This article contains tools and approaches designed to help with the development of Collective Impact strategies. This resource is meant to serve as a guide for you and your colleagues as well as to stir your thinking. Three approaches are addressed: Divergent and Convergent Thinking, Strategy Criteria, and a structured approach to Strategy Formulation.
reprinted by request
As a consultant, executive staff member, board director, and teacher, I have had the opportunity to engage in a lot of strategic planning. I think about it, research it, and look for ideas to make it work better than how it tends to work.
It has always bothered me to know that more often than not strategic planning efforts go awry. In another article I wrote on this topic, I stated the biggest reason why strategic plans fail is that people don’t do them. While there is truth in that, the story doesn’t end there of course. It’s why people and organizations fail to do successful strategic planning that deserves some attention.
The difference between Strategy and Plan
Let’s start with what I suggest are some fundamental misconceptions about strategic planning. The biggest misconception is that strategy and planning are one in the same. How often, for example, do you hear people equate strategic planning with a “blueprint” or a “roadmap?” While those words are good metaphors for the word, “plan,” they fail substantially in capturing the meaning of “strategic” or “strategy.” Continue reading Why Strategic Planning Goes Wrong
As some of you may know, I often open and close Tamarack gatherings with original music. Some years ago I wrote The Truth We Find in All that We Deny and since then have performed it numerous times around the country. You can listen to a version of it HERE. That simple song is about how often the truth is found in what we turn away from, found in what we step around or deny.
I was going to perform it again this year at Tamarack’s Poverty Reduction Summit in Hamilton, which took place April 4 to 6, but a few weeks before the gathering I told myself I should write a new song for the closing. Telling myself I should write a new song was easy. Actually writing one was a tad harder. In fact, by the weekend just prior to the Summit, I had yet to even attempt a new song.
Continue reading IF WE WANT TO CHANGE THE WORLD
As some of you know, I have written about and I am continuing to work on what I call a Game-Changer Approach to Poverty Reduction Strategy and Evaluation. You can read my initial paper HERE. And a recording of a webinar I did with Mark Cabaj is HERE.
I have been asked about the difference between Social Determinants of Health (SDoH) and this game-changer approach I am working on with my colleagues at Vibrant Communities Canada. The game-changers we have identified are Housing, Transportation, Education, Health, Income and Jobs, Food Security, Financial Empowerment, and Early Childhood Development. All of these are aligned with SDoH, but there is, I suggest, more to what we are exploring than social determinants of health.
The Game-Changer Approach also is stressing the importance of avoiding the creation of “thin” strategies among a host of other “thin” strategies that, in effect, can lead to an overall poverty reduction strategy that is a mile wide and an inch deep.
The notion of prioritizing our efforts is one that is often accepted as necessary but in practice not emphasized. One of the fundamental tenets of the Game-Changer Approach to Poverty Reduction Strategy and Evaluation is rooted in an old Taoist saying, For every yes there is a no. Continue reading More about the Game-Changer Approach to Poverty Reduction
The top drawing suggests there is complexity to the journey from A to B. That journey requires numerous loop backs before moving forward and takes the traveler up and down and back and forth along the way until the destination is reached. Who knows the reasons why the journey was somewhat unpredictable or if there were side trips that were either necessary or just taken out of curiosity.
I have taken journeys like that one and some were enjoyable. (I was once drove half way from Edmonton to Vancouver taking dirt roads through farmland and forests and loved it.) But sometimes the complexity represented in a diagram like the one above is caused by necessary diversions, distractions, or even arguments about which way is the best way to go. In other words, sometimes complexity is a good thing. It factors in different view points and it allows us to see more scenery along the way, perhaps learn more as well.
But sometimes getting from A to B can be quite simple and straightforward. Could be we need to get there as soon as possible. Could be the straight path is the safest path to take or more economical. Maybe there is some correlation between having a sense of urgency and getting to where we want to be as completely and as quickly as possible.
The reasons abound if we really think about it – for both scenarios.
Complexity and simplicity are not at odds are they? They just offer us a different perspective, offer options that perhaps the other doesn’t.