These articles examine how people around the world are responding to complex challenges in an increasingly interconnected and uncertain environment. They highlight shifts in practice, thinking, and collaboration—from networked governance to new forms of collective action—and explore how these trends align with Strategic Doing principles. The focus is on sense-making rather than prediction: understanding what is changing and why it matters.
Your Organization Is a Network of Conversations
Argues that strategy and coordination emerge through conversations rather than formal structures.
An Effectual Model of Collective Action for Addressing Sustainability Challenges
Presents a model for collective action under uncertainty, integrating effectuation theory with Strategic Doing.
Allowing Change Through “Letting It Happen”
Explores how enabling conditions and restraint often lead to more durable change.
Key themes: Emergence, complexity, indirect actionShoals Shift: An Ecosystem Transformation Success Story
In the Muscle Shoals region of North Alabama, the University of North Alabama (UNA) and its partners launched the Shoals Shift Project to address challenges such as generational poverty and low educational attainment. Rather than “waiting,” the collaborative team consciously embraced an approach of “doing, not waiting.” They applied Strategic…