What I Learned Lately (WILL 13/14 #15) by by Dr. Josh Garcia
2/14/2014
“Show Me the Love, Show me the Evidence”
Show me the evidence… Often we talk about really big concepts and challenges in an abstract manner without very many specifics or evidence. These conversation can be grounded in emotions or hunches but they may not be “evidence based”. I believe there is various forms evidence, data from numbers, observations similar to clinical rounds and even firsthand experiences. We use these types of practices and knowledge to engage ourselves and colleagues in action planning that will positively change the trajectory of our results. Recently, I was listening to a great leader in our community discussing the roles of architecture and execution in social change.
In leadership, is architecture or execution more important? In our work we spend a lot of time discussing, debating, dismissing and deciding on the plans or the architecture of our plans. We discuss whether it is “best practice” and often give it permission to move along without success criteria. We do this, because we recognize that there is not “a silver bullet” or single solution to the complexity of our challenges. I have been wrestling with the notion that the plan doesn’t
matter if we can’t execute it. Although this may seem like common sense to many, for me I have become more reflective about the idea that execution may be the missing piece for our work. Do we spend enough time analyzing the execution of our plans or do we dismiss our results because of poor plans? Do we give enough credit to those who execute without dismissing it as luck? Do we hide “average” because we are fearful that we may not get “better”? For me, these past weeks have been wondering do we need new plans or do we just need to be better at the plans we have?
Finally from Dejan Stojanovic
“The most complicated skill is to be simple.”
“Show Me the Love, Show me the Evidence”
Show me the evidence… Often we talk about really big concepts and challenges in an abstract manner without very many specifics or evidence. These conversation can be grounded in emotions or hunches but they may not be “evidence based”. I believe there is various forms evidence, data from numbers, observations similar to clinical rounds and even firsthand experiences. We use these types of practices and knowledge to engage ourselves and colleagues in action planning that will positively change the trajectory of our results. Recently, I was listening to a great leader in our community discussing the roles of architecture and execution in social change.
In leadership, is architecture or execution more important? In our work we spend a lot of time discussing, debating, dismissing and deciding on the plans or the architecture of our plans. We discuss whether it is “best practice” and often give it permission to move along without success criteria. We do this, because we recognize that there is not “a silver bullet” or single solution to the complexity of our challenges. I have been wrestling with the notion that the plan doesn’t
matter if we can’t execute it. Although this may seem like common sense to many, for me I have become more reflective about the idea that execution may be the missing piece for our work. Do we spend enough time analyzing the execution of our plans or do we dismiss our results because of poor plans? Do we give enough credit to those who execute without dismissing it as luck? Do we hide “average” because we are fearful that we may not get “better”? For me, these past weeks have been wondering do we need new plans or do we just need to be better at the plans we have? Finally from Dejan Stojanovic
“The most complicated skill is to be simple.”
