These articles focus explicitly on the role of Strategic Doing in environments characterised by uncertainty, interdependence, and limited control. They explore why traditional planning approaches often fall short in complex systems and how collaborative, adaptive strategy enables progress without requiring consensus or central authority. Together, they articulate Strategic Doing as a practical response to complexity.
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.
Strategic Doing: A New Discipline for Developing Strategy
This paper introduces Strategic Doing as a network-based strategy discipline designed for open, loosely connected systems. It explains how simple rules and structured conversations enable coordinated action without central control.
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…
Social Networks, Strategic Doing and Sustainable Management of Local Food Systems
In recent years there has been increasing interest in many communities across the United States in developing local food systems. This has resulted in the creation of Food Policy Councils (FPCs) which have emerged as the entity with primary responsibility for managing the local food system’s growth and development. FPCs…