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Ed Morrison | April 12, 2021
Strategic Doing
A Strategy Model for Open Networks
Research Seminar: Strategic Doing
Research Seminar: Strategic Doing
1993-2005 2005-2016 2016-2019 2000
Field
 

Experiments
Purdue
 

Test Beds
Purdue Agile
Strategy Lab
Oklahoma City
 

Kentuck
y

Charleston
Workforc
e

Water Cluste
r

Flin
t

Engineering
 

Education
Fraunhofe
r

Lockhee
d

NAS
A

Opioids
Strategic Doing
 

Online Course
s

Strategic Doing
 

Graduate Course
s

Strategic Doing
 

Certification
UNA Agile
Strategy Lab
Cognitively
complex
problem
Analytically
complex
problem
Tame problem
Conceptually
contentious
problem
Complex
problem
Communicativel
y complex
problem
Very wicked
problem
Politically
turbulent
problem
Politically
complex
problem
Cooperative or
indifferent
relationships
Multiple parties,
each with only
some relevant
knowledge
Multiple
parties,
conflicting
interests
Neither
problem nor
solution is
clear
Problem is
clear, solution
is not clear
Both problem
and solution
are clear
Increasing
complexity
of
problems
Increasing complexity of collaboration
Solutions are complex
Collaboration is complex
Source: Modified from Alford, J., & Head, B. W. (2017). Wicked and less wicked problems: A typology and a contingency
framework. Policy and society 36(3), 397-413.
Wicked problems arise when both the problem and the collaboration are complex
Cognitively
complex
problem
Analytically
complex
problem
Tame problem
Conceptually
contentious
problem
Complex
problem
Communicativel
y complex
problem
Very wicked
problem
Politically
turbulent
problem
Politically
complex
problem
Cooperative or
indifferent
relationships
Multiple parties,
each with only
some relevant
knowledge
Multiple
parties,
conflicting
interests
Neither
problem nor
solution is
clear
Problem is
clear, solution
is not clear
Both problem
and solution
are clear
Increasing
complexity
of
problems Increasing complexity of collaboration
Solutions are complex
Collaboration is complex
Source: Modified from Alford, J., & Head, B. W. (2017). Wicked and less wicked problems: A typology and a contingency
framework. Policy and society 36(3), 397-413.
The research is situated here
This research sits at the intersection of complex solutions and complex collaborations
This research contributes to understanding both dynamic capabilities and open strategy
Organization
Hierarchy Network
Environment
Stable
Volatile Strategic Doing
Research:
Strategic Conversations
Conventional strategic
planning practice
Dynamic
Capabilities
Research
Open
Strategy
Research
Research Seminar: Strategic Doing
Pragmatism and re
fl
ective practice
provided lens for the action
research reported in the thesis
In the swampy lowlands, problems are
messy and confusing and incapable of
technical solution
.

Donald Schön
1973
1984
1995
Deweyan inquiry and action research:
Thought intertwined with action
Research Seminar: Strategic Doing
How do participants in open, loosely
connected networks form, implement and
adapt strategies to develop solutions to
wicked problems?
The research evolved from a recursive
process of engaging in practice, research,
literature review and theory development
Source: Adapted from Marshall (2016)
The research reports on
twenty action research
projects that span the
spectrum of wicked
problems addressed in
open networks
Four example projects
Research Seminar: Strategic Doing
Strategies to confront wicked problems in networks emerge from strategic conversations
with an underlying structure and trajectory.
Liedtke & Roseblum, 1996
Divergent Conversation
Convergent Conversation
Set the boundary for a
Strategic Conversation
Commit to do,
learn, adjust
E
ff
ective strategic conversations take place in situations of psychological safety.
Edmondson, 1999
E
ff
ective strategic conversations are framed with an appreciative question.
Cooperrider & Whitney, 2001
These conversations can be managed by following four questions and ten rules. They
represent heuristics that have emerged to manage strategy in complex environment.
Eisenhardt & Sull, 2001
Two questions de
fi
ne a
strategy
Four questions structure a
strategic conversation
Ten rules guide strategy
conversations
The rules imply teachable skills. Practitioners can put these rules into practice by learning these skills.
Argyris & Schön, 1974
Scholarly research across multiple disciplines supports this model of strategy for open networks
Rule Statement Core Concepts Sample Research
1
Create and maintain a safe space for deep, focused
conversation.
Psychological Safety; ba
Edmondson, 1999; Edmondson & Harvey 2017; Nonaka
& Konno, 1998; Nonaka et al., 2000
2
Frame of conversation around an appreciative
question.
Framing, Appreciative Inquiry Heifetz & Laurie, 1999; Schön & Rein, 1994
3 Uncover hidden assets that people are willing to share.
Resource-Based View,
Knowledge Assets
Penrose & Penrose, 2009; Itami & Roehl 1987
4
Link and leverage these assets to create new
opportunities.
Recombinant Innovation;
E
ff
ectuation
Hargadon, 2003; Sarasvathy 2001
5 Rank all the opportunities to
fi
nd a "Big Easy”.
Strategic Intuition; 

