\/h3>\n

    <\/i>Bring together people and develop their creativity within a unique structured environment that is dynamic, vibrant and energising <\/p>\n

    Recognise the value of ideas and the identity of people. <\/p>\n

    Have constructive effect on visitors that lasts well past the event <\/i><\/p>\n<\/p><\/div>\n<\/div>\n

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    <\/i> Check: The main goal is written as a pure goal, not as a set of actions<\/p>\n

    <\/i> Check: Imagine the event has happened and the goal was met. Don’t worry about detail — did meeting the goal as stated, meet your vision? If the answer is “yes”, proceed:<\/p>\n

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    <\/i><\/i><\/i>Determine the Sub-goals<\/h2>\n

    The event does not have a lot of manpower. Mostly this is one person doing the planning, who then needs to delegate many tasks to people who do not necessarily talk much to each other. So having too many sub-goals at this stage may make this too hard to manage. Keep It Simple.<\/p>\n

    State the goals as pure goals, not as actions that lead to an outcome. Analogy:<\/b> When you buy a drill bit<\/i> your goal is not to own a drill bit — your goal is to own a hole<\/i><\/p>\n

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    Potential Sub-goals<\/h3>\n
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    • <\/i><\/span>Structured event<\/p>\n
    • <\/i><\/span>Ability to be flexible<\/p>\n
    • <\/i><\/span>Creative spaces<\/p>\n
    • <\/i><\/span>Trigger ideas<\/p>\n
    • <\/i><\/span>Help people network<\/p>\n
    • <\/i><\/span>Help people find groups<\/p>\n
    • <\/i><\/span>Things to take away<\/p>\n
    • <\/i><\/span>Pull people to the event<\/p>\n<\/ul><\/div>\n<\/p><\/div>\n
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      Rationalise Down to 3-6 Sub-goals<\/h3>\n

      The ability to stay flexible increases if the platform\/structure is solid. People need to feel both that there is freedom and that there is a sense of order. Absolute chaos is not helpful. Too much order and control though will stifle creativity.<\/p>\n

      It’s important to place people at the centre and to simply facilitate how they move and who they meet. Let them self-identify, and make it easy for people to find people and places that might result in synergy. Respect for their culture, their identity, their processes, and the value of the ideas themselves (the taonga).<\/p>\n

      Put additional energy into the event, in the form of ideas, games, triggers. These should keep people surprised and engaged. But also safe. <\/p>\n

      To give real value, make the event have a long-lasting effect. Way past the day itself. People should say things like “we got this group together at the event last year” and “we know what to do to take this to the next level”<\/p>\n<\/p><\/div>\n

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      Result: 4 Sub-goals<\/h3>\n

      <\/i>Platform:<\/b> A structured and solid platform that allows flexibility while maintaining flow and a sense of direction\/order<\/p>\n

      <\/i>Identity:<\/b> Creative people are attracted to the event, are able to self-identify, and are able to find and join people\/spaces that resonate with them<\/p>\n

      <\/i>Ideation: <\/b>Ideas seem to flow spontaneously and people are able to explore the whole event<\/p>\n

      <\/i>Impact:<\/b>The event has a long-lasting effect for many, leading to ripple effects in the wider society<\/p>\n<\/p><\/div>\n<\/div>\n

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      <\/i> Check: Before moving to the next step, check that the four sub-goals ‘add up’ to the main goal (above)<\/p>\n

      <\/i> Check: The goals should not overlap. They might have interdependencies, but they do not repeat parts of each other<\/p>\n

      <\/i> Check: Ask the question “if we met all four sub-goals, will we have met our main goal?” If the answer is “yes”, proceed:<\/p>\n

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      <\/i><\/i><\/i><\/i>Outline next-level goals for sub-goal 1, “Platform”<\/h2>\n

      Remember that the first sub-goal is “A structured and solid platform that allows flexibility while maintaining flow and a sense of direction\/order”<\/b>. We need to break this down into 3, 4, 5 or 6 subsub-goals. Only then do we start to think about the “how”.<\/p>\n

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      <\/i>Platform: Ideas<\/h3>\n