Bob Brown Explains Strategic Doing in Flint
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Bob Brown, a leader of Strategic Doing at Michigan State, explains how Flint is using this new, agile practice to rebuild devastated neighborhoods. To rebuild these neighborhoods, residents are linking and leveraging assets within their networks. They are not looking for permission. They are not depending on outside resources. They are finding new opportunities by practicing deep collaboration.
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Bob Brown Explains Strategic Doing in Flint
- 1. Strategic Doing September 5, 2013 Bob Brown Michigan State University
- 4. In Battle Creek, People Are Working to: • • • • • • Improve education and cut dropout rates Create a zero tolerance for violence Eliminate blight and create healthy green spaces Help people achieve financial stability Promote healthy behaviors Reclaim neighborhoods and increase their vitality
- 5. All of These Efforts Run Smack into Messes The educational mess The poverty mess The healthcare mess The public safety mess
- 7. Complex Messes A system of interacting complex problems
- 9. The Long Standing Violence Mess Battering of Children Increase in Post Traumatic Stress Disorder by witnessing acts of violence Insensitivity of court personnel (towards battering) Sense of isolation Felonies Historic underinvestment in poor neighborhoods and neighborhoods of color Rape and sexual assault Poor Housing Fear for one’s personal safety (inability to resolve conflict without violence) Economic flight from distressed neighborhoods Alcohol and violence Misdemeanors Overburdened hospital emergency rooms Little or no Arts & Culture Feelings of inequality and powerlessness brought on by racism, classism, age discrimination, ethnicity discrimination, cultural background discrimination Physical and psychological abuse Depressed economic conditions Mass media sensationalizes violence Unsafe Neighborhoods Youth bitter and hopeless about future Domestic Violence No Jobs and Money
- 10. New Understandings: Complex problems behave in ways that make more straightforward programmatic solutions less effective The past does not necessarily predict the future. Small changes can create large and sometimes unanticipated effects Preskill and Tanya, 2012
- 11. New Understandings: Producing specific outcomes at a pre-determined time (a grant period) is difficult Predicting all possible outcomes that might occur (United Way funding proposals) is difficult Sequencing outcomes in the same way that a welltested, stable program intervention can (Logic Model) is difficult Preskill and Tanya, 2012
- 12. A Challenge However Remains Even with this increased understanding, the challenge of working in messes remains: Getting from here to there without getting lost or overwhelmed along the way
- 13. But Here Where It Gets Tricky Within the pathways of dealing with messes not only do we take action to address: • • • • simple situations complicated situations complex situations And potentially chaotic situations
- 14. Those taking the actions live in: – – – – simple situations complicated situations complex situations And potentially chaotic situations
- 15. Chaos
- 16. In chaotic situations people are just trying to survive, we do whatever it takes
- 17. Complicated
- 18. In complicated situations things are either socially complicated or technically complicated When things are socially complicated we build relationships and create common ground to increase our social agreement When things are technically complicated we experiment and coordinate expertise to increase our technical certainty
- 19. Simple
- 20. In simple situations we just trying to follow the recipe – evidence-based practices.
- 21. Complexity – the land of Messes Characterized by high uncertainty and high social conflict (high uncertainty about how to produce a desired result fuels disagreement, and disagreement intensifies and expands the parameters of uncertainty.)
- 22. Complexity Causal connections are intertwined, entangled, and overlapping
- 23. Complex Situations cause-effect relations are unknown and, in principle, unknowable before effects have emerged.
- 24. Complexity Uncertainty and unpredictability are part of the innovation process •
- 25. Living in the Land of Complex Messes: Flint, Mi
- 26. The Zone of Complexity in Flint Starting in the late 1960s Flint has suffered from 50 years of disinvestment, deindustrialization, depopulation and urban decay, as well as high rates of crime, unemployment and poverty.
- 27. The Zone of Complexity in Flint • 1978: 80,000 GM employees • 2010: 8,000 GM employees
- 28. The Zone of Complexity in Flint • May 2002, Ed Kurtz appointed as the city’s st Emergency Financial 1 Manager
- 29. The Zone of Complexity in Flint •2010 Headline: Flint still is number one for violent crime in the nation
- 30. The Zone of Complexity in Flint • November 2011: Governor Snyder appointed Michael nd Brown as the city's 2 Emergency Financial Manager
- 31. • But we are numb to words and stats • Here is the Zone of Complexity in Flint – my city in pictures
- 52. But Most of Us Are Overwhelmed With the Sheer Scope and Complexities of These Issues So we fall back on a set of rules and standard operating procedures that predetermine what we will do Effectively short circuits our ability to work across simple to complicated to complex situations or messes Patton, Developmental Evaluation, 2011
- 53. So What’s the Response – Is There a Key?
