I’ve spent a lot of time over the last decade thinking about, experimenting with, and refining tools for planning in complex, adaptive settings. As we put together Spark’s Adaptive Planning Toolkit, I’ve had the opportunity to reflect back and think about the genesis of the tools and what we have learned over the years.
I have tremendous admiration for all of the partners I’ve worked with who have tackled complex problems with adaptive approaches. That they can work amid such great uncertainty is impressive in and of itself, but the fact that they are willing to approach solving the problems in ways that are, themselves, uncertain and untested is even more laudable.
The stakeholders who came together to prevent another tragedy like the Columbine school shooting not only didn’t know how to integrate the many different service systems to prevent a future shooting, they were also brand new to systems mapping, which was a critical part of developing a plan for change. I remember the walls covered with boxes and lines, as participants tried to break down how the system functioned today in order to figure out how it could function tomorrow.
The leaders who formed the core of the Daylight Project, focused on improving access to behavioral health services for deaf and hard of hearing consumers, similarly tackled a complex problem using tools that were untested and new to them. Consumer stories helped inform their work along the way, but so did real-time strategic learning, which included gathering data about their environment and forecasting the likelihood of success for each partner organization they invited to join the effort.
Recently, The Colorado Health Foundation used an adaptive planning process to develop their Consumer Advocacy funding strategy. Using scenario planning tools, mapping of current funding, and even a post-mortem, they went all out with adaptive planning. Unlike the previous examples, by this point Spark, as their partners in crime, had a well-established repertoire of adaptive planning tools. However, similar to the experiences in the first two examples, this approach was still new and out of the comfort zone for the organization, yet they embraced it fully and developed a truly creative, results focused, and adaptive funding strategy.
I am personally very excited to share our adaptive planning tools. I believe in them. I have seen them help many different types of groups make a meaningful difference on truly difficult problems. I also believe this idea of adaptive planning is a work in progress – we have some pieces pulled together, but by no means is this the be all, end all of planning in complex settings. I am excited to learn how others are doing adaptive planning and hope you will participate by sharing your stories and building our common base of tools for how to do this difficult work.