Patricia Patrizi, Elizabeth Heid Thompson,Julia Coffman and Tanya Beer explore the “traps” that hamper foundations in advancing the kind of robust learning needed to guide strategy in these complex environments. The three traps are:

  • Linearity and certainty bias, which occurs when foundations frame their strategies as a set of linear, causal, and certain actions and fail to address the complexity surrounding the issues and systems they hope to change;
  • The autopilot effect, which occurs when foundations distance themselves from strategy as it unfolds, thereby failing to learn from implementation; and
  • Indicator blindness, which occurs when foundations track and monitor their strategies through performance indicators that reinforce the linear, causal, and often-unchecked assumptions built into the work.

Source: Foundation Review