Many times when clients contact me they ask if I can help them come to consensus or alignment on their shared purpose or desired outcomes. They expect facilitation will help them to do this. Sometimes this is a good idea. If we are working in a highly constrained project, like building a new building, getting everyone on the same page is important. But it’s also easy. All you have to do is bring in the experts, design a good implementation plan for a good solution and have project managers keep everyone on track, step by step. Most organizations are good …
Things change in different ways. A couple of weeks ago, I took a deep dive into Glenda Eoyang’s Human Systems Dynamics, learning about her theory of complexity and getting my hands on the tools and methods that HSD uses to work in complex adaptive systems. (The tools are very good by the way, and highly recommended as ways to both get a good introductory grasp on complex problems, and work within those contexts to make decisions and lead). One of the useful ways of looking at things concerns the kinds of change that happen, and if you’ve been reading …
In the world of non-profits, social change, and philanthropy it seems essential that change agents provide funders with a theory of change. This is nominally a way for funders to see how an organization intends to make change in their work. Often on application forms, funders provide guidance, asking that a grantee provide an articulation of their theory of change and a logic model to show how, step by step, their program will help transform something, address an issue or solve a problem. In my experience, most of the time “theory of change” is really just another word for “strategic …
I’m continuing to refine my understanding of the role and usefulness of principles in evaluation, strategy and complex project design. Last week in Montreal with Bronagh Gallagher, we taught a bit about principles-based evaluation as part of our course on working with complexity. Here are some reflections and an exercise. First off, it’s important to start with the premise that in working in complexity we are not solving problems, but shifting patterns. Patterns are the emergent results of repeated interactions between actors around attractors and within boundaries. To make change in a complex system therefore, we are looking to shift …
Most of my work lies with the organizations of what Henry Mintzberg calls “The plural sector.” These are the organizations tasked with picking up the work that governments and corporations refuse to do. As we have sunk further and further into the 40 year experiment of neo-liberalism, governments have abandoned the space of care for communities and citizens especially if that care clashes with an ideology of reducing taxes to favour the wealthy and the largely global corporate sector. Likewise on the corporate side a singular focus on shareholder return and the pursuit of capital friendly jurisdictions with low tax …