Strategic Doing by Edward G. Morrison, Scott J. Hutcheson, Elizabeth Nilsen, J.D., and Nancy Franklin Ph.D

Last updated: Aug 6, 2023

Summary of Strategic Doing by Edward G. Morrison, Scott J. Hutcheson, Elizabeth Nilsen, J.D., and Nancy Franklin Ph.D

Strategic Doing is a book written by Edward G. Morrison, Scott J. Hutcheson, Elizabeth Nilsen, J.D., and Nancy Franklin Ph.D. that provides a comprehensive guide to a new approach for creating and implementing strategies in complex and uncertain environments. The book introduces the concept of "strategic doing," which is a discipline that enables individuals, organizations, and communities to form collaborations and take action to achieve their goals.

The authors argue that traditional strategic planning methods are often ineffective in today's fast-paced and interconnected world. They propose a new approach that focuses on agile strategy, collaboration, and continuous learning. Strategic doing is based on a set of principles and practices that help teams and organizations navigate complexity and uncertainty.

The book outlines the four key principles of strategic doing: creating a safe space for collaboration, focusing on measurable outcomes, using simple rules to guide action, and continuously learning and adapting. These principles are supported by a set of practices that help teams and organizations implement strategic doing effectively.

One of the key practices introduced in the book is the concept of "strategic action fields." Strategic action fields are collaborative networks that bring together diverse stakeholders to address complex challenges. The authors provide a step-by-step guide on how to form and manage strategic action fields, including how to identify and engage key stakeholders, set goals and metrics, and develop action plans.

The book also emphasizes the importance of building trust and fostering a culture of collaboration within strategic action fields. It provides practical tips and techniques for building trust, facilitating effective meetings, and managing conflicts. The authors highlight the role of leadership in creating and sustaining collaborative networks, and they provide insights on how to develop the necessary leadership skills.

Throughout the book, the authors provide numerous real-world examples and case studies to illustrate the concepts and practices of strategic doing. These examples cover a wide range of industries and sectors, including business, government, and non-profit organizations. The authors also provide practical tools and templates that readers can use to apply the principles and practices of strategic doing in their own contexts.

In conclusion, Strategic Doing is a comprehensive guide that offers a new approach to strategy in complex and uncertain environments. It provides a set of principles and practices that help individuals, organizations, and communities collaborate and take action to achieve their goals. The book is filled with practical insights, real-world examples, and useful tools that make it a valuable resource for anyone interested in effective strategy implementation.

1. The Power of Collaboration

One of the key takeaways from Strategic Doing is the power of collaboration. The authors emphasize that complex challenges cannot be solved by individuals or organizations working in isolation. Instead, they argue that collaboration is essential for addressing these challenges effectively. By bringing together diverse perspectives, skills, and resources, collaboration enables the creation of innovative solutions that would not be possible otherwise.

Strategic Doing provides a framework for effective collaboration, outlining the steps and principles that can guide groups in working together towards a common goal. It emphasizes the importance of trust, shared purpose, and open communication in building successful collaborations. By harnessing the power of collaboration, individuals and organizations can tackle complex problems and achieve greater impact.

2. Agile Approach to Strategy

Another key insight from Strategic Doing is the need for an agile approach to strategy. Traditional strategic planning processes often involve lengthy and rigid plans that may become outdated before they are even implemented. In contrast, Strategic Doing advocates for a more flexible and adaptive approach to strategy.

The book introduces the concept of "doing" as a way to take action and learn from it, rather than getting stuck in endless planning. It emphasizes the importance of setting short-term goals and making incremental progress towards them, while continuously learning and adapting along the way. This agile approach allows for greater responsiveness to changing circumstances and enables organizations to seize emerging opportunities.

3. The Importance of Focusing on Assets

Strategic Doing highlights the importance of focusing on assets rather than problems. Instead of getting caught up in analyzing and dwelling on challenges, the authors argue that it is more productive to identify and leverage existing assets and resources.

By shifting the focus towards assets, individuals and organizations can identify their strengths and capabilities, as well as the resources available to them. This asset-based approach enables a more positive and proactive mindset, fostering creativity and innovation. It also encourages collaboration and the sharing of resources, as individuals and organizations recognize the value of their assets in achieving shared goals.

4. The Role of Trust in Collaboration

Trust is a fundamental element of successful collaboration, and Strategic Doing emphasizes its importance. The book highlights the need for trust among participants in a collaborative effort, as well as trust in the process itself.

Building trust requires open and honest communication, transparency, and a shared understanding of goals and expectations. Strategic Doing provides practical tools and techniques for fostering trust, such as regular check-ins, clear roles and responsibilities, and accountability mechanisms. By cultivating trust, individuals and organizations can create a safe and supportive environment for collaboration, enabling them to tackle complex challenges more effectively.

5. The Power of Networks

Strategic Doing recognizes the power of networks in driving collaboration and innovation. The authors argue that networks can be powerful catalysts for change, as they bring together diverse individuals and organizations with complementary skills and resources.

The book provides guidance on how to build and leverage networks effectively. It emphasizes the importance of cultivating relationships, connecting with others who share a common purpose, and actively seeking out diverse perspectives. By tapping into networks, individuals and organizations can access a wealth of knowledge, expertise, and resources, enabling them to address complex challenges more effectively.

6. Embracing Uncertainty and Ambiguity

Strategic Doing encourages individuals and organizations to embrace uncertainty and ambiguity. The authors argue that in today's complex and rapidly changing world, it is impossible to have all the answers or predict the future with certainty.

Instead of being paralyzed by uncertainty, Strategic Doing advocates for taking action and learning from it. It emphasizes the importance of experimentation, iteration, and adaptation. By embracing uncertainty, individuals and organizations can become more agile and responsive, seizing opportunities and navigating challenges more effectively.

7. The Role of Leadership in Collaboration

Leadership plays a crucial role in fostering effective collaboration, and Strategic Doing explores the qualities and behaviors of collaborative leaders. The book emphasizes the importance of inclusive leadership, where leaders create an environment that encourages participation, diversity of thought, and open communication.

Collaborative leaders also facilitate the process of collaboration, ensuring that participants stay focused on the shared purpose, maintain momentum, and overcome obstacles. They provide guidance and support, while also empowering others to take ownership and contribute their unique perspectives and skills. By embodying these leadership qualities, individuals can drive successful collaborations and achieve greater impact.

8. The Value of Actionable Metrics

Strategic Doing emphasizes the importance of actionable metrics in guiding and evaluating collaborative efforts. The authors argue that traditional metrics often focus on outputs and outcomes, which may not capture the complexity and nuances of collaborative processes.

Instead, Strategic Doing advocates for the use of actionable metrics that provide real-time feedback and enable continuous learning and improvement. These metrics should be aligned with the shared purpose and goals of the collaboration, allowing participants to track progress, identify areas for improvement, and make data-informed decisions. By using actionable metrics, individuals and organizations can stay focused, measure their impact, and adapt their strategies as needed.