I am working with a high status voluntary agency, which hired me to help
them through a process of evaluation and strategy development. The
evaluation process is really a modified form of self-evaluation, since the
aim is both to generate data, promote insight and develop commitment to
the strategy process and result.
I am reporting to a small group made up of the chief executive (paid),
some member's of the organisation's governing body, and some others
nominated by the governing body. These members are also involved in the
process of data gathering. It does not include the Chair of the
organisation. The fieldwork so far has gone well and generated some good
and meaty data. We have used a participative, iterative process which
explores diverse views, and seeks to question any developing consensus.
Today I told them the bad news. Unless those at the top of the
organisation find a way to deal with each other, and key issues, more
openly and honestly, then they will be unable to critically examine the
data, and any strategy developed will be a soft one. The response was
twofold. A sense of relief that the issue had been raised, and a sense of
uncertainty about what to do about it.
We discussed two possible ways forward. Put the evaluation and strategy
process on hold and find some means of encouraging the governing body and
senior staff to focus on the issue that I had today (and others had years
ago) identified. I suggested that if they chose that option they should
pick a issue which everyone agrees they are having difficulty resolving
satisfactorily, and bring someone in to work them through it. The problem
is that, to paraphrase Argyris and Schon, the important issues are
undiscussible, so there is an element of chicken and egg. The second
option was to use the e aluation and strategy process as a means of
raising the undiscussible to the level of discussible. Superficially this
is an attractive option and I can think of a few ways of doing this.
However, there is a small voice in my ear telling me that in this case it
is not a good idea, and we are heading for tears. Over the past few years
I have learned to listen to that voice, even when I don't understand why.
We decided to reflect on the issue for a few days. I asked and got
permission to seek guidance from colleagues locally and contacts on the
Internet. Incidentally we are talking of an organisation which may have
high status but is totally strapped for cash. There is no way it could
afford two or three day workshops to sort this out. I want to preserve
what little workshop money there is for a meeting of governors, staff,
clients and stakeholders at a key point of the strategy phase.
Your insights are most welcome.
-- BOB WILLIAMS bobwill@actrix.gen.nz