A Quick Recap of Our LinkedIn Live with Amy Casso & Miriam Messinger
When everything around us feels unstable, “planning” can feel like an impossible task. Budgets fluctuate, uncertainty grows, and teams are stretched thin. During our recent LinkedIn Live, IISC Senior Associate Amy Casso and Director of Practice Miriam Messinger offered a refreshing alternative: Strategic Direction Setting – a more adaptive, human, and justice-centered way to move through complexity.
Rather than forcing organizations into rigid plans that rarely survive contact with reality, Amy and Miriam explored how teams can stay grounded in purpose while navigating uncertainty with clarity and care. They shared insights from the field about burnout, pressure, and the limitations of traditional planning, along with practical ways leaders can build resilience without compromising their values.
The conversation was lively, honest, and rich in insight, from reconnecting to your North Star, to planning for multiple futures, to designing a strategy that centers equity and strengthens collective capacity.
If your organization is seeking a way to think strategically without needing all the answers up front, this 45-minute conversation offers both grounding and inspiration. Watch the recording above or on YouTube here.
Ready to Move from Chaos to Clarity?
If your team or organization is navigating complexity, burnout, or uncertainty and still dreaming of impact, justice, and transformation, we’d love to connect!
Reach out to explore how we can support your team through Strategic Direction Setting. We’ll help you align around what matters most, build courageous collaboration, and chart a course grounded in shared power, visionary leadership, and real-time responsiveness.
Image Description: Illustration of a person lying on their back in a field at night, gazing up at the stars. The sky glows with shades of blue and pink, and a shooting star arcs above. By Naila Conita via Unsplash.
In our July blog, we introduced five practices for organizations and networks seeking clarity in uncertain times. Over the next few months, we’ll explore each of those practices more deeply.
First up:Clarify Your North Star
The North Star has long served as a symbol of direction and survival. Enslaved people followed it as a guide toward freedom. The North Star imagery is both historical and gripping. In the late 1840s, Frederick Douglass and Martin Delany named their abolitionist newspaper The North Star with the slogan: “Right is of no Sex—Truth is of no Color—God is the Father of us all, and all we are Brethren.”[3][4]
This history reminds us that clarifying a North Star is not just about strategy; it is also about values. It is about orienting ourselves toward survival, justice, and our shared humanity. In today’s turbulent times, organizations are facing funding cuts, political attacks, burnout, and an increase in community needs. A North Star helps organizations maintain their purpose while navigating change. The image of the North Star is about setting direction and grounding us in a clear purpose, something we can’t do without.
With that historical weight and justice orientation, we want to write about this step in strategic direction setting with clarity and heft. It asks us to plan with the right balance of focus and creativity, and at the right altitude. Strategic direction requires us to stay focused like a laser to move our missions forward, while also building in the flexibility and shock absorbers needed to navigate bumpy terrain.
Why Clarifying Your North Star Matters
So what is the “right altitude” for our planning in turbulent times? We believe it begins by clarifying your North Star.
Ask: What is the core purpose that must remain constant, even as the world shifts? How can you stay emergent and responsive to crises while still focusing on building long-term power and transformation?
While clarifying your North Star might seem lofty in tough times, if we don’t know where we are heading, we are sure to get lost. The North Star is a belief and is directional; it serves several functions:
Reminds all staff, board members, partners, and network of what we are striving for.
Provides a compelling vision that keeps us going beyond the day-to-day of our work.
Establishes criteria that can help us determine what to pursue and what not to pursue, grounding us in a strong identity.
Anchor decisions, strategies, and culture in tough times
Helps folks decide whether this is the right organization or network for them
Without a North Star, organizations risk drifting with funder demands, political winds, or the crisis of the moment. With one, you can adapt without losing identity.
Making It Real
A North Star is only useful if it lives beyond a vision statement.
To bring it to life:
Bring the right people around the table: Those most impacted by your work must be part of naming and having a voice in the core vision and destination
Embed it in decisions: Practice using your North Star in daily decisions, big and small. This will help make informed decisions when conditions or funding change, allowing for a focus on key elements of a program.
