PDF Summary:Strategic Doing, by Edward Morrison, Scott Hutcheson, et al.

The modern world presents complex, ever-changing challenges that traditional top-down strategies struggle to address. In Strategic Doing, authors Edward Morrison, Scott Hutcheson, and others introduce an approach emphasizing collaborative problem-solving through agile networks of diverse stakeholders.

Contrasting static hierarchies, Strategic Doing fosters dynamic networks to flexibly adapt and tackle "wicked" problems. The authors outline techniques for designing productive conversations that transform ideas into measurable outcomes and small-scale projects that build trust for tackling greater issues.

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The Essential Abilities and Methods for a Novel Approach to Cooperative Strategy Development

Morrison and his colleagues argue that solutions can be found for even the most complex and daunting challenges. Through years of work with groups facing these challenges, the authors have developed a new approach to strategy—Strategic Doing—that challenges us to change not just the way we "do” but also how we think about strategy and how we interact with colleagues and co-workers. Based on the concept of shared skills, Strategic Doing is less of a model than a discipline that, with practice, enables groups and organizations to manage complexity by designing collaborative conversations that lead to adaptive solutions. The initiative can start by leveraging the resources already held by the group.

Grasping the intricacies of networks and the methods to capitalize on them.

In today's economic environment, the importance of networks is a prominent characteristic that affects the dynamics within companies and also spreads across the wider commercial landscape. They unite based on common values, resources, or individuals, maintaining a flexible nature that enables the inclusion of new collaborators as the initiative advances and permits the departure of some participants. Individuals at the core of a network generally possess a strong shared comprehension, but as one extends further from the center, the complexity of communication increases. The true strength of a network lies in its capacity to coordinate its resources and collective efforts. The network must employ specific collaborative methods to ensure the most efficient use of resources.

Amalgamating diverse assets and resources across a network.

Morrison, Hutcheson, and their team assert that every group and individual has inherent capabilities which can be utilized to overcome common challenges. We frequently overlook these matters. These assets can include physical assets like buildings, meeting spaces, or equipment; knowledge assets, such as subject-matter expertise; social assets, like an individual person with access to a particularly important organization; or even capital assets, like philanthropic funding. The authors suggest expanding our viewpoint to include the skill of uncovering hidden capabilities and assets that individuals have developed beyond their work life, irrespective of whether these skills are acknowledged by themselves or by others. The essential components underpinning successful collaborations encompass these assets.

Fostering new opportunities through the engagement and organization of network participants.

The authors introduce the idea of creatively combining different assets to address an issue or create a new product. The writers argue that networks hold a synergistic potential, wherein the collective integration of seemingly modest individual elements can frequently result in extraordinary innovations. The writers offer numerous examples, such as the humble origins of the Caesar Salad and the diverse technologies combined to create the Global Positioning System (GPS). To generate novel ideas through the fusion of existing ones, one must adopt a mindset that transcends conventional limits. Leaders who are adaptable guide conversations among network participants to explore different possibilities.

Crafting discussions that are concentrated and effective in propelling strategic advancement.

The core method of developing strategy in Strategic Doing is centered on fostering dialogue throughout a network. Effective collaboration leading to results is not a product of chance. Network productivity can be improved when leaders adept at agility understand the significance of designing dialogues that foster collaboration. Our most complex challenges cannot be addressed unless we come up with more effective ways to learn from each other, to make joint decisions and to move those decisions into action. Leaders who are adaptable are crucial in nurturing a culture that promotes collective conversation.

Creating a setting that encourages open communication and the unrestricted sharing of thoughts.

The writers believe that tackling the complex and ever-changing challenges of our time with a preoccupation for hypothetical scenarios will not yield substantial advancements. Concentrating on what we lack, such as a shortage of team members, can hinder our progress. We must learn instead to begin with our strengths and to leverage them through collaboration. The authors recommend fostering a setting that motivates individuals to contribute their talents and resources. Establishing safe settings is crucial to fostering the growth of efficient networks.

Starting conversations by asking positive questions that concentrate on potential future opportunities.

