It may still too early to judge the 1990’s for its net contribution to organisational understanding. If much of what was published on the specific topic of change management had never been written, it might have been for the better! It’s not all bad though: I have recently enjoyed two books from that period, Karl Weick’s Sensemaking in Organizations (1995) and the 1994 first edition of Henry Mintzberg’s Rise and Fall of Strategic Planning. (Regarding the latter one, if you can tell me whether I should also read the 2000 second edition, do let me know.)
Reading Mintzberg, what stood out for me wasn’t so much his concept of emergent strategy (arguably not much more than a fancy name for what really happens to our best-laid plans) but these five things:
- The limits of rationalism and control, and the apparent disregard shown for them not just by the mid 20th-century strategic planners but by their champions in academia
- The idea, attributed to Edelman, of experts being those who avoid (or merely bemoan) the pitfalls but fail to notice the grand fallacy (see point 1 above, and I suspect I may never hear the words ‘expert’ and ‘pitfall’ in quite the same way again!)
- Primed by my prior reading of that Weick book on sensemaking, the idea of strategy as the means by which we make sense and meaning of our decisions; strategies don’t just help us to act in the present and project ourselves into the future, their role in helping us reinterpret how we got here is important too
- And before we get too comfortable with strategy as story, strategy as theory – something to be tested, lightly held
- Brian Loasby’s 1967 Manifesto for the Deliberately Adaptive Organisation
I’m having a bit of fun with that last one of course. I’ve no reason to think that Loasby (now Emeritus Professor in Economics at Stirling University) had anything manifesto-like in mind, and the Deliberately Adaptive Organisation didn’t exist back then. Not even its sources: the Viable System Model (Beer) was not yet fully formed; the Deliberately Developmental Organisation (Kegan & Lahey) was decades off; Agendashift’s main architect (yours truly) was just two years old.
But check this out:
if, instead of asking how they can more accurately foresee future events and thus make better decisions further ahead, firms were to ask first what they can do to avoid the need to decide so far ahead, they might be led to discover important ways of improving their performance.Brian Loasby, 1967, via Mintzberg
Let me recast that in the “this over that” style of a notable document familiar to many readers, the Agile Manifesto. Adding some flourishes of my own:
In the pursuit of business performance, we are finding it useful to see plans and strategies more as theories to be tested quickly than as predictions and commitments for the longer term. Through this change of perspective, we are learning to value anticipating and meeting needs over setting and meeting deadlines, open options over past decisions, and rate of learning over closeness of control. Not that deadlines, decisions, and control have no value, rather that when valued against needs, flexibility, and adaptability, it is the latter group that drives our development forward.
I am not seriously advocating a new manifesto – for me, that ship sailed long ago – but Loasby was definitely onto something all those years ago. Rewriting history, there is already something Lean-like about his heuristic, and for anyone trying it, I’ve little doubt that Lean’s explicit attention to people and to flow would soon be required in any determined application of it. Invite the customer inside that way of thinking and you get something quite Agile-like. And compared to Agile as first framed, much more obviously relatable to business agility too. Interesting!
What if we put agreement on outcomes ahead of solutions?
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