strategic doing: designing & achieving strategic outcomes with action-oriented collaborations
DESCRIPTION
Slides used for a seminar at the University of Florida in Gainesville on September 24, 214TRANSCRIPT
Strategy Doing:Designing & Achieving Measurable Strategic
Outcomes with Action-Oriented Collaboration University of Florida
Gainesville, FL – September 24, 2014
Copyright 2014 – Ed Morrison & Scott HutchesonThis work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.
Better understand he nature of collaborationIdentify what stage your collaborations are inConsider ways to move a collaborations to the next level
The Great and the Near Great in the White River Country
by Z. M. Horton The Baxter Bulletin
Dec 31, 1915
S. J. Hutcheson, a well known farmer and stockman ofNorfork, roping a calf
White River Ferry at Norfork, Arkansas, circa 1900
Better understand he nature of collaborationIdentify what stage your collaborations are inConsider ways to move a collaborations to the next level
Norfork, Arkansas
(pop. 550)
Our communities, big and small, are dealing with complex PUBLIC ISSUES
Our communities, big and small, are dealing with complex PUBLIC ISSUES
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Better understand he nature of collaborationIdentify what stage your collaborations are inConsider ways to move a collaborations to the next level
Research Question
Why are some strategies for addressing community issues successful and others…not so much?
Answering the Question
A grounded theory exploration using a sequential mixed method
approach beginning with a qualitative phase in which semi-
structured interviews resulting were conducted with a purposively
sampled panel of experts resulting in data that was open coded using
the data spiral analysis method followed by a quasi-experimental quantitative phase in which two
contrasted groups of purposefully sampled, randomly assigned participants were surveyed,
resulting in data that was analyzed using Spearman’s rho to determine
correlation coefficients.
1. Literature review2. Interviews3. Surveys
Better understand he nature of collaborationIdentify what stage your collaborations are inConsider ways to move a collaborations to the next level
Problem Statement
• Literature gap regarding factors contributing to effective strategy in the context of community issues like economic development (Kwon, Berry, & Feiock, 2009).
• Civic leaders face daunting tasks of developing and implementing strategies to address these community issues (Markey, 2010).
• Very little research-based information to guide decisions about effective strategy-development processes.
• Evolution of community issues• Institutionalization• Locus of control• Increasing complexity
• Tools for managing community issues• Early tools• Evolving tools• Emerging tools
• Contributing theories• Strategy formation• Collaborative governance• Social innovation
Insights from the Literature
Conducted as part of the grounded theory data collection process (McGhee, Marland, and Atkinson, 2007).
Conducted to provide contextualization (Dunne, 2011) and orientation to the phenomenon (Pozzebon, Petrini, de Mellow, and Garreau, 2011).
Better understand he nature of collaborationIdentify what stage your collaborations are inConsider ways to move a collaborations to the next level
Evolution of How We Deal with
Public Issues
Institutionalization• Pre-institutional (Pre- WW2)• Institutional (1950-1990)• Multi-Institutional (1990 to today)
Locus of Control • Control in the hands of the “elite”
(Perrucci & Pilisuk, 1970). • Most economic & community
development issues are “Type 3 Public Problems” and control is shared by a group of “nonexperts” (Heifitz and Sinder, 1988).