Creating a valuable conversation among team members requires not just the choice of relevant questions but also a deep understanding of the elements that define a truly important question. The writers introduce two critical lines of investigation that support this endeavor. The approach developed by Ronald Heifetz highlights the significance of crafting questions specifically designed to address intricate challenges effectively. Investigating these inquiries paves the way for a multitude of potential answers and solutions, as there is no singular correct response. The matters addressed in this context are separate from technical inquiries, which generally necessitate a precise resolution and expert understanding for settlement. Our second line of thought is influenced by the pioneering method of Appreciative Inquiry, developed by David Cooperrider, guiding our focus toward leveraging existing strengths and future possibilities instead of fixating on problems and deficits.

Converting concepts into outcomes that can be quantified and acted upon.

When confronted by a complex issue, our natural response is to start conversations that focus directly on the topic at hand. This frequent pitfall typically leads to extended, unproductive discussions centered on assigning blame and identifying reasons, coupled with a continuous search for a perfect solution. Morrison's group proposes a different approach. They advise initiating dialogues that focus on discovering possible opportunities instead of dwelling on issues. The authors introduce three questions designed to help shape results that resonate on an emotional level.

Transitioning from ambiguous aspirations to establishing specific, measurable objectives.

Goals articulated with eloquence often fail to motivate action if they lack specificity. Morrison and his team encourage us to consider three essential questions that guide the collective efforts toward specific, measurable outcomes. What does a successful outcome look like? What could the interactions entail? If we achieve success, in what ways could it alter lives and to what extent? Inquiring about these three crucial matters not only fosters solidarity within the group but also links them to the collective challenge or opportunity they are confronting. The agile leader's responsibility, as outlined in "Strategic Doing," involves transforming ideas into measurable outcomes.

Employing measurement tools and adaptable processes to monitor advancements and implement required changes.

After a group has conceived of a potential future, the subsequent action is to establish the standards for evaluating the imagined scenario. Hutcheson, Morrison, and their team offer a novel viewpoint on the importance of metrics, even though they are often resisted because of their possible application as instruments of management. They recommend establishing specific benchmarks for success rather than adhering to inflexible standards for assessing outcomes. Employing these performance measures ensures consistency and plays a crucial role in averting potential disagreements and letdowns in the future. Diverse interpretations of a key concept among team members often stay hidden until it's time to evaluate the project's outcomes.

Context

• Strategic Doing is a collaborative approach to strategy development that emphasizes agile thinking and adaptive solutions through structured conversations and shared skills. It focuses on managing complexity by fostering collaboration within groups and organizations to address challenges effectively. Unlike traditional strategic planning models, Strategic Doing is more about a disciplined practice that enables participants to co-create strategies in real-time, leveraging existing resources and capabilities. It encourages a shift in mindset towards action-oriented strategies that evolve through continuous dialogue and collective decision-making.
• In Strategic Doing, shared skills are abilities that group members collectively possess and can leverage to address complex challenges. These skills are not limited to individual expertise but encompass the collaborative capabilities of the group as a whole. By recognizing and utilizing these shared skills, groups can navigate complexity and develop adaptive solutions through coordinated efforts. Strategic Doing emphasizes the importance of tapping into these shared skills to drive effective collaboration and problem-solving within organizations and networks.
• In the context of Strategic Doing, leveraging resources as the starting point involves utilizing the existing assets and capabilities within a group or organization to initiate collaborative efforts. By recognizing and utilizing resources like knowledge, skills, physical assets, and social connections from the outset, teams can begin the process of addressing challenges and creating solutions. This approach emphasizes the importance of tapping into the collective strengths and resources available within the network to kickstart strategic initiatives effectively. Starting with leveraging resources sets the foundation for collaborative conversations and adaptive solutions in Strategic Doing.
• In today's economic landscape, networks play a crucial role in fostering collaboration and innovation. Networks bring together individuals and resources based on shared values and goals. They enable the efficient coordination of efforts and resources across diverse participants. The flexibility of networks allows for the inclusion of new collaborators and the adaptation to changing circumstances.
• To uncover hidden capabilities and assets for successful collaborations means identifying and utilizing skills and resources that individuals possess but may not openly acknowledge or recognize. This process involves looking beyond traditional job roles to discover unique talents and knowledge that can contribute to achieving common goals. By recognizing and leveraging these hidden capabilities, teams can enhance their collaborative efforts and achieve more innovative and effective outcomes. Encouraging individuals to share their diverse skills and assets can lead to a richer and more successful collaborative environment.
• Crafting questions specifically designed to address challenges effectively involves formulating inquiries that prompt thoughtful responses and solutions tailored to the specific issue at hand. These questions are strategic in nature, aiming to uncover insights, perspectives, and potential actions that can lead to effective problem-solving and decision-making. By asking targeted and well-thought-out questions, individuals and groups can navigate complex challenges more efficiently and collaboratively. This approach helps in focusing discussions, generating innovative ideas, and driving progress towards desired outcomes.
• Appreciative Inquiry is a method that focuses on identifying and leveraging an organization's strengths and positive attributes to foster change and innovation. It involves asking positive questions to envision a desirable future and build on existing successes. This approach contrasts with traditional problem-solving methods by emphasizing what is working well within an organization and using that as a foundation for growth and development. Appreciative Inquiry aims to create a positive organizational culture by encouraging collaboration, creativity, and a shared vision for the future.

