Philosophy
A practical philosophy for working in complexity
Strategic Doing is grounded in a simple but powerful idea: we learn our way forward by acting together.
The philosophy behind Strategic Doing explains why the method works — and why it feels different from traditional approaches to strategy, planning, and collaboration.
Why philosophy matters
Every method carries assumptions — about people, knowledge, power, and change.
Strategic Doing is intentionally grounded in a philosophy that:
- values action over prediction
- treats learning as ongoing
- respects uncertainty
- centres collaboration rather than control
- recognises that no one person has the full answer
This philosophical foundation shapes how Strategic Doing is taught, practiced, governed, and shared.
Pragmatism in action
Strategic Doing is rooted in American Pragmatism — a philosophy that asks not “What is theoretically true?” but “What works in practice, and how do we improve it?”
Pragmatism emphasises:
- learning through experience
- reflection while acting
- continuous adjustment
- practical consequences over abstract debate
This is why Strategic Doing focuses on small steps, experimentation, and learning cycles — rather than fixed plans or predictions.
Why Strategic Doing works
Strategic Doing is not just intuitive — it is deeply grounded in research across:
- psychology
- organisational behaviour
- strategy and innovation
- complexity and network economics
- learning and reflective practice
These research streams explain why:
- diverse groups outperform experts on complex problems
- psychological safety accelerates learning
- small wins build momentum
- networks evolve through action
- habits shape collaboration more than rules
The method brings these ideas together into a coherent, usable discipline.
Principles of collaboration
At its core, Strategic Doing is about how people work together.
Its principles reflect decades of insight into trust, shared leadership, and networked action. They emphasise:
- generosity over competition
- shared outcomes over individual agendas
- contribution over authority
- learning over certainty
These principles shape facilitation, governance, and everyday practice across the global Strategic Doing community.
Learning by doing
Strategic Doing assumes that:
You cannot fully understand a complex system without acting in it.
Instead of waiting for perfect information, the method encourages:
- small, testable experiments
- fast feedback
- reflection and adjustment
- learning embedded in action
Pathfinder Projects and 30/30 cycles are practical expressions of this philosophy — helping groups learn their way forward safely and productively.
The Code of Collaboration
Philosophy only matters if it shows up in behaviour.
The Code of Collaboration translates values into everyday actions. It defines how practitioners:
- build trust
- share knowledge
- support one another
- grow networks
- steward the discipline responsibly
The Code is not enforced through hierarchy — it is upheld through shared commitment and example.
Strategic Doing vs. traditional planning
Traditional planning assumes a stable future and central control.
Strategic Doing assumes uncertainty and shared agency.
Where planning seeks prediction, Strategic Doing seeks learning.
Where planning relies on expertise, Strategic Doing relies on collaboration.
Where planning produces documents, Strategic Doing produces action.
Both approaches have value — but they are designed for different conditions.
When to use Strategic Doing
Strategic Doing is especially useful when:
- challenges cross organisational or sector boundaries
- authority is distributed
- the future is uncertain
- progress depends on voluntary collaboration
- learning matters as much as outcomes
Understanding when to use the method is as important as knowing how.
How the philosophy holds together
Together, these ideas form a coherent worldview:
- Pragmatism explains how we know
- Research foundations explain why it works
- Collaboration principles explain how we relate
- Learning by doing explains how we move
- The Code explains how we behave
- Comparisons and guidance explain where it fits
This philosophy ensures Strategic Doing remains practical, ethical, adaptable, and human.
Take the next step…
If you are working in complexity — where certainty is rare and collaboration is essential — Strategic Doing offers more than tools.
It offers a way of thinking, acting, and learning together.
