Taking Adaptive Action

Adaptive action is a way of working effectively in changing unpredictable circumstances. With adaptive action there is no linear, prescribed sequence of steps. But there are principles and practices that can enable groups to set the conditions for a preferred future.

The other characteristics of Whole Systems Leadership—deep listening, awareness of self, seeking diverse perspectives, and awareness of systems—are the resources for generating adaptive action.

Although there is no pre-scripted, straight-line procedure for adaptive action, it can be thought of as an iterative cycle that includes seeing patterns, interpreting their meaning, generating options for action, taking actions, seeing patterns, interpreting their meaning, generating options for action, taking action…

Three Simple Questions

Glenda Eoyang, a pioneer in linking complexity science to organizational development, suggests three simple questions to stimulate adaptive action: 

• What?
• So what?
• Now what?

The “What?” question invites us to recognize patterns as they emerge; to notice what we see and hear; to pay attention to what data tells us about a system; and to listen to what multiple voices have to say about the situation.

The “So What?” question invites us to use multiple ways to make meaning of the situation, and to discern what has significance.

The “Now What?” question invites us to recognize options for action and to choose how and when to act.

This cycle repeats because organizations and communities are changing systems.  Adaptive action involves on-going engagement with an unfolding, emergent future.

A Story about Adaptive Action

Three organizers from different community organizations were studying the theory of adaptive action.

Morgan exclaimed, “Oh – I get it. The pattern in my organization is to jump from What? to Now What? We don’t ever stop to reflect on the meaning of what’s going on. We do stuff for the community but not necessarily the right stuff to get the changes we want to see. Even though we’re really busy, we need to carve out time to create shared meaning around what’s going in our community.”

Aikisha exclaimed, “Oh…so THAT’S why we’re so stuck! In our organization we jump from What? to So what? and then back again to What? We’re in a perpetual state of analysis paralysis. We need to move into the Now What? stage and DO something.”

Harriet commented, “In MY organization we stop at Now what? We launch a project and we don’t evaluate it until it’s done and by then it’s a disaster. We need to watch the situation closely as it unfolds. We need to keep asking ‘what’s going on?’ all the way through.”

When you think about an organization or human system you are part of, your family, work group or community organization, which of the adaptive action questions would you benefit by paying more attention to?

Principles

It is important to recognize that adaptive action is an on-going process, not a single event. 

Adaptive action means learning from everything you do. It means taking time to recognize patterns and reflect on their meaning before jumping to a solution.

Adaptive action also means balancing reflection with a bias toward action. In adaptive action, it is important to both step back (to see the patterns in your situation) and to step forward (to try out new strategies).  

An important part of adaptive action is dealing with endings. Human systems are living systems, and living things die. There will be loss and endings. Learn to notice when you need to let go of something (an idea, a pet project, a group…) and do so with compassion.

Why Adaptive Action Is Important

Adaptive action enables you to remain effective in the midst of unpredictable and changing conditions. It balances an inclusive, deep listening approach with a bias towards action.

Adaptive action helps you avoid getting stuck in analysis because it lets you move forward with a “good enough plan.” You can move forward because you know that you will continually gather feedback about emerging new conditions. You can take action knowing that you can respond rapidly if a change in course is needed.

What You Can Do

Below are some practices that to try:

• See patterns as they emerge
• Keep an eye on a preferred future while taking small actions that make an immediate difference
• Use multiple ways to make meaning
• Create opportunities for groups to convene and self-organize
• Recognize when it is time for closure
• Learn from everything

Exercise to Deepen Understanding

• Taking Adaptive Action

References and Further Reading

Holladay, R., Quade, R. (2008). Influencing Patterns for Change: A Human Systems Dynamics Primer for Leaders. CreateSpace.

Eoyang, G. (2003). Voices from the Field: An Introduction to Human Systems Dynamics. Human Systems Dynamics Institute Press.

Heifetz, R., Linsky, M., Grashow, A. (2009). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. Harvard Business Press.