Navigating the System

Sometimes strategies don’t provide enough guidance for how to reach a target; and often, strategies are managed using hierarchies. So, when they fail, it is common to focus on assigning blame for failure rather than inspiring the entire organization to learn from any mistakes.

A strategy based on a navigation metaphor lets us ask, “Can we get where we are going in a better way?” This question shifts the focus of accountability away from reaching targets and towards building capabilities and learning from failures. By focusing on capabilities, this strategic approach supports evaluation for learning rather than blame.

Pinning the Destination: Predefining a target outcome and ruthlessly measuring progress against it can be useful in complicated systems—which are predictable, controllable, and can be designed for, like sending a rocket to the moon (Cake Rocket Child). It also helps if there is a lot of agreement and certainty (Stacey Matrix) about the path that should be followed. 

Navigating the System: Complex challenges are unpredictable and constantly shift as people self-organize and as feedback loops impact emerging outcomes. In complex environments, teams must learn to navigate the system by constantly adapting their targets and approaches instead of forcing a predefined solution. Focusing on building organizational capabilities, like those identified in the Complexity Theory of Outcome Creation (stewardship, coordination and adaptation), supports ongoing learning and better outcomes.ourney evaluable. Principles for the journey might include, “Coexist safely and respectfully with the wilderness” or “Embrace the journey’s challenges to build resilience and skill.”