By Andy Carroll, Exponent Philanthropy
Problems caused by divisiveness, political gridlock, or competing interests and values often slow – or stop – the work of funders and their grantees. Examples of complex problems include government cuts to human service programs, which only exacerbate needs and costs, and overlapping and duplicate services by nonprofits.
Foundations are uniquely positioned in our society to take on complex problems. This is what a classic article called “Leading Boldly” by Ronald Heifetz, John Kania, and Mark Kramer reminds us. Let’s take a look at the ideas and opportunities it offers.
Heifitz, Kania, and Kramer divide problems into two categories: technical vs. adaptive. Technical problems are well defined, have solutions that are known, and implementation that is clear. Technical problems can be addressed by a single organization. Adaptive problems, by contrast, do not have known solutions. Adaptive problems require innovation and learning among the interested parties. And, for solutions to be implemented, they require a change in attitudes, priorities, and behavior. No single entity has the authority to impose a solution.
For foundations to address complex, adaptive problems, the authors lay out a set of actions; these include:
- Spotlighting the problem to get people’s attention, and framing it so the opportunities and challenges are understandable
- Helping the stakeholders clarify what matters most to them, and identify trade-offs
- Encouraging, cajoling, pressuring the parties to work on solutions together, and overcome conflicting values and beliefs
- Provoking debate and consideration of new approaches
- Providing incentives or pressure to keep the parties working – using the foundation’s leverage
