Slides from a research seminar presented at the University of the Sunshine Coast. The slides trace through how Strategic Doing developed and how existing scholarly research explains why this model works.
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
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
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
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