More Often Or Not - It Comes Down to Context

I recall the first time I was challenged with the difference between a point of view and a viewing point.  A point of view being heavily influenced by “mental models” – several of which are untested and a viewing point being influenced by “viewing” from a different perspective.

Having grown up in arguably “the best of two worlds” – near the ocean and near the mountains, our family routinely would take drives to enjoy the beauty and wonders of nature.

Climbing from sea level to thousands of feet we would look at the ever-changing landscapes, terrain, vegetation, and “views” corresponding with our ascent.  I was curious about how rivers changed in size and intensity the higher we went.  It would be years later while hiking that we would discover their origins being amazed at the innocents of either glacier melt or snowfall resulting in some of the largest rivers sojourning towards the ocean.

My viewing point of rivers literally changed by physically viewing the river from different elevations. Simply, my viewing point of rivers changed with the change in perspective. 

Viewing points are context.  How staff within an organization view the “work” – current reality, problems, challenges, issues, accomplishments, successes and etc. are determined by their perspective or viewing point.  We get this!

Collectively, however, we have not done a very good job considering context when it comes to “change” and “changing”.  Moreover and as it relates to implementation intelligence, context if often assumed – a fatal error!

The absence of awareness as well as understanding of context is further compounded by those external to the organization.  Organizations and companies have viewing points or context that may or may not be accurate.

What do we do?

The simple answer, ask questions!  Lots of questions!

The theory of action I believe that sets as well as clarifies context is:  What + Why + How = Results

What are we trying to solve, improve, or change?

What is the goal or aim of …?

What is the purpose of …?

What are our expectations for …?

What are the results we expect, require of …?

What is the alignment of … with our strategic goals, aspirations, plan?

What is the alignment of … with our core mission, vision?

The “what” questions should directly lead to “why”.  If you recall, the answer to “why” must resonate, connect deeply with the core values of the organization as well as each individual – my favorite “why” question is “Why are you engaged in this work?”

The "what" and "why" create or clarify context for individuals and the organization.  Too often the excitement of the power of "how" creates a gap in awareness and understanding - both of which are critical to how.  A good example is the exponential explosion of technology in schools.  One explanation as to why "technology" has not produced the promises or envisioned results is that in most cases, technology as remained a "what" never shifting to a "how".  The failure to establish or clarify context has in many cases prevented results.  Teetering on over simplifying, learning is the "what" and technology is a "how".

Context matters!

It deserves our attention through intentionality.  Asking questions, seeking clarification, ensuring as many viewing points are considered and addressed are starting points for raising awareness, support, and actionable intelligence for implementation success.