Use Your North Star as Anchor/Compass: During times of stress or transition, let your North Star be a touchstone, helping you stay grounded in what is most important and purposeful even as conditions shift or a crisis emerges.
To begin, ask yourselves:
What do we want to keep aiming for, especially in the toughest of times?
How do we ensure that our purpose is reflected in our decisions, not just in words? Whose voices are missing in naming or refining our North Star?
Clarifying your North Star is the first step in setting strategic direction with clarity and purpose. It provides focus and steadiness while leaving room for flexibility and emergence. External forces will always shape our path, but a strong North Star ensures they don’t paralyze us. Instead, it grounds us in clarity and steadiness, positioning us for thoughtful, flexible, and equitable direction.
In our next blog series, we will explore how we can plan for multiple futures as a means to stay purposeful without being too rigid, keeping your North Star in view while preparing for the unknown.
Ready to Move from Chaos to Clarity?
If your team or organization is navigating complexity, burnout, or uncertainty and still dreaming of impact, justice, and transformation, we’d love to connect!
Reach out to explore how we can support your team through Strategic Direction Setting. We’ll help you align around what matters most, build courageous collaboration, and chart a course grounded in shared power, visionary leadership, and real-time responsiveness.
Image Description: An illustration of a black road with yellow dashed lines that curves upward and transforms into the nib of a fountain pen. The pen appears to write or carve through a cloudy, deep blue sky. By Allison Saeng via Unsplash+.
In today’s fast-paced and often chaotic world, organizations need a way to stay grounded and nimble while remaining visionary. Networks and organizations are, on the one hand, handling fast flying objects and, on the other, trying to be strategic and proactive.
If we only respond to challenges with fear to what’s coming at us, like increased community needs, staff burnout, or tightening budgets, we risk becoming overwhelmed with organizational fatigue and getting stuck in the muck.
However, we know many of you are also looking toward the horizon, seeking trends and partners, and asking what is most critical to ensure your impact in the community/sector is lasting and meaningful. We call this: building strategic direction for uncertain times.
Why We’re Choosing Strategic Direction Over Traditional Planning
At IISC, we approach strategic direction setting with a keen awareness of the uncertainties and emerging opportunities that organizations face.
Conventional strategic planning often assumes a stable environment. It involves a deep analysis of current reality (SWOT analysis), and typically emphasizes clear objectives, fixed timelines, and detailed implementation strategies based on what is known today.
Building alignment and accountability is of utmost importance, but in uncertain times, this kind of rigidity may lead to plans that are quickly outdated or otherwise fall short.
Strategic direction setting, by contrast, helps you stay attuned to a changing landscape, making sense of what’s happening, and co-creating a flexible path forward. The goal isn’t to create a rigid plan; it’s about identifying a clear direction that can evolve and pivot, leaving room for emergence, learning, and innovation while still providing clarity, focus, and purpose.
How Do We Do It?
Engagement that builds buy-in and trust – We build buy-in and trust by engaging hearts and minds across our organization, including members, constituents, partners, board members, and especially those closest to the challenges and injustices we aim to address, because making a meaningful impact takes all of us.
Strategic collaboration – We design and facilitate collaborative processes that bring these voices into the conversation, helping you shape strategies and strategic priorities rooted in shared values and lived experiences.
Values-alignment at every step – At each stage, we work with you to ground in your values and mission, acknowledging but not being guided by fear or urgency.
Flexibility and creativity for complex times – We co-create a space for emergence, experimentation, and iteration to move forward in today’s reality.
Why This Matters Now
From movements to nonprofits to foundations, we feel and hear the impact of attacks and uncertainty on and within organizations. There is growing fear, stress, burnout, and internal conflict, as well as a hunger for clear and strategic direction, knowing that we can’t solve everything or be sure about the long haul. The cumulative impact of COVID, work, and health changes, and authoritarian practices, including against foundations and nonprofits, means that you need support, space for grieving, and thoughtful planning processes.
