THE EFFECTIVE PROBLEMSOLVER #062
In my newsletter, I often emphasize the importance of bringing rigor and data to your change initiatives. And trust me, there’s a good reason for it.
When you have deep problem understanding and track outcomes, every aspect of your approach becomes more effective.
But, funny enough, sometimes I forget my own “rigorous” advice when it comes to leading change initiatives. How ironic.
Last week, I caught up with an old friend who leads strategy for a large economic development organization.
I was excitedly telling her about some amazing and rigorous data tracking one client and I are implementing in a major American city.
We’ve got metrics galore, a slick public-facing dashboard, and detailed monthly outcome reports.
But as I delved into the details, I hit a snag. I struggled to explain how these data points would translate into real-world outcomes. Not a good sign.
That’s when my friend stopped me with a suggestion.
"Why not broaden your approach to include empirical research? Practitioners need more than outcome data to inform their work."
It’s advice I’ve given countless times, but I couldn’t see it when deeply involved in my own initiative.
Like many other changemakers, I had blinders on.
Part of it was the reductionist nature of collecting data, but it was also my tendency to fall in love with my own ideas for change.
It’s a risk we must always be vigilant against.
Once her question opened my critical thinking eyes, I realized a gap in our approach.
Everyone wants outcomes, but no one uses outcome reports
Years ago, I led the creation of a rigorous, statewide outcome reporting dashboard.
It was sleek, comprehensive, and meticulously designed.
Yet, once it was up and running, few legislators, administrators, or program managers bothered to engage with it in any meaningful way.
Only after years of effort did I realize that outcome data and reporting isn’t usually enough to change behavior.
Without incentives or a culture of data-driven decision-making, they’re just numbers on a screen.
So, how do we amp up the rigor?
3 ways to build a rigorous decision-making culture
Building on the data and outcomes my client and I were already collecting, here’s what we decided to implement in addition to outcome tracking:
1. Causal Factor Analysis: Directing staff to spend one hour a week diving into the fundamental causes of the social issues they’re tackling. Understanding these factors is key to crafting interventions that address causes rather than just symptoms.
2. Literature Reviews: Conducting a thorough literature review to inform the design of interventions. Leveraging insights gained will ensure initiatives are built on a solid foundation of evidence.
3. Forge Research Partnerships: Collaborating with a local college’s public policy school to bring empirical rigor into initiatives. Evaluating program effectiveness will let deeper research questions, not just outcome numbers, guide decision-making.
By taking rigor to a higher level, we aim to maximize efforts and get better results than outcome tracking alone.
This is how you get a bigger impact, without drowning in data.
Rigor wins, but only when it’s broad-minded and embedded in a critical thinking culture.
So, for today, consider how you could leverage causal factor analysis, literature reviews, or academic researchers to reach your goals.
These steps may seem small, but most changemakers never take the time.
But you can do it.
See you next week.
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Whenever you’re ready, there are two ways I can help you:
→ I’m a strategic advisor for the toughest societal problems like poverty, crime and homelessness. People come to me when they want to stop spinning their wheels and get transformative, systems-level change.
→ I’m a coach for emerging and executive leaders in the social and public sectors who want to make progress on their biggest goals and challenges.
Let’s find out how I can help you become transformational.
