Last weekend I took a ramble across Bowen Island, where I live, with a friend and colleague, Annemarie Travers. Annemarie and I have been teaching the Leadership 2020 program for a number of years now and we both love walking: she on the long pilgrimages of the Camino and Shikoku and me in the mountains of southern British Columbia. We are also both interested in managing in complexity.
My friends over at the Social Labs Revolution website have been fielding questions about the prototyping phase of labwork and today published a nice compilation of prototyping resources. It’s worth a visit. It got me thinking this morning about some of the tools I use for planning these days.
As Bronagh Gallagher and I have been musing about our offering on complexity, facilitation and social justice, we have been discussing the shift in activism from ideology to evolutionary. Ideological movements try to coalesce activities and people along a line towards a fixed end state. Evolutionary movements start with intentions, principles and move outward in multiple directions along vectors. They adjust and learn as they go, and they both respond to and change their context.
This nice post from Network Centered Advocacy capgtues what I’m talking about by first looking at how a lacrosse player’s artistry evolves in changing contexts and then concludes with these important paragraphs:
Being labeled a “movement” is a reflection of evolutionary status. One person or organization does not qualify as a movement, yet there is no set size of a movement. Movements are messy, complex and organic. The movement label is shorthand, an inclusive term of many independent leaders and supporters, their support structures, all that they can tap into, as well as their capacity to disagree as often as they align on work.
Movements are a reflection of self-directed, adaptive, resilient, self-sacrificing, supported and persistent initiatives to work on complex problems. There are no movement structures, but instead a movement is a mass migration of people, organizations, businesses and communities unified in common story, driving to shift culture, policy, behavior and norms. Successful movements build and transform the landscape as they progress providing a base for further progress. A quick scan of the first few pages of google news for” movements” produces a snapshot of the current movements that come to mind, including the movement against fracking, the climate change movement, the tea party movement, Occupy, #blacklivesmatter, the anti-austerity movement, the dump-Trump movement, the maker-movement, the LGBTQ movement–the list goes on.
A key evolution point in a movement’s trajectory is the transition away from any single point of failure, to be loosely structured and resilient enough to absorb setbacks. The agility and adaptive characteristics of movements are fueled not only by personal stakes, individualism, driven leadership, passion and local control, but also by unpredictable solidarity and a distributed organizing approach that resists centralization. The difference between an organization, coalition, centralized campaign and a genuine movement is the way each fuels smart local initiatives and the ways leaders align power.
Building a movement is actually more aptly perceived as unleashing a movement, creating new spaces that help the movement surge in wider, expansive and still supportive directions. As a movement gains organizing momentum, strategies shift to broadly unfold and push a wide set of actions that draw opposition thin rather than clustering and making defense easy. This distributed layout requires a shift in thinking and strategy.
The key thing to notice here is that culture is changed by evolving movements, not linear programs. Movements are not led TOWARDS a goal, but rather emanate from a set of connected and coherent stories, actions and intentions, and self-correct, fail and adapt as they go. This is true whether the venue of action is organizational or societal. Cultures are complex and require complexity to change them. Diving more into the examples given in the quote will give you more insight into how these movements have become a part of, and transformative agents within, the cultures they are aiming to change.
Sometimes people see that I’m a dialogue practitioner and the assume that I am not a fan of quantitative measurement. I think this has to do with the fact that the dialogue practitioner community has been a kind of antithesis to the “measure and manage” world of empirical scientific management.
In any endeavour both qualitative and quantitative measurements are important. The issue isn’t whether or not numbers are to be more trusted than meaning making; the issue is whether we are measuring thing properly.
The issue is whether or not we use measurements as targets or gauges.
Again, this is helpful in understanding the distinction between summative and developmental evaluation and sensemaking. In a linear system, you are aiming for certain end states and targets. In a complex and non-linear system you are aiming to keep to vectors. So using technology to increase production by 5% and decrease expense by 15% can be achieved and you can look back and see how well you achieved that target. You can also do tests and host conversations with workers and customers to discuss the quality of your product, aiming for a general score of “happy” which in turn might be reflected in numbers like sales, returns, recommendations and so on.
In a complex system, lilke an organization’s culture however, you are not managing for a target, but rather you are managing a kind of balance and a direction. You get to choose that direction from your own moral and ethical sense of what is right to do. For example, maintaining an organizational culture of openness, respect, creativity and support requires monitoring your culture in real time, a lot, and noticing how things are shifting and changing. Dialogic methods play an important role here, especially in perceiving patterns and making decisions about what to do, as well as engaging people in the endless negotiation about what those values look like on a daily basis. As a management tool, developing skillful dialogue tools allow you to manage the day to day issues with departures from your preferred set of values, beliefs or practices. Being complex, things like organizational cultures won’t always act they way you want them too, and so good leaders do two things well: they help resolve the inevitable violations of standards and practices in a manner that reflects the preferred way, and they gather together people over time to discuss what everyone is learning about the way the culture is working.