Hierarchy of Complex Systems
•Social Organizations – economics, education, politics•Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells
14
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
The Extension Economist Vs. The Rocket Scientist
15
Hierarchy of Complex Systems
•Social Organizations – economics, education, politics• Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells
16
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
Hierarchy of Complex Systems
•Social Organizations – economics, education, politics• Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells
17
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
Hierarchy of Complex Systems
•Social Organizations – economics, education, politics• Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells
18
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
Dealing with the Complexity
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Early Models• 1960s in universities, schools, municipalities (Hamilton, 2007)• Late 1980s/Early 1990s first economic development strategic plans
(Blackerby & Blackerby, 1995) • Borrowed from industry models (Blair,2004)
Evolving Models• Recognition that corporate models are less effective (Bryson and Roering,
1987).• U.S. Economic Development Administration’s CEDS; Cooperative Extension
Service’s Take Charge (Hein, Cole, & Ayres, 1990); Asset-Based Community Development, (Kretzmann and McKnight, 1996; Community Capitals, Flora, 1992)
Emerging Models• Effectiveness of strategic planning in business questioned (Mintzberg, 1994).• Effectiveness of strategic planning in economic & community development
questioned ( Blair, 2004; Robichau, 2010; Morrison, 2012)• Organic Strategic Planning (McNamara, 2010, Open Source Economic
Development (Merkel, 2010), Strategic Doing (Hutcheson, 2008; Hutcheson & Morrison, 2012; Walzer & Cordes, 2012)
Better understand he nature of collaborationIdentify what stage your collaborations are inConsider ways to move a collaborations to the next level
Complexity =Messes
Community issues are complex
Institutions emerged to
deal with the complexity
There are lots of institutions
No single institution is
“in charge” of most public
issues
Complex environment
Contributing Theories
•Social Innovation•Strategy Formation•Collaborative Governance
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Social Innovation
Social innovations… • are best designed and implemented in networks• emerge from heterogeneousness (diversity)• are framed using existing assets• are products of co-creation• are the result of collective action• should have decentralized implementation• ,when implemented should focus on tangible results
Bland, Bruk, Kim, and Lee (2010); Bouchard (2012); Mulgan, Ali, Tucker and Sanders (2007); Neumeier (2012); Oliveira and Breda-Vazquez (2012)
Strategy Formation
Strategies… • are formed intuitively• are iterative•must be designed to account for unanticipated variables•must take into account contextual values, assumptions,
beliefs, and expectations•must be flexible• should be designed collaboratively• and best developed as an intra-organizational activity
Feser, 2012; Johanson, 2009; Lindblom, 1959; Mintzberg, 1978; Parnell, 2008; Rindova, Dalpiaz, and Ravasi, 2011; Sminia, 2012; Tapinos, Dyson, and Meadows, 2011
Collaborative Governance
Collaborative governance…• takes advantage of network structures• connects existing assets• focuses first on small wins• Requires decision making to be made by consensus•works when there is trust among participants• is efficient• involves successful management of both internal and external
stakeholders
Ansell and Gash, 2008; Chiclana et al., 2013; Clarke, Huxley, Mountford, 2010; Emerson, Nabatchi, and Balogh, 2012; Gibson, 2011; Johnston, Hicks, Nan, and Auer, 2011; Kwon, Berry, and Feiock, 2009; Merkle , 2010; Olberding, 2009;
Ospina and Saz-Carranza, 2010; Pammer, 1998; Poister, 2010
Better understand he nature of collaborationIdentify what stage your collaborations are inConsider ways to move a collaborations to the next level
These Things Matter
•Organizational Structure (hierarchy, network, etc.)• Framework (asset-based, deficit-based)•Processes (planning and Implementation separate and distinct, planning and implementation integrated and iterative, etc.)• Timeframe (focused on longer-term goals, focused on shorter-term goals, etc.) • Implementation (tasks centralized with one organization, tasked disseminated among multiple organizations)
Insights from the Panel of Experts
The Quantitative Data• Population of scholars and practitioners who design curricula, teach, and/or practice strategy development for addressing public issues (economic development, community development, community health, etc.)• Sample: N=12• Semi-structured interviews (IRB-approved, anonymity)• Verbatim transcripts, data spiral analysis with three levels of coding: open, axial, selective using qualitative analysis software• 56 single-spaced pages/over 31,000 words of data
Findings from the Interviews
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1. Network organization structures2. Asset-based Frameworks3. Iterative planning/implementation process4. Inclusion of shorter-term goals5. Decentralized implementation6. Metrics to learn what is working7. High levels of trust among participants8. Readiness for change in community
Variables
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1. Network organization structures2. Asset-based Frameworks3. Iterative planning/implementation process4. Inclusion of shorter-term goals5. Decentralized implementation6. Metrics to learn what is working7. High levels of trust among participants8. Readiness for change in community
Independent Variables
Dependent Variable = Effectiveness
EffectivenessFor the effective strategy initiative you have in mind, how would you describe its level of effectiveness:
• Completely effective• Significantly effective• Somewhat effective
IneffectivenessFor the ineffective strategy initiative you have in mind, how would you describe its level of ineffectiveness:
• Somewhat ineffective• Significantly ineffective• Completely ineffective
Organizational Structure, etc.
