Ten Disciplines for Change

Over the years I have developed a list of things that I call the "Disciplines". They are simply some concepts that I've found important in the work of prevention. There are no special criteria to be on the list, and I never consider it complete. But at some point in the use of a concept it just occurs to me to put it on my list of truths that help me do my work in communities. Here they are:


   1. Value the “knowledge worker” – Peter Drucker writes eloquently about the importance of the knowledge worker in modern management. Indeed, a community-based system must rely on those who possess knowledge, and that includes those from other disciplines who are not within the inner circle of the decision-making framework. Since knowledge and expertise is not consumed when it is transferred, all of those who possess it must be embraced and respected by the system.


   2. Recognize what the non-user values – This is essential in any system that is trying to build a network of information, and is a foundational principle of new marketing and management theory. A system based on any core infrastructure that seeks to induce behavior change must constantly ask the question, “What do the non-users value in their own quest for knowledge, capacity, and excellence.


   3. Address Institutional and Policy Constraints – In his book, Getting to the 21st Century (Kumarian Press, 1990), David C. Korten describes the problems encountered when taking a community from pure programming to sustainable systems development. He writes of four sequential stages, which take a system from relief and welfare to a common mobilizing vision. The third generation of the process, which follows community development, inevitably must address institutional and policy constraints on its way to making positive change a “way of life” in a population. Getting to our final vision will likely require that we continue to devise ways to overcome these constraints.


   4. Insist on a common mobilizing vision – Beyond the sustainable system lies a fourth generation of change, a larger community of philosophy and practice, which stretches on into the indefinite future. In this stage, effective action would become a “way of life” in the community. The problem definition of this generation often becomes an inadequate mobilizing vision. Developing and sustaining the vision should be a continuous effort. [Ibid. Korten]


   5. Develop a philosophy of engagement – All of the elements of the existing infrastructure must be religiously included in the process. Doing the work has required and will continue to require increasing availability, and an ever more educated workforce. It will require more knowledge and input than are possessed by just leaders, consultants, and a select few employees. It will require human resources at all levels that are committed to the outcomes. [Terms of Engagement, Richard Axelrod, Berret-Koehler, 2000]


   6. Abide by the rules of the network economy – In taking up the challenge of community development, we propel ourselves to the brink of the new economy. It may be wise to consider its tenets. In this environment, whoever has the smartest customers wins. It is a market driven by plentitude, not scarcity, and to improve our products we must literally give them away. Our best marketing strategy may not be to “segment” the target populations, but amplify their relationships. We must also model the behavior that we want to induce in communities. This will involve the need to focus on “connecting customers to customers.” [New Rules for the New Economy, Kevin Kelly, Penguin Books, 1998]


   7. Plan for “real-time” strategic change – If the fire is lit, how does one keep it burning? I would draw from the work of Robert W. Jacobs and content that it will be done by 1) focusing people’s time and attention on achieving key results, 2) ensuring that a common database of strategic information is sustained throughout the organization over the long haul, 3) drawing circles that include rather than exclude the people who are in the process of change, and 4) cyclically realigning the strategy, culture, systems, structures, work practices, and the processes of the organization.  [Real Time Strategic Change, Robert W. Jacobs, Berret-Koehler, 1994]


   8. Strive for organizational clarity and then over-communicate that clarity – This is simple the practice of establishing very, very clearly what the organizational goals and values are and then constantly communicating them throughout the organization from top to bottom (from administrator to end-user). This involves vigorous repetition using simple messages and multiple mediums. [Obsessions of an Extraordinary Executive, Patrick Lencioni, Jossey-Bass, 2000]


   9. Don’t mistake a clear view for a short distance – The risk of devolution is very real in any complex community endeavor. Despite having many of the pieces in place, a system can become fragmented if we become discouraged and abandon existing elements of the infrastructure. Often the traverse of a valley will precede the ascent to a distant peak. Kevin Kelly writes, “to scale a higher peak – a potentially greater gain – often means crossing a valley of less fitness first.” The daunting tasks of community development are rife with such valleys. [Ibid. Kelly]


  10. Tolerate messiness at the edges – I frequently quote the following excerpt from a Margaret Wheatley essay as an apt description of the process of community development;


“If we as leaders can ensure that our organization knows itself, that it’s clear at its core, we must also tolerate unprecedented levels of “messiness” at the edges. This constant tinkering, this localized hunt for solutions does not look neat. There is no conformity possible unless we want to kill local initiative. Freedom and creativity create diverse responses. We have to be prepared to support such diversity, to welcome the surprises that people invent, and to stop wasting time trying to impose solutions developed elsewhere.”  [Goodbye to Command and Control, Margaret Wheatley, Leader to Leader, Enduring Insights on Leadership, The Drucker Foundation, Jossey-Bass, 1999]


The acceleration of change resembles “messiness” to many who work within it and/or observe it. We notice that all manner of leaders, communities, and agencies are attempting to divine its meaning and its usefulness. I think we should try to remember that:


We are often in chaos because of our successes, and not because of our failures.


We could relegate ourselves to the insular world of programming and education, and we would likely have a more predictable system. But that would be a system of infinitely less potential. We must try to trust that, over time, an inherent orderliness (known as a chaotic strange attractor to scientists) will emerge.