- 54. • We can address messes • But traditional programmatic approaches aren’t creating impact • We need Social Innovation to impact messes Preskill and Tanya, 2012
- 55. What is Social Innovation? Novel solutions to social problems that: • Are more effective, efficient, sustainable, or just than present solutions • Creates value that accrues primarily to society as a whole rather than individuals • Crosses sectors, • Involves changing the dynamics, roles, and relationships between many players, • Challenges conventional wisdom about the nature of the problem and its solutions Preskill and Tanya, 2012
- 56. Your Social Innovation: Project 2020 • Working together, we champion ideas and initiatives that move this community toward excellence. • We exist to create a coalition of groups and individuals who are connected, coordinated, mutually supportive and working toward the greater good.
- 57. Project 2020 – a network of people • Getting on the Same Page • Moving Levers • Changing Outcomes
- 58. Achieving Your Vision Will Require: • Thinking Differently • Behaving Differently • Doing Differently
- 59. Strategic Doing
- 60. What is Strategic Doing? used to develop & implement strategy based on collaboration and open networks asset based (using what you have) leads to shared, measurable outcomes and a roadmap to follow Strategic Doing is being taught across the nation
- 61. The background and theory of change
- 64. Networks can help get things done
- 65. Networks are all around us Who makes the iPhone? Wizard of Oz made in 1939 by ONE company Spider Man 3 made by 56 companies in a network A network made by Apple
- 66. Moving from old to new
- 68. Link, leverage and align
- 69. Paradigm shift
- 70. New ways of thinking
- 71. New thinking: the two economies
- 72. New thinking: the two economies
- 73. New thinking: understanding networks
- 74. Network structure & combining networks
- 75. How networks emerge and grow over time
- 76. New networks can move older assets to new opportunities
- 78. New ways of behaving
- 79. Growing trust takes time
- 81. Balance leadership and direction
- 82. We move in the direction of our conversations
- 83. Developing a civic space important
- 84. New ways of doing
- 85. Strategy
- 86. Strategic Doing
- 88. Managing a network and getting things done
- 89. Build a strong foundation with a balanced civic portfolio
- 90. Choosing a strategy, evaluating complexity and payoff
- 91. Using Networks in Flint “A partial solution to a whole system of problems is better than whole solutions of each of its parts taken separately.” (Ackoff, 1999, p. 324)
- 100. Elements of Healthy Neighborhoods • According to the Institute for Comprehensive Community Development, “Neighborhoods are complex systems that require many elements to work well, from decent housing and safe streets to employment opportunities, good schools and access to shopping, health care and other services.
- 101. Responding to the Mess of Flint Neighborhoods • Use a new, more holistic approach to community and neighborhood development. – Blends human, community, and economic development – Provides the supports needed for healthy transitions from birth to adulthood – Is grounded in research – Acknowledges the natural challenges to healthy development but recognizes that these challenges are more difficult without the proper supports – Offers guidelines for realigning investments for collective wellbeing • Facilitate a process that creates action based on available resources and assets
- 102. Goals 1.Improve communication among and between stakeholders at all levels. 2.Proactively address conditions in Flint neighborhoods that give rise to crime, social disorder and fear of crime. 1.Re-establish a city-wide sense of community with a shared responsibility.
- 103. Working to impact the lives of youth, and families by “Creating Community with a ZERO Tolerance for Violence” in neighborhoods of high need
- 104. Neighborhoods Without Borders (NWB) We are mothers and fathers, sons and daughters, grandmothers and grandfathers, business people and pastors, educators and students, administrators and workers coming together in a grassroots and community effort to significantly improve the overall quality of life in Flint neighborhoods.
- 106. In Flint, We Work to Link, Align, and Leverage Across Networks Lifeline Ceasefire Building Neighborhood Capacity Community Action Edible Flint Flint Neighborhoods Neighborhoods Without Borders Flint Neighborhoods United Flint Area Congregations Together