Strategic Doing – “Unlock the Power of Adaptive Practices: Beyond Traditional Management”
Started my morning with friend and colleague Ed Morrison. He made his tacit knowledge available to others, and in so doing helped us learn.
In a meeting, Ed discussed the difference between traditional management practices and adaptive management practices, emphasizing the importance of strategic doing. He introduces the concept of clock problems, which are well-defined problems with established solutions, and cloud problems, which are complex, evolving problems with no established solutions. Morrison emphasized the need for new skills, behaviors, and routines in adaptive management, including collaboration, trust, and continuous learning. He highlighted the role of conversations and storytelling in sharing knowledge and generating new ideas.
The meeting participants engage in discussions about the challenges of solving complex problems and the gap between the solutions we produce and the solutions we need. They explored the importance of simple rules, visualization, and changing cognitive frames in navigating complex environments. The meeting emphasizes the need for a shift in mindset and the development of adaptive practices to address the challenges of a rapidly changing world.
Ed Morrison also emphasized the importance of reflection and knowledge generation through reflection, stating that it is how one generates confidence and converts knowledge into worth. He mentions strategic doing as an open-source idea that connects to various other aspects. The complexity of knowledge creation and improvement is discussed, recognizing that it requires discipline and mastery of various skills. The parallel between strategic doing and other disciplines, such as music and singing, was noted, highlighting the transcendent nature of these practices above thought and simple comprehension.
The meeting emphasized the need for discipline and practice in strategic doing, with the suggestion that regular practice is necessary for learning and growth. Collaboration was highlighted as a crucial aspect, with the reminder not to try to do it alone. Additionally, the significance of meditation and tonal breathing for calming and focus was mentioned. The meeting does not have specific outcomes or decisions mentioned. Overall, the meeting emphasizes the importance of adaptive practices, collaboration, and continuous learning in addressing complex problems in a rapidly changing world.
His closing quote really sums up his work and gives you a good sense of what Ed and strategic doing is all about.
“If you take anything away from this, recognize that, yes, it’s protocols and you follow protocols, And you can do that. You can do that. But the real gift of strategic doing is changing the way we feel about our interconnections with each other. That’s what’s, to me, has been just amazing. And so it comes from just doing the routines, doing the routines, and following simple rules.”
Ed Morrison