Measuring the Variables
Hierarchical, with a clear top and bottom
Network, with a hub and spokes
Insights from Participants
The Qualitative Data• Population of individuals who have participated in
community-based strategy initiatives to address public issues (economic development, community development, community health, etc.)
• Sample of 300 (plus those reached by use of snowball sample) participants were randomly selected from PCRD contact database (N=209). Assured that Indiana was not over represented
• IRB-approved survey constructed using the factors identified in phase 1, participants randomly assigned to two contrasting groups
Findings from the Surveys
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Source: Scott Hutcheson, Distributed under a Creative Commons 3.0 License.
Effective & Ineffective Strategy Initiatives – Mean Responses
Completely Effective
Completely Ineffective
Significantly Effective
Somewhat Effective
Somewhat Ineffective
Significantly Ineffective
Findings from the Survey
Effectiveness Continuum
Dep
ende
nt V
aria
bles
Correlation
Findings from the Surveys
33
Source: Scott Hutcheson, Distributed under a Creative Commons 3.0 License.
Correlation Between Strategy Initiative Effectiveness and the Eight Independent Variables
Recipe for EFFECTIVE Strategies
• Have a network organizational structure• Frame strategies primarily around
building on existing assets • Have a planning and implementation
processes that is iterative • Include short-term, easy-win goals• Decentralize responsibilities for
implementation among multiple organization • Use metrics to learn what is working
and to make adjustments along the way• Build high levels of trust among
participants• Assure that participants are ready to
change
Recipe for INEFFECTIVE Strategies
• Have a hierarchical organizational structure
• Frame strategies primarily around addressing problems or deficits
• Have a planning and implementation process that is linear and sequential
• Include only long-term, transformational goals
• Centralized responsibilities for implementation with one organization
• Uses metrics primarily for accountability
• Proceed even though there are low levels of trust among participants
• Proceed although participants are not ready for change
Frame Strategies Around Assets
Frame Strategies Around Assets
Frame Strategies Around Assets
Frame Strategies Around Assets
Network-Based
Organizational Structures
10 nodes, 9 connections
10 nodes, 45 connections
William Fox20th Century Fox
41
42
43
20th Century Fox
44
Made by 20th Century Fox…
Made by 20th Century Fox
20th Century Fox
45
Made by 20th Century Fox…
& 130 other companies
Made by 20th Century Fox
iPhone
Iterative with Shorter-Term Goals
Dr. Lowell CatlettEconomist, Futurist, and Professor
New Mexico State University
Iterative with Shorter-Term Goals
One study looked at 7,000 different economic predictions and found 47% of them was correct.
Iterative with Shorter-Term Goals
Flip a coin and you beat the economists by 3%.
Iterative with Shorter-Term Goals
Doubt and dwindling motivation comes on quickly when a big goal is missed. On the other hand, small wins lead to the progress principle - more confidence, high performance, and motivation to keep moving forward. - Teresa Amabile
Collaboration & Trust
Turf
Trust
TIME
SharingResources
Sharing Information
MutualAwareness
Co-Execution
Co-Creation
AcknowledgmentExploration Cooperation Collaboration Innovation
Adapted from Collaboration Continuum from ACT for Youth
Improving Our Practice
Strategic Doing enables people to form action-oriented collaborations quickly, move them toward measurable outcomes, and make
adjustments along the way.
Strategy Answers Two
Basic Questions
Strategic Doing Divides the Two Basic Questions into Four Appreciative Questions
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Strategic Doing Moves from the Linear to the Agile
Strategic Doing Is Iterative & Ongoing
Practicing Strategic Doing
59
To know what you you’re going to draw, you have to begin drawing.
- Pablo Picasso
Scott Hutcheson, Ph.D.765-479-7704
[email protected]/in/scotthutcheson/
www.twitter.com/jshutch64www.facebook.com/scott.hutchesonhttp://www.slideshare.net/jshutch/
For More Information & to Connect
Copyright 2014 – Ed Morrison & Scott HutchesonThis work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.
Slides available
Copyright 2014 – Ed Morrison & Scott HutchesonThis work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.