I am so compelled by your work! As someone who works in impact investing in both the U.S. and emerging markets, something I’ve been grappling with is that mission-oriented, sophisticated organizations are often very committed to their mission and receptive to long-term systems design ideas that will make them better achieve their mission. But, competing priorities that are shorter or more medium term in nature often postpone implementing these systems design ideas, which require a more radical overhaul involving a lot of effort and time. I think this is just the reality of complex organizations though, so I don’t think there’s a solution beyond authentically reintroducing the ideas at certain intervals and being patient in the meantime. But, I’d be super excited to hear any insights your team has on this and your experiences implementing systems design in social organizations overall.
Thanks for connecting, Helen! I agree with you about consistently beating the drum. In our work, we often remind ourselves that sometimes things need to be said seven times, in seven ways, before they're even heard -- because there's so much noise from those shorter-term priorities. It makes me think about how continuous improvement guru W. Edwards Deming discussed how leaders must create "constancy of purpose” https://www.lean.org/the-lean-post/articles/constancy-of-purpose/.
I think that, as a support provider, I also need *my own* constancy of purpose.” Often, it's sitting alongside our partners while they figure out how to hold both short and long views (and navigating their own frustrations about constantly putting out fires).
Congrats on the new Substack. Love the premise and look forward to more wisdom from you and your team at SDL!
So excited!!
I am so compelled by your work! As someone who works in impact investing in both the U.S. and emerging markets, something I’ve been grappling with is that mission-oriented, sophisticated organizations are often very committed to their mission and receptive to long-term systems design ideas that will make them better achieve their mission. But, competing priorities that are shorter or more medium term in nature often postpone implementing these systems design ideas, which require a more radical overhaul involving a lot of effort and time. I think this is just the reality of complex organizations though, so I don’t think there’s a solution beyond authentically reintroducing the ideas at certain intervals and being patient in the meantime. But, I’d be super excited to hear any insights your team has on this and your experiences implementing systems design in social organizations overall.
Thanks for connecting, Helen! I agree with you about consistently beating the drum. In our work, we often remind ourselves that sometimes things need to be said seven times, in seven ways, before they're even heard -- because there's so much noise from those shorter-term priorities. It makes me think about how continuous improvement guru W. Edwards Deming discussed how leaders must create "constancy of purpose” https://www.lean.org/the-lean-post/articles/constancy-of-purpose/.
I think that, as a support provider, I also need *my own* constancy of purpose.” Often, it's sitting alongside our partners while they figure out how to hold both short and long views (and navigating their own frustrations about constantly putting out fires).