Copyright 2014 – Scott Hutcheson This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License. Getting from Here To There: Eight Characteristics of Effective Strategy Economic & Community Development Strategy Scott Hutcheson, Ph.D. Community Development Society Annual Conference Dubuque, IA – July 23, 2014
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Copyright 2014 – Scott Hutcheson This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.
Getting from Here To There: Eight Characteristics of Effective Strategy
Economic & Community Development Strategy Scott Hutcheson, Ph.D.
Community Development Society Annual Conference
Dubuque, IA – July 23, 2014
Better understand he nature of collaboration Identify what stage your collaborations are in Consider ways to move a collaborations to the next level
Norfork, Arkansas
(pop. 550)
Our communities, big and small, are dealing with complex PUBLIC ISSUES
Our communities, big and small, are dealing with complex PUBLIC ISSUES
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Better understand he nature of collaboration Identify what stage your collaborations are in Consider ways to move a collaborations to the next level
Research Question
Why are some strategies for economic and community development successful and others…not so much?
Answering the Question
A grounded theory exploration using a sequential mixed method
approach beginning with a qualitative phase in which semi-
structured interviews resulting were conducted with a purposively
sampled panel of experts resulting in data that was open coded using
the data spiral analysis method followed by a quasi-experimental quantitative phase in which two
contrasted groups of purposefully sampled, randomly assigned participants were surveyed,
resulting in data that was analyzed using Spearman’s rho to determine
correlation coefficients.
1. Literature review
2. Interviews
3. Surveys
Better understand he nature of collaboration Identify what stage your collaborations are in Consider ways to move a collaborations to the next level
Problem Statement
• Literature gap regarding factors
contributing to effective strategy in the
context of community change issues
like economic development (Kwon,
Berry, & Feiock, 2009).
• Civic leaders face daunting tasks of
developing and implementing
community change strategies (Markey,
2010).
• Very little research-based information
to guide decisions about effective
strategy-development processes.
• Evolution of dealing with community change
• Institutionalization • Locus of control • Increasing complexity
Locus of Control • Control in the hands of the “elite” (Perrucci &
Pilisuk, 1970).
• Most economic & community development issues are “Type 3 Public Problems” and control is shared by a group of “nonexperts” (Heifitz and Sinder, 1988).
• Individual Human – language capacity, knowledge accumulation, design and use of tools
•Animal – mobility, information processing
•Plants – viability
•Open Systems – matter, energy
•Cybernetics – computers
•Clockworks – engines
•Frameworks – buildings, cells
15
Co
mp
lex
ity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
Dealing with the Complexity
16
Early Models • 1960s in universities, schools, municipalities (Hamilton, 2007)
• Late 1980s/Early 1990s first economic development strategic plans (Blackerby & Blackerby, 1995)
• Borrowed from industry models (Blair,2004)
Evolving Models • Recognition that corporate models are less effective (Bryson and Roering,
1987).
• U.S. Economic Development Administration’s CEDS; Cooperative Extension Service’s Take Charge (Hein, Cole, & Ayres, 1990); Asset-Based Community Development, (Kretzmann and McKnight, 1996; Community Capitals, Flora, 1992)
Emerging Models • Effectiveness of strategic planning in business questioned (Mintzberg,
1994).
• Effectiveness of strategic planning in economic & community development questioned ( Blair, 2004; Robichau, 2010; Morrison, 2012)
Better understand he nature of collaboration Identify what stage your collaborations are in Consider ways to move a collaborations to the next level
Complexity
Community change issues are complex
Institutions emerged to
deal with the complexity
There are lots of institutions
No single institution is “in charge” of most
community issues
Complex environment
Contributing Theories
• Social Innovation
• Strategy Formation
• Collaborative Governance
18
Social Innovation
Social innovations… • are best designed and implemented in networks • emerge from heterogeneousness (diversity) • are framed using existing assets • are products of co-creation • are the result of collective action • should have decentralized implementation • ,when implemented should focus on tangible results
Bland, Bruk, Kim, and Lee (2010); Bouchard (2012); Mulgan, Ali, Tucker and Sanders (2007); Neumeier (2012); Oliveira and Breda-Vazquez (2012)
Strategy Formation
Strategies… • are formed intuitively
• are iterative
• must be designed to account for unanticipated variables
• must take into account contextual values, assumptions, beliefs, and expectations
• must be flexible
• should be designed collaboratively
• and best developed as an intra-organizational activity
Collaborative governance… • takes advantage of network structures • connects existing assets • focuses first on small wins • Requires decision making to be made by consensus • works when there is trust among participants • is efficient • involves successful management of both internal and external
stakeholders
Ansell and Gash, 2008; Chiclana et al., 2013; Clarke, Huxley, Mountford, 2010; Emerson, Nabatchi, and Balogh, 2012; Gibson, 2011; Johnston, Hicks, Nan, and Auer, 2011; Kwon, Berry, and Feiock, 2009; Merkle , 2010; Olberding, 2009;
Ospina and Saz-Carranza, 2010; Pammer, 1998; Poister, 2010
Better understand he nature of collaboration Identify what stage your collaborations are in Consider ways to move a collaborations to the next level
• Processes (planning and Implementation separate and distinct, planning and implementation integrated and iterative, etc.)
• Timeframe (focused on longer-term goals, focused on shorter-term goals, etc.)
• Implementation (tasks centralized with one organization, tasked disseminated among multiple organizations)
Insights from the Panel of Experts
The Qualitative Data
• Population of scholars and practitioners who design curricula, teach, and/or practice strategy development for addressing economic and community development issues
In neighborhoods besieged by complex, wicked problems, Strategic Doing creates hope through the power of taking action with the assets or gifts that
we already possess. In that moment when we combine assets, we begin to tell a new story of opportunity and possibility, and it gives us the power to change
our lives, our neighborhoods, and our communities. Bob Brown, Associate Director of University-Community Partnerships
Michigan State University
We finally broke our “grant addiction.” Flint Community Resident
With the pending NASA shuttle shutdown, the Space Coast region of Florida found itself struggling to define a strategy to respond. They turned to Strategic
Doing. In a series of large-scale workshops, a small group of civic leaders on the Space Coast saw the opportunity to launch a new clean energy cluster.
Now, Energy Florida is leading the development of new business opportunities and the Space Coast is transforming.
• Local & Regional Economic Development
Strategy
• Community Development Strategy
• Cluster Development
• Local/Regional Food Systems
• Community Health
• Innovation Platform Development
• Strategic Alliances
• Inter-unit collaboration within a single
organization
• National Associations
Practicing Strategic Doing
Teaching Strategic Doing
Existing & Emerging University Partnerships Michigan State University