Paradoxical thinking
Duggan 2007; Lowey & Hod, 2011
6
Convert the "Big Easy" into an outcome with
measurable characteristics.
Shared mental models;
prospection
Denzau & North, 1994; Gilbert & Wilson, 207
7 De
fi
ne at least one Path
fi
nder Project with guideposts.
Shared mental models,
Experimentation
Stout et al., 1999; Sterman, 1994
8
Draft a short term action plan with everyone taking a
small step.
Psychological empowerment;
swift trust
Conger & Kanungo, 1988; Zolin, 2006
9
Set a 30/30 meeting to review progress and make
adjustments.
Double loop learning Argyris 1977; Argyris & Schön, 1974; Schön, 1984
10
Nudge, connect, and promote relentlessly to build new
habits of collaboration.
Nudge theory, transition
management
Thaler & Sunstein, 2009; Rotmans, 2005
Research Seminar: Strategic Doing
Strategic Doing provides a university with a productive and engagement model
Research Seminar: Strategic Doing
New Mexico State
Indiana University
University of Oregon
A variety of universities deploy Strategic Doing
Purdue
Strategic Doing provides a model for developing entreprenuerial ecosystems
The Agile Strategy Lab provides a range of online Strategic Doing courses
“The Strategic Doing founders have
created a framework to define and
execute strategy for our time.
”

Patricia Sheeha
n

AstraZeneca Agile Centre for
Excellence
“Strategic Doing should be
required reading for every leader
charting a pathway forward.”
Don Cooper
Vice President
PTC/Global Rockwell Alliance
“It’s no longer about individual talent development, it’s about our ability as leaders to
coach a team to be agile, recognize opportunities, and adjust the course appropriately.
“This book identi
fi
es the skills behind that kind of transformation and how to build a
culture of learning and transparency.”
Ben Amaba
Chief Innovation O
ffi
cer for IBM
Industrial Sector, Watson & Cloud Platform
Industry practitioners have embraced Strategic Doing
Strategic Doing provides a model for open innovation for industry
“Strategic Doing is THE source to
understand how leadership and strategy are
changing in this age of speed and
complexity
”

Jay Conge
r

Professor of Leadership Studie
s

Claremont McKenna College
Scholars have embraced Strategic Doing
“Are there rules for collaborating? The
answer is yes, and this valuable book sets
them out clearly and succinctly. An
important contribution.”
Robert Reich
Professor of Public Policy
University of California Berkeley
Scholars have embraced Strategic Doing
"This book gives us an intimate immersion into Strategic Doing. It opens the door to
learning how to design and implement e
ff
ective strategy in some of the most complex
and loosely connected networks that often frustrate organizations and institutions.”
Alan Beckenstein
Professor of Economics
University of Virginia
“Ed Morrison has mastered the art of making progress happen in a complex, change-
resistant world.  Now he and his colleagues have assembled decades of hard-won
lessons into an easy-to-assimilate book—which is great news for every enemy of chaos,
confusion, and inertia.”
John D. Donahue
Faculty Chair, Masters in Public Policy
Kennedy School of Government
Harvard University
Research Seminar: Strategic Doing
Cognitively
complex
problem
Analytically
complex
problem
Tame problem
Conceptually
contentious
problem
Complex
problem
Communicativel
y complex
problem
Very wicked
problem
Politically
turbulent
problem
Politically
complex
problem
Cooperative or
indifferent
relationships
Multiple parties,
each with only
some relevant
knowledge
Multiple
parties,
conflicting
interests
Neither
problem nor
solution is
clear
Problem is
clear, solution
is not clear
Both problem
and solution
are clear
Increasing
complexity
of
problems
Increasing complexity of collaboration
Solutions are complex
Collaboration is complex
Source: Modified from Alford, J., & Head, B. W. (2017). Wicked and less wicked problems: A typology and a contingency
framework. Policy and society 36(3), 397-413.
Reducing teenage homicides in Flint
Practitioners have embraced Strategic Doing: example Flint, Michigan
Research Seminar: Strategic Doing
34
Training in Flint, 2014
Strategic Doing gives us
the power to change our
lives, our neighborhoods
and our communities.


