learning & innovating networks

Innovation comes from the edge, almost never from the centre, I wrote in moving to the edges (2014). But I noted that our inherent — human — need for a sense of belonging can keep us in the centre and detract us from thinking critically and questioning the assumptions of our existing structures. While some organizations may have the software networks in place for knowledge sharing to and from the edges, most do not give time and space for deep thinking, as I mentioned in my last post on meaningful work. This certainly slows any insights from the edges getting to the centre.

Deep thinking often comes from those periods when we are not distracted by our to-do lists or running from meeting to meeting. Adam Kahane remarked that, “almost everything I’ve learned is through the disciplined examination of my experience” as well as an approach of, “looking for disconfirming data, as Charles Darwin did”. This is not possible with a continuously overflowing inbox. My colleague and friend Jay Cross understood this.

“Visualize the workflow of a physical job: produce, produce, produce, produce, produce, produce, produce, produce, produce.

Now visualize the workflow of a creative knowledge worker: nothing, nothing, nothing, nothing, flash of brilliance, nothing, nothing, nothing.”
—Jay Cross

‘Nothing’ time is for deep thinking.

I was introduced to Strategic DoingTM in 2012. Once Strategic Doing: 10 skills for leadership was published, I saw the model as a practical way to connect learning, innovation, and getting things done in the complex domain, as well as a way of getting to meta-modernity. It helps connect to the edges by identifying hidden assets and constantly reviewing progress and making course corrections.

I later described Strategic Doing as agile sensemaking. An approach of strategic doing through agile sensemaking maintains awareness of the larger context, connects and promotes communities where alternatives can be tested, and takes informed action from a servant leadership perspective of honesty & humility.

New initiatives are developed in an ‘agile’ fashion, using Strategic Doing skills — #8) Creating a short-term action plan in which everyone takes a small step, #9) Meeting every 30 days to review progress, adjust, and plan for the next 30 days. But to begin, we have to build and protect safe spaces between organizations and communities, which is Strategic Doing Skill #1).

More recently, Ed Morrison, author of Strategic Doing, posted about three types of networks.

Image: Ed Morrison

I developed the agile sensemaking framework inspired by Lilia Efimova, Strategic Doing, Asset-based Community Development, and the Cynefin framework. It reflects Ed’s image above but got me thinking about how and where does innovation really happen. If it’s on the edges, then the two boundaries that overlap communities would be likely places.

Steve Borgatti defined two types of innovation networks based on the need for either individual creativity or interactive creativity. Individual creativity is what we might gain from the diverse thinking in our social networks. Interactive creativity, on the other hand, requires closer relationships and affinity. This is what we might find in our collaborative work teams in order to get things done. Radical innovative ideas can come through the loose structural holes of our social networks, but to get things done, we need more structure that connects us to work teams focused on creating something new.

To innovate together, we need to find more focused collaborators than just those who discuss ideas in their wider social networks. The challenge is getting individual creativity focused enough to enable interactive creativity. An adaptive innovation practice would enable a constant flow between individual and interactive creativity. One individual does not make an innovation network but is a necessary component of interactive innovation. Putting the pieces together is what the 10 skills of Strategic Doing can enable.

Building a safe space for deep and focused conversations.

Using an appreciative question to frame your conversation.

Identifying the assets at your disposal, including the hidden ones.

Linking and leveraging your assets to create new opportunities.

Identifying a big opportunity where you can generate momentum.

Rewriting your opportunity as a strategic outcome with measurable characteristics.

Defining a small starting project to start moving toward your outcome.

Creating a short-term action plan in which everyone takes a small step.

Meeting every 30 days to review progress, adjust, and plan for the next 30 days.

Nudging, connecting, and promoting to reinforce your new habits of collaboration.