Strategic Doing focuses on driving progress through collaborative efforts on step-by-step initiatives.

Morrison, Hutcheson, et al. highlight the significance of adopting a philosophy that values the "small is beautiful" concept, especially when working together with groups and networks to tackle intricate challenges. "Strategic Doing" presents a methodology for strategic planning that emphasizes continuous evolution and enhancement, rather than adhering to a static, all-encompassing blueprint. The authors are of the opinion that embarking on a project that is feasible and can be completed promptly enables a team to quickly build momentum and, more importantly, begin to cultivate the crucial collaborative skills necessary for tackling more complex problems in the future.

Starting Small and Building Momentum through Quick, Visible Wins

The intricate nature of "wicked problems" frequently results in a paralysis of decision-making, prompting us to withdraw into the familiar territories of our individual organizations or areas of specialization. To minimize potential issues, the authors recommend starting with a project of a smaller scope. By breaking down overwhelming tasks into more manageable, smaller segments, we reduce the perceived risk and enhance the chances of making headway. We begin by focusing on securing small-scale successes that are expected to bolster our collective strengths.

Identifying chances that are both significantly influential and practical to execute.

Once a network has identified several opportunities, Morrison, Hutcheson, et al. describe an uncomplicated and effective approach for making decisions: the dual-axis chart, commonly known by the moniker "Simple Matrix." Leaders adept at flexibility guide their teams in choosing an initial project by considering its potential influence and the simplicity with which it can be executed. Choosing a complex initiative entails numerous hazards. Joint initiatives may falter or fall apart, potentially resulting in heightened doubt and waning enthusiasm within the collective, particularly affecting those who tend to be more skeptical or realistic. This approach could unintentionally continue a hierarchical system in which team members tend to delegate responsibilities to individuals possessing more resources or influence. Leaders skilled in agility should guide their teams to pursue endeavors that have significant impact, regardless of their complexity. Individuals typically stay committed to a team only when they find the tasks personally fulfilling or meaningful. Our initial effort is focused on expanding the influence of our message to attract more individuals and assets to address the complex challenges before us.

Addressing intricate challenges by initiating manageable, trial-based endeavors.

Leaders adept at agility often opt for initiating projects on a smaller scale due to a range of considerations. The collective may participate in investigative "learning launches," which are experimental initiatives designed to discover effective strategies. In a time defined by complex problems, the conventional step-by-step methods for planning our future are no longer adequate. Initiating a project with a specific timeframe enables us to detect and monitor the nuanced, hidden elements that influence our progress, frequently in unexpected ways.

Fostering a shared sense of accountability while ensuring the rapid execution of strategic plans.

The authors of "Strategic Doing" believe that shared action plans are a powerful tool for agile leaders to create shared accountability in complex collaborative efforts. Every member of the team pledges particular inputs to propel the project forward, with an understanding that leadership duties are distributed throughout the group. To improve the chances of success, the strategy should concentrate on achievable pledges that produce distinct results within a given period.

Engagement is maintained by obtaining modest, achievable commitments and regularly assessing advancement.