It’s not good enough to convene an annual meeting about the organization’s values and culture. That simply gives you a snapshot in time and tells you nothing about how an organization is evolving and changing, nor does it provide information about promising practices. To monitor over time, you can use a tool like CultureScan or a series of other regular ways of documenting the small observations of daily life that together help provide a picture of what the organization is doing.
Evaluation is such an influential constraint in organizational and community life. When resources and attention are tied to evaluation results, a kind of tautology gets set up. One begins managing projects towards the evaluation outcomes, in order to give the best chance of an initiative surviving and continuing to attract resources. One of the things I appreciate about developmental evaluation is its deliberate engagement with emergence. Making sense of emergence however can be a really time consuming affair, and so I’m thinking about how we can use good use of time to use dialogue and collective meaning making to help make sense of data and direction.
Developmental evaluation is for the complex domain. That means that we are not working with evaluating actions against desired end states, but instead noticing and paying attention to vectors and directions – intentions and hypotheses that help shape emerging strategy. Developmental evaluation is the process of gathering information about our work to give us some intelligence about what we are doing.
Think of the information needs of two different kinds of athletes. A golf player relies on solid objective data (how many yards to the hole, where the wind is coming from, the nature of the lie of the ball and so on) and interprets that data through her own self-knowledge (I hit a five iron 160 yards. Adjusting for wind and lie and the target topography, I should hit a 4 iron with backspin…) Of course the better a golfer one is, the easier it is to execute a plan and understand exactly where one succeeded or failed.
By contrast soccer players work in a dynamic environment. The information available to them only becomes apparent as they begin to play the match. They may know something about the other team, but they learn rapidly in the first ten minutes or so how the game is going to go. A team will discover where the opposition’s weakness is, or what its attacking strategy is, or where the open spots are on the pitch. Making good use of this information requires excellent communication in real time to share what is being learned. It requires players to play with potentials and patterns rather than certainties. Every move provides yet more information. The better a team works together, the faster they can adjust their strategy to take advantage of potentials.
When we are evaluating work there is a mix of these two types of approaches at play. Summative evaluation will look at the gap between expected outcomes and what actually happened and suggest how to adjust for next time. Budget planning and auditing is a good example of this technical kind of results based evaluation. Count the money and compare against projections. Look for causes. Some of these causes will be technical and some will be down to culture.
Developmental evaluation requires a different strategic approach, and simply put, it might fall into these four things (I’m trying for simplicity here, to try to be able to describe this in an easy way):
- Data points that give us the ability to capture information about a current state of an evolving system. This can render a series of pictures that will allow us to see patterns and trends. You need multiple snapshots over time to make sense of what is happening. One photo of a soccer game in progress tells you nothing. You need to monitor indicators not manage end points. Soccer is much more than just putting the ball in the net, even though that is the desired end result.
- Feedback loops from data to human sensemaking so that data can be used in real time to develop strategy and adjustments to the directionality of work.
- A facilitated sensemaking process to bring together multiple perspectives to interpret what is happening. In a complex system the data won’t give you answers. It will provide information to form hypotheses about the patterns that are emerging, and that information can give you guidance for action.
- A way of acting that doesn’t over commit resources to emerging potential strategies, but which gives enough momentum to see if we can shift things in a desired way. Snowden calls this “safe-to-fail.” This is tricky and calls for good context dependant leadership, but it is the essence of good decision making.
There are all kinds of ways of implementing these strategies. You can use surveys to discover what people are accessing on your website and you can use interviews or sensemaking tools to find out HOW they are using that information. You can use a strategic group to interpret these results and see how they are either coherent with our intentions, or at odds with them. You can then create new initiatives that support what is emerging or figure out ways to abandon what is not working. There are thousands of dialogue methods and processes to use to ask questions about and develop action around the data that is emerging.
Importantly, developmental evaluation needs to be a part of the way you work strategically. It needs a rhythm and a cadence to it, so that you know you are coming back on a regular basis to the emerging picture of what is happening. You need outsiders occasionally to come in and disrupt your point of view and offer alternative views of the patterns, and you need to choose a longer rhythm to continue to develop and refine your evaluation strategy as a whole.
I want this to be simple as a process to use. Strategy without information is just a wild guess. But if we tie our decisions too closely to the data emerging from dynamic systems we can get equally stuck making decisions that try to game the system towards desired results, with sometimes disastrous results for clients, customers and ultimately, organizational integrity. It’s a balance and a practice. How can we make this easy?