Bob Brown


Associate Director


Center for Community and Economic
Development


Michigan State University
Research Seminar: Strategic Doing
Research Seminar: Strategic Doing
“Strategic Doing has become a way of being for us”
Bob Brown
The Strategic Doing Institute provides a hub for the open-source distribution of Strategic Doing
Strategic Doing is cross-cultural: it is now taught in Dutch and Spanish
Thank you
Questions, please

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Research Seminar: Strategic Doing

  • 1. Ed Morrison | April 12, 2021 Strategic Doing A Strategy Model for Open Networks
  • 4. 1993-2005 2005-2016 2016-2019 2000 Field Experiments Purdue Test Beds Purdue Agile Strategy Lab Oklahoma City Kentuck y Charleston Workforc e Water Cluste r Flin t Engineering Education Fraunhofe r Lockhee d NAS A Opioids Strategic Doing Online Course s Strategic Doing Graduate Course s Strategic Doing Certification UNA Agile Strategy Lab
  • 5. Cognitively complex problem Analytically complex problem Tame problem Conceptually contentious problem Complex problem Communicativel y complex problem Very wicked problem Politically turbulent problem Politically complex problem Cooperative or indifferent relationships Multiple parties, each with only some relevant knowledge Multiple parties, conflicting interests Neither problem nor solution is clear Problem is clear, solution is not clear Both problem and solution are clear Increasing complexity of problems Increasing complexity of collaboration Solutions are complex Collaboration is complex Source: Modified from Alford, J., & Head, B. W. (2017). Wicked and less wicked problems: A typology and a contingency framework. Policy and society 36(3), 397-413. Wicked problems arise when both the problem and the collaboration are complex
  • 6. Cognitively complex problem Analytically complex problem Tame problem Conceptually contentious problem Complex problem Communicativel y complex problem Very wicked problem Politically turbulent problem Politically complex problem Cooperative or indifferent relationships Multiple parties, each with only some relevant knowledge Multiple parties, conflicting interests Neither problem nor solution is clear Problem is clear, solution is not clear Both problem and solution are clear Increasing complexity of problems Increasing complexity of collaboration Solutions are complex Collaboration is complex Source: Modified from Alford, J., & Head, B. W. (2017). Wicked and less wicked problems: A typology and a contingency framework. Policy and society 36(3), 397-413. The research is situated here This research sits at the intersection of complex solutions and complex collaborations
  • 7. This research contributes to understanding both dynamic capabilities and open strategy Organization Hierarchy Network Environment Stable Volatile Strategic Doing Research: Strategic Conversations Conventional strategic planning practice Dynamic Capabilities Research Open Strategy Research
  • 9. Pragmatism and re fl ective practice provided lens for the action research reported in the thesis In the swampy lowlands, problems are messy and confusing and incapable of technical solution . Donald Schön 1973 1984 1995 Deweyan inquiry and action research: Thought intertwined with action
  • 11. How do participants in open, loosely connected networks form, implement and adapt strategies to develop solutions to wicked problems?
  • 12. The research evolved from a recursive process of engaging in practice, research, literature review and theory development Source: Adapted from Marshall (2016)
  • 13. The research reports on twenty action research projects that span the spectrum of wicked problems addressed in open networks Four example projects
  • 15. Strategies to confront wicked problems in networks emerge from strategic conversations with an underlying structure and trajectory. Liedtke & Roseblum, 1996 Divergent Conversation Convergent Conversation Set the boundary for a Strategic Conversation Commit to do, learn, adjust
  • 16. E ff ective strategic conversations take place in situations of psychological safety. Edmondson, 1999
  • 17. E ff ective strategic conversations are framed with an appreciative question. Cooperrider & Whitney, 2001
  • 18. These conversations can be managed by following four questions and ten rules. They represent heuristics that have emerged to manage strategy in complex environment. Eisenhardt & Sull, 2001 Two questions de fi ne a strategy Four questions structure a strategic conversation Ten rules guide strategy conversations
  • 19. The rules imply teachable skills. Practitioners can put these rules into practice by learning these skills. Argyris & Schön, 1974
