We Have Always Done It That Way

“Simplicity is the ultimate sophistication.” (Leonardo da Vinci)

We need to make our organizations easier, clearer and simpler for everyone involved. We need to consistently, carefully and firmly identify everything we do that isn’t fundamental to advancing the larger purposes of our existence and get rid of those things as quickly as possible. This is what I mean by “radical simplicity.” In today’s world, less is not only more, much less is much more.

In recent months, I have come to view radical simplicity as a major strategic opportunity for associations that touches all aspects of what we do from governance to products and services to volunteer engagement. In far too many organizations in our community, the complexity we create ourselves interferes with our ability to achieve what we say we care about most, including supporting learning, building vibrant communities and delivering value to those we serve. We live in a complicated world to be sure, and there isn’t much we’re going to do to change that, except to the extent we are able to change both our organizations and ourselves.

“As simple as possible, but no simpler.” (Albert Einstein)

By suggesting we make radical simplicity a priority, I do not mean to imply we should “dumb down” our organizations. On the contrary, our organizations should be the hottest of hothouses, in which we plant the seeds of many new innovations, nurture them and allow them to grow in all kinds of surprising and unexpected directions. There is an important difference between the organic evolution of complexity in our thinking and the creation of synthetic complexity that so often occurs in our organizations. The former is a natural cycle of growth and change that systematically builds our capacity, while the latter involves the unnatural and unnecessary introduction of hierarchical and bureaucratic constraints into places and spaces where, if we took the initiative to cultivate them, trust, reciprocity and the capacity for self-organization could do the job quite well.

Radical simplicity isn’t about avoiding complexity altogether. It is about creating a markedly more intuitive and straightforward interface between our organizations and our members that enables us to make sense of the complexity we need and drastically reduces (if not eliminates altogether) the complexity we don’t.

“What is the simplest thing that could possibly work?” (Ward Cunningham, inventor of the wiki.)

On a very practical level, embracing radical simplicity in our work might make the difference between robust growth and anemic performance in key metrics. At the very minimum, a radically simpler organization should make for happier and more satisfied staff and members. For me, a focus on radical simplicity is itself a form of genuine innovation, and one that definitely can make a meaningful impact along multiple dimensions quickly.

To set your organization down the path of radical simplicity, consider raising the following five questions for discussion:

* What factors create complexity in your association’s work?
* How much of the complexity in your association is self-inflicted?
* How do “tried-and-true” solutions actually increase complexity in your organization?
* Why does your association have difficulty letting go of just about anything?
* What are the elements of a new business model that will allow your association to fully embrace radical simplicity?

To put your strategic thinking into action, consider one final inquiry: what three things about your association can you radically simplify in the next three months? If you can initiate these critical conversations, you will go a long way toward creating the right conditions for enduring success in your association.

Tags: Membership, Technology, Strategy, Professional Development, Innovation, Staff Issues, Leadership, We've Always Done It That Way //