We recently blogged about Rhizome’s internal discussions on strategy. Here’s more on one perspective in that discussion:
Values are obviously very important in helping people make decisions about how to prioritise one thing over another when there are various options. But to continue the metaphor, if you arrive at any place on a map, and you have your compass with you, then your compass will help you find your way- if you know where you want to go. A compass doesn’t help you decide where to go. For me, having values without some sense of direction/purpose/strategy certainly helps in some contexts, but doesn’t do the job for me in terms of helping with all of the many complex and subtle decisions that are made in organisations. It leaves too much open to individual opinion and interpretation, which can then take a lot of time to process, normally in some kind of group context. That’s fine if you want to be in an organisation which spends a lot of time processing individual feelings, exploring interpretations and creating shared understandings about lots of stuff which is undefined- but not so much if you want to get a lot of stuff done effectively! Its like having a map, and a compass, but not knowing where you are going and not having any criteria about how to decide that either.
So I do think there is a need for some sense of organisational purpose, but not in the sense of a traditional ‘Mission Statement’. I find the notion of evolutionary purpose more helpful here than a traditional mission statement. More conventional ways of thinking about mission and vision involve a leader individually, or a group collectively, exploring and sharing their ideas about what they would like to happen/the world to be like/the organisation to do, find what is shared and create a sense of shared purpose around this. One of the problems with this is, as Brian Robertson, one of the founders of Holacracy says, that it can foster a sense of individual and personal attachment to the mission/ vision/ purpose of the organisation which the leader or group comes up with. These attachments can then get in the way of the purpose being achieved, as we can identify with them and this process invites our egos to get involved. Evolutionary purpose on the other hand is about listening to what needs to happen and being in service to that.
And its about a different kind of ‘listening’ too. The more conventional kind of listening to what’s required from the environment is often done in the form of market research, user-consultation, stakeholder engagement etc. These ways use our minds to engage with the world and what is needed, which is important and necessary. There is another form of listening, which is done beyond the mind. Its not rational or evidence based. Its more transpersonal, where we sense into what is looking to pop up next in the evolutionary unfolding of the universe. What is there, not yet manifest, but waiting to be realised? An organisational purpose which coalesces around this can be a powerful attractor. This is an example of where the two domains of personal/spiritual and group development overlap, and is where its helpful to an organisation for the people involved to have meditation and mindfulness practices. This is dealt with in the work of people like Andrew Cohen and Craig Hamilton’s spiritual teachings on the Evolutionary Impulse.
Its about making a distinction between pushing and pulling. If we have an idea about what we want to happen, we can push to make it happen, and our egos can get engaged and this makes getting it done complicated. On the other hand, if we listen to what is needed in the surrounding environment, that will serve the evolution of the whole, we can be pulled in that direction. Values obviously inform this, and so are necessary, but not sufficient. When we listen to what is needed, and an organisation’s purpose can be formed around this, we can then be in service of that. Being in service to an organisation’s evolutionary purpose can help us disidentify from our ego’s getting tangled up in achieving the purpose. And most crucially, it can provide criteria to help people in the making of the hundred’s of small decisions as well as the big ones, that are needed in any organisation which is being effective in getting things done.
And once there is a sense of purpose, values can help in working out how to achieve that purpose (how to get to where you want to go), and a strategy doesn’t have to be a fixed plan about how it happens. It can be a framework which is referred to which help people decide which path to choose from a range of available options in any one moment.