Dave is working on a theory of change, which I think is a good thing. In this latest post he has a nice summation of the way to move to action in complex situations (like cultures):
So where we are looking at culture change (to take an example), we first map the narrative landscape to see what the current dispositional state is. That allows us to look at where we have the potential to change, and where change would be near impossible to achieve. In those problematic cases we look more to stimulating alternative attractors rather that attempting to deal with the problem directly. Our method is the look at the narrative landscape and then ask the questions What can I (we) do tomorrow to create more stories like these and fewer like those? The question engages people in action without analysis and it allows us to take an approach that measures vectors (speed and direction) rather than outcome. The question also allows widespread engagement in small actions in the present, which reduces the unexpected (and potentially negative) consequences of large scale interventions.
In sum, complexity work is about understanding the context to understand where the potential for evolution might lie. From there you try experiements to see what you can learn, and support what works while removing support for what doesn’t
It’s an old saw, but it’s actually a simple thing. And I keep writing about it because it seems TOO simple for most folks. Shouldn’t strategy be more ordered, laid out and thought through than this.
As always the answer depends, but with complex situations the answer is no. Save your discipline and rigour for understanding things as they evolve rather than trying to get it all right from the start.
via Change through small actions in the present – Cognitive Edge.
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Just about to leave Montreal this morning for Toronto and north to Thornbury, Ontario to visit family. I was here for the conference of the Canadian Evaluation Society, where I participated on a panel on innovative dialogue methods (and yes I noted the irony in my remarks) and later led a World Cafe where I presented some of the sense-making processes I’ve been working on. I was here on the recommendation of Junita Brown who has been in some good conversations with evaluators around the use of the World Cafe for evaluation purposes. Originally Amy Lenzo and I were scheduled to host a cafe here that was much more ambitious: a plenary cafe with the participants to explore the learning field of the conference. Through various machinations that was cut back to a panel presentation and a very small world cafe at the end of the day with 16 people. The conference was one of those highly scripted and tightly controlled affairs that I hardly ever go to.
The session before us was a case competition where student teams were responding to a mock RFP from Canada World Youth to evaluate an Aboriginal Youth leadership Program. Not a single team had an Aboriginal person on it, and every single presentation was basically the same: full of fundamental flaws about what constitutes success (“Did the youth return to their communities”) or what constitutes a cultural lens (“We are using a medicine wheel to understand various parts of the program). One group of fresh faced non-Aboriginal students even had the temerity to suggest that they were applying a decolonizing strategy. Their major exposure to indigenous communities was through a single book on decolonizing methodology and some internet searches about medicine wheels. It was shocking actually, because these were the students that made the finals of this competition. They looked like fresh versions of the kinds of evaluation firms that show up in First Nations certain they know what’s going on.
To make matters worse, the case competition organizer had a time mix up with the conference planner meaning that our panel started 30 minutes late which gave me very little time to present. As I as doing a a cafe directly afterwards I ceded most of my time to my panel colleagues Christine Loignon, Karoline Truchon who did a very interesting presentation on their use of PhotoVoice. It was clear to me at the conference that the practitioners among us had a better grasp of complexity theory, power and non-linear sense-making than any of the professional evaluators I met.
I presented most of the work that I have been documenting here over the last few months, and later led a small group through a cafe where we engaged in the creation of a sensemaking framework and used a pen and paper signification framework.
By far the better experience for me was hanging out with friends and colleagues. On the first night I arrived I had dinner and drinks with my friends from Percolab: Paul Messer, Samatha Slade and Elizabeth Hunt. We ate fish and chips, drank beer and whisky and caught up. On Sunday I met Jon Husband for lunch on the grass at McGill with his delightful godson and then joined the Percolab folks for a visit to the new co-operative ECTO co-working space on Mount Royal in the Plateau, followed by a barbeque with family and friends.
And Last night, after my presentations a great evening with Juan Carlos Londono and Lisa Gravel. We had dinner at Lola Rosa and spent hours going over the new French translation of the GroupWorks Pattern Language Deck. This was a brilliant time. I learned a bunch of new French words and most fun of all we discussed deeper etymology, nuance and the limitations and benefits of our respective languages in trying to convey some of the more esoteric practices of hosting groups. The new deck has some beautiful reframing and some names for patterns that need some work. But it’s exciting to see this translation and I always love diving into the language.
I really do like Montreal a lot and in the past number of years come to love it more as I have lost my inhibition about speaking French. the more French I speak, the more French I learn and the more the heart of the city opens up. Many English Canadians have the idea that Montreal is a cold hearted city to English speakers, but I find that isn’t true at all. Just offer what you can in French and people open up. And if you’re lucky enough to sit down with lovers of words like the friends I have, your learning explodes.
Off for a couple of days to visit family and then home to Bowen Island for a series of small local facilitation gigs, all of which will tell me something deeper about my home place.
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I want to invite you to bite down hard and read this article by Rich Lowry, the editor of the National Review: Baltimore, a Great Society Failure:
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Recently in BC, we have a had a child die in the care of the state. This does happen from time to time, and when it does a process is triggered whereby the Representative for Children and Youth lanuches an investigation and makes recommendations which usually result in more rules and procedures to govern the child welfare system with the express purpose of never having it happen again.
I work closely with child protection social workers in BC and there is not a single one I know of whose heart does not break when something like this happens. Everyone wears the failure. Social work is difficult not because of the kinds of predictable situations that can be mitigated but because of the ones no one saw coming. The Ministry of Children and Family Development operates under a massive set of procedures and standards about social work practice. But no amount of rules will prevent every case of child death. Just like no amount of rules will eliminate every case of discrimination, every war, every instance of every bad thing that happens to humans.
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A couple of good blog posts in my feed this morning that provoked some thinking. These quotes reminded me how much evaluation and planning is directed towards goals, targets and patterns that cause us to look for data that supports what we want to see rather than learning what the data is telling us about what’s really going on. These helped me to reflect on a conversation I had with a client yesterday, where we designed a process for dealing with this.