In our work, we move between different environments. We work sometimes in development organizations, and on other days as advisers to business people. We move between assisting the Dean of a University to assisting a value chain practitioner in an NGO. Sometimes we help a policy maker, other days a team leader working in a rural location. We work with a diverse range of economic activity, from informal trading to retail, from home industries to advanced manufacturing, from agriculture to finance, local industries to international value chains. People ask us how we do this, what kind of expertise one must have to advise such different clients in such a wide range of industries.
The answer is actually quite simple. We are not engineers, nor are we knowledge workers for rent. We understand how to design processes of exploration and change; how to help people in systems recognize or become more sensitive to patterns and to then we assist them to carefully shape or influence those patterns. We have learned that a complex system does not become simpler by studying it. We also know that what people say they think and how they actually behave in the moment are not always consistent. Complex systems can only be understood by trying something to improve it and then carefully observing how the patterns change, typically through some low risk experiments or probes. These experiments must be done in a reversible way as far as possible, and should also try many different approaches to improving a particular situation. That means that without calling it that, we help organizations of all kinds to learn by doing. Most organizations simply pay lip service to this idea.
What decision makers in businesses, governments and development organizations all have in common is that they are trapped by long term visions of an ideal future state, trapped on narrow paths of the ideal way to reach their objectives. Planning instruments that work well within an engineering management environment have been applied to the management of organizations, of networks and of people. Many managers are frustrated because projects don’t go as planned, especially when it comes to collaborating with other competitors, counterparts, customers and supporters Their views of what is possible and acceptable behavior is often confined by ideology, organizational culture and inertia. Everything seems to be shaped or influenced by everything, and the consequences of making a wrong decision could undo the hard work of getting many other things in order through hard work. We have witnessed how in the last few years increasing numbers of leaders we work with have become despondent, risk averse and frustrated by instructions from above and demands from the outside.
Our job is often to be a management coach or adviser. It starts with listening to a leader’s description of their current challenges and the issues that they are frustrated by. We listen to what they are struggling with, what they are trying, and more importantly, why. These existing ideas and actions we capture as hypotheses that describe the boundaries of a system from the perspective of the leader. We help them to capture some of the data and some of the patterns that appear to be constant, but this is often not the real value add. Our real value add is when we help these leaders to design portfolios of carefully designed experiments that are implemented simultaneously to test what is possible within a particular context. The purpose of the experiments is to not only “solve problems”, but to intensify learning and adjustment of the organizations. We help leaders and their teams sense better what is possible, what is within reach, and what is not possible within current constraints. This strengthens the resilience and the collaborative culture of the organizations that these leaders are responsible for. Often it results in strength through diversity, which is healthy for organizations, as opposed to strength through alignment, which only ever can be healthy for a short period until the context changes.
The first week of July is traditionally the week of the Mesopartner Summer Academy. This year, the 11th Summer Academy took place in Berlin – the 4th in the German capital. Systemic Insight was again a central pillar of this year’s Academy. We introduced it in a whole day session as a process of discovery in situations where solutions are not obvious.
A process guided by Systemic Insight enables organisations and networks of stakeholders to search for solutions to improve the performance of complex systems or emergent networks. This instrument draws on cognitive science and complexity thinking as well as experiences in the design of participatory social and economic change initiatives such as social labs or cluster platforms. At the same time, Systemic Insight was designed to allow stakeholders to work within complex issues without having to know the theories and understand abstract complexity thinking.
Systemic Insight is an iterative process where stakeholders explore the boundaries and constraints of a system in which the possibilities or solutions are unknown or uncertain. The format of collaboration, be it a multi-stakeholder platform or forum or purely bilateral interaction with the involved actors, is thereby not fixed but depends on the circumstance and can change over time. A high level of self-selection of participants into the process is encouraged. Self-selection means that local actors take ownership of the process by actively opting in, contributing to, investing in, and incorporating change in their own operations based on their interest to solve a problem or their identification with an issue.
In Systemic Insight meso level organisations are seen as central actors of change. Systemic Insight helps them to become more effective in managing change and resilient while assisting firms and networks to adapt to change in the environment. It shifts the focus of actors from responding to change towards actively testing ways to anticipate and actively create change.
The process enables stakeholders to challenge their own assumptions, discover and better understand the system and make sense of the constraints and possible opportunities. It guides them to intervene through portfolios of quick win activities or safe-to-fail experiments. Continuous learning and adjustment ensures an iterative and adaptive approach that is appropriate to tackle complex issues. In order to put learning and adjustment in the centre of the change initiative, monitoring and management functions need to be integrated to allow for decision making that is based on facts and current realities and needs.
As part of the Mesopartner research theme on complexity in development, we will continue to apply and further develop this approach. We seek to work with projects that are stuck and need a fresh approach to infuse the situation with discovery and innovative ideas.