What does the phrase ‘Setting the Table’ mean to you? I have used this phrase for years as a metaphor for how I approach the development of organizations. This view defines the phrase as a proactive, positive development tool or concept to use to fit the elements that make a successful organization together. If you Google “Setting the Table”, you will find a huge amount of references to a best-selling book written in 2008 by Danny Meyer regarding hospitality being a transformative force in the business world. In the context of this article, ‘setting the table’ goes well beyond hospitality to be a guiding principle for startup and maturing businesses and organizations to use as a philosophical guide for improvement management.

This article is unlike any written before in that all of the words and concepts are not completely from the author. For this article, I have chosen to work with a source that can do the research faster and more thoroughly than I am able to do. For this reason, I am printing a disclaimer for the following paragraph of content.

“This article was developed with insights generated through discussions with ChatGPT, an AI language model by OpenAI.”

ChatGPT responded to my queries with:

Here are some key reasons why “setting the table” is a valuable way to frame development issues:

Intentional Preparation – Ensures that all necessary elements (people, resources, perspectives) are in place before action begins.

Inclusivity – Encourages diverse voices and stakeholders to have a seat, fostering collaboration and buy-in.

Clarity & Alignment – Establishes shared goals, values, and expectations before execution, reducing misalignment later.

Trust & Relationship-Building – Creates a welcoming and structured environment for constructive discussions.

Anticipation of Challenges – Identifies obstacles in advance, allowing for proactive problem-solving.

Flexibility & Adaptability – A table can be adjusted, expanded, or reset as needed, mirroring the needs of dynamic development efforts.

Many readers in Southern Oregon knew, or knew of, Bill Thorndike. Bill was an icon for the region and State, promoting prosperity through an underlying faith in the goodness of people and for the thoughtful development of economies and human potential. Many other people knew him better than I did, but while I started to write this article, I listed some of the attributes Bill demonstrated, as least as far as I knew him.

The Bill Thorndike I knew demonstrated:

Advocacy: Lifelong advocacy for Southern Oregon and helping define ways of improving the region;

Consistency: People knew what he stood for and for when he could support them;

Capability: Bill’s combination of education and experience was unmatched;

Listened and articulated well: In this order, pacing thought into his responses;

True interest in helping others: Self-explanatory;

Built the relationships that sustained him and benefitted Southern Oregon: Understood where the foundation was for setting the table;

He Thought Forward: Demonstrated the power of having a set of guiding principles;

Humility: Quiet, but thundered when he spoke;

Exuded trust: A cornerstone for obtaining effective results; and

He did not manage his business affairs from a reactive perspective.

Fig. 1: Author’s view of ‘Setting the Table’ and executing a strategy effectively.

The point being developed is that if one incorporates some simple attributes inherent in us all, is thoughtful in how these are applied to ‘set the table’ in real life, then communicates and asks for alignment and buy-in by others sitting around the table, great outcomes can be achieved.

Great outcomes are not restricted to business or organizational development. Bill taught us that it extends to community, regional and Statewide issue resolutions as well. 

Great outcomes involve people – plural – and aligned efforts dedicated to achieving goals. One great person’s legacy is a blueprint for us all to emulate.

Southern Oregon University Small Business Development Center

541.552.8300                       sbdc@sou.edu

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Oregon Small Business Development Centers are funded in part through a cooperative agreement with the U.S. Small Business Administration, and by the Oregon Business Development Department. All opinions, conclusions or recommendations expressed are those of the author(s) and do not necessarily reflect the views of the SBA.