Cense Ltd.

Inspiration, Innovation and Impact

Falling In Love With Your Challenge

by

Humans are strongly motivated by two forces: love and money*.

When pursuing change and seeking to better things we often look at ways to gain more money as the solution, but what about love? What if we fell in love with our challenge?

(*Money can be a proxy for security, safety, and opportunity.)

Love as a Change Strategy

Author, broadcaster, finance and plant-medicine coach Geoff Wilson encourages people to try love as a means to growth and change. He recently spoke to this on Earth Day and encouraged his listeners and followers on social media to try falling in love with the earth. Instead of arguing about the reasons why we should care for the earth, falling in love is something that transcends reason. It breaks us out of the usual patterns of motivation and persuasion.

What if we took the same approach to falling in love with the earth that we do with humans?

Practically, this might mean buying and caring for a plant or more fully using our bodies and senses to embrace our connection to the earth. You might try walking barefoot on the grass to feel the earth, not just see it.

Increasing the sensory and emotional aspects of change reframes things for us. What if we fell in love with our organization or business? What if we cared for our neighbourhood or customers the same way?

If I want to change something why don’t I fall in love or why don’t I leverage love and power together?

This simple strategy has enormous power attached to it. This approach is much like Adam Kahane’s work on connecting Power and Love for social change. Geoff’s approach is also similar to Arthur Zajonc’s work on mindfulness as contemplative inquiry.

Be more mindful and open your heart, eyes, and senses and you might find change looks and feels differently.

Photo by Leon Wu on Unsplash

Expanding Perception Through Evaluation

by

Creating an Innovation Panopticon?

One of Evaluation’s greatest contributions to innovation is its ability to expand the vision of the innovator and attend to matters of perception. What we look at it is not always all we consciously see, nor is what we see the sum of all we perceive. Humans have many conscious and unconscious biases in what they perceive and how they interpret what they perceive. Evaluation can help add clarity to that perception and expand it. 

Evaluation can help distinguish reality from illusion. In this latest in our series on Evaluation: The Innovator’s Secret Advantage we look at the secret of perception and how evaluation can help change what is seen (and reveal what is not) in the journey of innovation. 

Seeing More

The image above is of a jail modeled on the Panopticon, an ancient architectural design to allow someone to see all that is going on at any one time. While its use within prisons is not one that’s particularly comforting or attractive, the model or concept of creating a design that enables a vantage point to see what is happening within an innovation context is a useful metaphor. 

Evaluation can enable innovators to see what is happening from a single vantage point at considerable depth or, as we will discuss, provide an alternative means by seeing the phenomenon from multiple perspectives. Both of these have advantages for innovators looking to assess the performance of a product or service in areas of high complexity and uncertainty. 

It is by reflecting on the vantage point (perspective) that we can determine whether what we are seeing is real or just an illusion and take the appropriate action based on that assessment. 

Seeing Differently

Consider one of the most famous of these visual illusions: the Young Girl / Old Woman Illusion (below). The history of this illusion has been traced back to the late 19th century and has been replicated many times since then to be considered a staple of any introductory psychology text. 

Young Girl/Old Woman Illusion

What’s interesting about this illusion is that you can’t hold both the image of the young girl and the old woman in your mind’s eye at the same time. You can only see one, not both even if you can switch back and forth. The same situation can occur within an innovation where it is difficult to see two ideas at the same time. By asking the right questions, an evaluation can help innovators to see what others see, what they default to, and whether or under what conditions do they see something different (e.g., seeing something as a product or a service). 

Other illusions are more about perceptual shifts that, once made, are difficult or impossible to ‘unlearn’. These can be found in such things as the FedEx logo and its embedded arrow (check the link if you’ve never seen it). Another is the often common hidden ‘8’ within the 8 of diamonds in a deck of cards (see below). 

Eight of diamonds playing card, isolated on white background.

Evaluation for innovation involves asking questions about a program, product, or service that includes taking a perceptual view of many different people and from different situations. It’s a systems-oriented perspective that considers what a particular phenomenon looks like from a particular point of view. 

Seeing What’s Hidden in Plain Sight

Another famous psychological illusion is the one conceived of by Daniel Simons and his colleagues called The Monkey Business Illusion. This selective perception task is designed to show how your attention and focus can blind you to other things going on. The video below provides an updated version of the original video (available via the link above) to illustrate how we can miss things that are right in front of us based on what we attend to. 

The Monkey Business Illusion

Innovators are often focused on the core aspects of their innovation: the product, the process, and the intended outcomes. This focus is often what sets successful innovators apart from others, yet it can also be a liability.  An evaluator can help an innovator (an individual, a team, an entire organization) to see the full picture. 

How? The means to do this is first achieved by asking evaluative questions that look at what is going on, what is new, and what meaning is derived from various activities. 

Taking the Temperature (and Other Innovation Measures)

There is a useful, if not morbid, fable about the frog in the boiling pot. In that fable, the frog fails to notice that the temperature of the water continues to rise because the change is so gradual. The frog ends up boiling to death because of this inability to see that he is being boiled alive because the changes are so hard to detect. A good evaluation designed for innovation provides means to collect data akin to a thermostat calibrated to the particular conditions, situations, and product or service necessary. 