In an environment where leadership is a collective effort, steering individuals away from narrow perspectives is crucial. A leader skilled in agility should refrain from turning possible actions into commands that dictate the behavior of others. The authors of "Strategic Doing" emphasize the significance of engaging every participant in the action strategy, advocating for the adoption of modest, achievable commitments to promote inclusiveness. Every member of the team should commit to spending one hour monthly. At the onset of a collaborative effort, the pledges made often appear rather modest. A team consisting of five to seven members can significantly propel the project forward by committing just one hour each. Fulfilling these small promises consistently is essential for fostering trust within the team. As trust within the group solidifies, they become more skilled at achieving increasingly intricate and challenging objectives.

Cultivating fresh routines for ongoing learning and adaptation.

It is crucial to consistently assess the action plan to ensure tasks are completed, to continuously understand the intricate environment, and to adjust to evolving situations. Leaders who are adaptable utilize a repetitive learning process to accomplish their goals. Management guru Chris Argyris introduced the concept of "double-loop learning," which significantly improves our collective understanding of complex challenges. Agile leaders utilize a distinctive cyclical method referred to as a "30/30." The monthly meeting is convened to assess progress, with a dedicated agenda that centers on reviewing the knowledge acquired from the previous month and strategizing for the forthcoming month's activities. They also recommend setting aside approximately sixty minutes for these review sessions.

Creating a network of committed experts and cooperative organizations to spread the core tenets of Strategic Doing.

Advocates for the strategies outlined in "Strategic Doing" are convinced that significant worldwide change can be achieved by broadly adopting and excelling in these strategies, particularly when people commit to honing their skills in cultivating cooperative conversations, leading meaningful initiatives, and aligning their deeds with their spoken promises, thus driving advancement, intentionally involving others, and spreading insights. They anticipate a time when learning initiatives, spanning from secondary schools to tertiary education establishments, will regularly integrate Strategic Doing methodologies.

Encouraging the growth of the domain through the creation of connections between diverse organizations and entities.

The writers, among them Morrison and Hutcheson, believe that the concepts outlined in Strategic Doing are relevant to various forms of collaborations, encompassing everything from small gatherings to entire organizations, when they encounter intricate obstacles. They recognize the difficulties involved in sustaining collaborative endeavors over long durations. To address this obstacle, the authors are expanding their network of experts and partnering with diverse institutions to facilitate the broad adoption and integration of the strategies presented in "Strategic Doing."

Motivating new participants to embrace the tenets of Strategic Action.

The authors have acknowledged that the principles of "Strategic Doing," initially developed for community economic development, are applicable in a broad range of contexts. Educators from numerous disciplines across more than sixty higher education institutions have adopted the Strategic Doing methodologies, which have also been applied by NASA engineers working on advanced technology and space exploration, as well as by top executives and their management teams, various nonprofit organizations and community collectives, and teachers throughout the educational landscape. The writers believe that while various elements of dialogue may be shaped by the context of a country or its culture, employing ten shared skills collaboratively can accelerate the attainment of goals.

Other Perspectives

• While starting small can build momentum, it may also limit the scope of vision and lead to incrementalism that fails to address the root causes of complex problems.
• The "small is beautiful" philosophy might not always be applicable, especially in situations where large-scale systemic change is required.
• Quick, visible wins may create a false sense of progress if they don't contribute to a larger strategic goal.
• Breaking down tasks into manageable segments could lead to a fragmented approach that overlooks the interconnectedness of complex issues.
• The dual-axis chart for decision-making might oversimplify the complexity of project selection and ignore important qualitative factors.
• Trial-based endeavors, while useful for learning, may not always produce scalable or sustainable solutions.
• Shared action plans and distributed leadership could lead to diffusion of responsibility if not managed effectively.
• Modest commitments may not be sufficient for significant progress in certain contexts, and could lead to underestimating the resources needed for complex challenges.
• Regular assessment of progress is important, but too much focus on short-term outcomes can detract from long-term strategic objectives.
• The assumption that the Strategic Doing approach is universally applicable may not hold true in all cultural or organizational contexts.
• The focus on creating networks of experts might inadvertently exclude non-experts whose perspectives could be valuable.
• Motivating new participants to embrace the tenets of Strategic Action assumes a one-size-fits-all approach that may not resonate with everyone's values or working styles.