  • 20. Scholarly research across multiple disciplines supports this model of strategy for open networks Rule Statement Core Concepts Sample Research 1 Create and maintain a safe space for deep, focused conversation. Psychological Safety; ba Edmondson, 1999; Edmondson & Harvey 2017; Nonaka & Konno, 1998; Nonaka et al., 2000 2 Frame of conversation around an appreciative question. Framing, Appreciative Inquiry Heifetz & Laurie, 1999; Schön & Rein, 1994 3 Uncover hidden assets that people are willing to share. Resource-Based View, Knowledge Assets Penrose & Penrose, 2009; Itami & Roehl 1987 4 Link and leverage these assets to create new opportunities. Recombinant Innovation; E ff ectuation Hargadon, 2003; Sarasvathy 2001 5 Rank all the opportunities to fi nd a "Big Easy”. Strategic Intuition; Paradoxical thinking Duggan 2007; Lowey & Hod, 2011 6 Convert the "Big Easy" into an outcome with measurable characteristics. Shared mental models; prospection Denzau & North, 1994; Gilbert & Wilson, 207 7 De fi ne at least one Path fi nder Project with guideposts. Shared mental models, Experimentation Stout et al., 1999; Sterman, 1994 8 Draft a short term action plan with everyone taking a small step. Psychological empowerment; swift trust Conger & Kanungo, 1988; Zolin, 2006 9 Set a 30/30 meeting to review progress and make adjustments. Double loop learning Argyris 1977; Argyris & Schön, 1974; Schön, 1984 10 Nudge, connect, and promote relentlessly to build new habits of collaboration. Nudge theory, transition management Thaler & Sunstein, 2009; Rotmans, 2005
  • 22. Strategic Doing provides a university with a productive and engagement model
  • 24. New Mexico State Indiana University University of Oregon A variety of universities deploy Strategic Doing Purdue
  • 25. Strategic Doing provides a model for developing entreprenuerial ecosystems
  • 26. The Agile Strategy Lab provides a range of online Strategic Doing courses
  • 27. “The Strategic Doing founders have created a framework to define and execute strategy for our time. ” Patricia Sheeha n AstraZeneca Agile Centre for Excellence “Strategic Doing should be required reading for every leader charting a pathway forward.” Don Cooper Vice President PTC/Global Rockwell Alliance “It’s no longer about individual talent development, it’s about our ability as leaders to coach a team to be agile, recognize opportunities, and adjust the course appropriately. “This book identi fi es the skills behind that kind of transformation and how to build a culture of learning and transparency.” Ben Amaba Chief Innovation O ffi cer for IBM Industrial Sector, Watson & Cloud Platform Industry practitioners have embraced Strategic Doing
  • 28. Strategic Doing provides a model for open innovation for industry
  • 29. “Strategic Doing is THE source to understand how leadership and strategy are changing in this age of speed and complexity ” Jay Conge r Professor of Leadership Studie s Claremont McKenna College Scholars have embraced Strategic Doing “Are there rules for collaborating? The answer is yes, and this valuable book sets them out clearly and succinctly. An important contribution.” Robert Reich Professor of Public Policy University of California Berkeley
  • 30. Scholars have embraced Strategic Doing "This book gives us an intimate immersion into Strategic Doing. It opens the door to learning how to design and implement e ff ective strategy in some of the most complex and loosely connected networks that often frustrate organizations and institutions.” Alan Beckenstein Professor of Economics University of Virginia “Ed Morrison has mastered the art of making progress happen in a complex, change- resistant world.  Now he and his colleagues have assembled decades of hard-won lessons into an easy-to-assimilate book—which is great news for every enemy of chaos, confusion, and inertia.” John D. Donahue Faculty Chair, Masters in Public Policy Kennedy School of Government Harvard University
  • 32. Cognitively complex problem Analytically complex problem Tame problem Conceptually contentious problem Complex problem Communicativel y complex problem Very wicked problem Politically turbulent problem Politically complex problem Cooperative or indifferent relationships Multiple parties, each with only some relevant knowledge Multiple parties, conflicting interests Neither problem nor solution is clear Problem is clear, solution is not clear Both problem and solution are clear Increasing complexity of problems Increasing complexity of collaboration Solutions are complex Collaboration is complex Source: Modified from Alford, J., & Head, B. W. (2017). Wicked and less wicked problems: A typology and a contingency framework. Policy and society 36(3), 397-413. Reducing teenage homicides in Flint Practitioners have embraced Strategic Doing: example Flint, Michigan
  • 35. Strategic Doing gives us the power to change our lives, our neighborhoods and our communities. Bob Brown Associate Director Center for Community and Economic Development Michigan State University
  • 38. “Strategic Doing has become a way of being for us” Bob Brown
  • 39. The Strategic Doing Institute provides a hub for the open-source distribution of Strategic Doing
  • 40. Strategic Doing is cross-cultural: it is now taught in Dutch and Spanish