This could include monitoring key inputs and outputs, tracking sales or engagements over time, or looking at resource levels like personnel and how they respond to change. The latter example is a good one, particularly with larger organizations where the duties assigned to a single person could be absorbed by others if that individual left the role. However, as time moves on and the extra work is normalized it is possible that the pattern is repeated over time where those who are left eventually shoulder such a burden that it makes the work impossible, but also the performance degrades. 

These are the kinds of situations where collapse is likely. We’ve seen this with leadership when many people start leaving at the top or when those at the front face of an organize leave in large numbers. The cost in capital, focus, lived experience, and working knowledge can cripple an organization over the long haul. But like the frog in the pot, it might not be until just before the boil that it is noticed. 

Evaluating for Illusion & Reality

Evaluation for innovation recognizes that the attention and focus of those leading the charge is precious and that leaders are likely to miss key things without the right tools to draw their attention to the whole system and the parts. Evaluation can be hired to cover some of these perceptual gaps and illuminate things like the present temperature or noticing gorillas, patterns in data like the 8 of diamonds or discerning the best moment to see a young girl or an old woman. 

In the next piece in this series, we’ll look at how evaluation can uncover layers of impact that go beyond seeing what is in front of us to looking far past it. If evaluation for innovation is something that you need help with, connect with us; we can help you see things differently. 

Title image credit: Cameron Norman

Three Questions for Evaluative Thinking

by

Evaluative thinking is at the heart of evaluation, yet it’s remarkably challenging to do in practice. To help strengthen those evaluative neural pathways, we offer some questions to aid you in developing your evaluative thinking skills.

To begin, let’s first look at this odd concept of ‘evaluative thinking’.

Tom Grayson’s recent post on the AEA 365 Blog looked at this topic more closely and provided a useful summary of some of the definitions of the term commonly in use. In its simplest term: evaluative thinking is what we do when we think about things from an evaluation perspective, which is to say, a point of view that considers the merit, worth, and significance of something.

Like many simple things, there is much complexity on the other side of this topic. While we have many methods and tools that can aid us in the process of doing an evaluation, engaging in the evaluative thinking supporting it is actually far more challenging. To help foster evaluative thinking we suggest asking three simple questions:

What is going on?

This question is about paying attention and doing so with an understanding of perspective. Asking this question gets you to focus on the many things that might be happening within a program and the context around it. It gets you to pay attention to the activities, actors, and relationships that exist between them by simple observation and listening. By asking this question you also can start to empathize with those engaged in the program.

Ask: 

What is going on for [ ] person?

What is going on in [ ] situation?

What is going on when I step back and look at it all together? 

Inquiring about what is going on enlists one of the evaluator’s most powerful assets: curiosity.

By starting to pay attention and question what is going on around you in the smallest and most mundane activities through to those common threads across a program, you will start to see things you never noticed before and took for granted. This opens up possibilities to see connections, relationships, and potential opportunities that were previously hidden.

What’s new?

Asking about what is new is a way to build on the answers from the first question. By looking at what is new, we start to see what might be elements of movement and change. It allows us to identify where things are shifting and where the ‘action’ might be within a program. Most of what we seek in social programs is change — improvements in something, reductions in something else — and sometimes these changes aren’t obvious. Sometimes they are so small that we can’t perceive them unless we pause and look and listen.

There are many evaluation methods that can detect change, however, asking the question about what’s new can help you to direct an evaluation toward the methods that are best suited to capturing this change clearly. Asking this question also amplifies your attentive capacity, which is enormously important for evaluation in detecting large and small changes (because often small changes can have big effects in complex systems like those in human services).

What does it mean?

This last question is about sensemaking. It’s about understanding the bigger significance of something in relation to your enterprise. There can be a lot happening and a lot changing within a program, but it might not mean a whole lot to the overall enterprise. Conversely, there can be little to nothing happening, which can be enormously important for an organization by demonstrating poor effects of an intervention or program or, in the case of prevention-based programs, show success.

This question also returns us to empathy and encourages some perspective-taking by getting us to consider what something means for a particular person or audience.  A system (like an organization or program) looks different from where you sit in relation to it. Managers will have a different perspective than that of front-line staff, which is different for clients and customers, and different yet from funders or investors. The concept of ‘success’ or ‘failure’ is judged from the perspective of the viewer and a program may be wildly successful from one perspective (e.g., easy to administer for a manager) and a failure from another (e.g., relatively low return on investment from a funder’s point of view).

This question also affords an opportunity to get a little philosophical about the ‘big picture’. It allows program stakeholders to inquire about what the bigger ‘point’ of a program or service is. Many programs, once useful and effective, can lose their relevance over time due to new entrants to a market or environment, shifting conditions, or changes in the needs of the population served. By not asking this question, there is a risk that a program won’t realize it needs to adapt until it is too late.

 

By asking these three simple questions you can kick-start your evaluation and innovation work and better strengthen your capacity to think evaluatively.

Photo by Tim Foster on Unsplash