In this blog series, we will explore five practices to guide organizations toward clarity and momentum.
We consider this a love offering to our sector: how can we help you to get clearer, to shake loose what needs changing, and to be more healthy and successful in your work?
The Five Practices We’ll Explore in This Series
1. Clarify Your North Star
Ask: What is the core purpose that must remain constant, even as the world shifts? How can you stay emergent and responsive to crises while still focusing on building long-term power and transformation?
2. Plan for Multiple Futures
Ask: What are the factors we know or can imagine, and what is beyond? How can we hold the future lightly as we plan and move with purpose?
3. Design for Flexibility, Iteration, and Collaboration
Ask: Is our strategy flexible enough to adapt, and do we have strong processes in place to support ongoing experimentation and collaboration?
4. Center Equity and Building Power for Your Organization and Community
Ask: What are we building? Who are we accountable to? Are we building in ways that foster a more equitable future?
5. Strengthen Internal Capacity for Resilience and Well-Being
Ask: What do we need to sustain our people, funding, and infrastructure in the long run?
If your organization is seeking a more grounded, adaptive approach to strategy, especially in these times, we’re here to walk alongside you. Whether or not we work together, we invite you into this journey. We’ll be sharing more on each element in upcoming blog posts, so stay connected.
“How do we cultivate the muscle of radical imagination needed to dream together beyond fear?” – Adrienne Maree Brown
Ready to Move from Chaos to Clarity?
If your team or organization is navigating complexity, burnout, or uncertainty and still dreaming of impact, justice, and transformation, we’d love to connect!
Reach out to explore how we can support your team through Strategic Direction Setting. We’ll help you align around what matters most, build courageous collaboration, and chart a course grounded in shared power, visionary leadership, and real-time responsiveness.
“The ability to self-organize is the strongest form of system resilience. A system that can evolve can survive almost any change by changing itself.”
– Donella Meadows, Thinking in Systems: A primer
I just finished reading Leading From the Roots: Nature-Inspired Leadership Lessons for Today’s Worldby Dr. Kathleen E. Allen. It was a great resource to dig into for the past few weeks as I have been getting out into the woods in western Massachusetts and tuning into the emergent spring season in a way that I never have. Allen’s book has certainly helped with my attunement, along with some interesting readings on edible plants (Northeast Foraging), becoming more local to place (The Natural History of Western Massachusetts), and regenerative gardening and farming (Gaia’s Garden: A Guide to Home-Scale Permaculture). This is certainly one of the mixed blessings of these times, noting the relative privilege that my family and I have, to focus in a slower and more concentrated way on some of what might feed us more deeply and over the long-term.
Allen’s book provides a lot of food for thought. It is an exploration of a series of design principles from mature ecological systems (living systems) and how these can be applied to human organizations. These principles include:
Run on sunlight (tap the power of photosynthesis/positive energy)
Waste is never wasted (conserve energy, cultivate wise use)
Fit form to function (and function to purpose, paying attention to context)
Reward cooperation (respecting connection and interdependence)
Bank on diversity/difference (for intelligence, resilience, adaptation)
Curb excess from within (via feedback loops)
Depend on local expertise and self-organization (for more response-ability)
Tap the power of limits (constraints can inspire creativity)
In the first chapter, Allen also highlights some of the key dynamics of living systems that provide a better understanding of how generous and generative human organizations might operate. These include:
Living systems are interdependent – change in one part of the system influences other parts of the system in expected and unexpected ways
Living systems become more diverse as they evolve
Living systems are never static; they are always in flux
Living systems are filled with feedback loops that facilitate evolution
Living systems cannot be steered or controlled, only attracted or nudged.
Living systems only accept solutions that the system helps to create
Living systems only pay attention to what is meaningful to them here and now.
As I was reading, I pulled out a number of quotes and posted them on Twitter, which provoked some fun interactions. Many of these have to do with the underlying network structure and dynamics of living systems, for which I have a particular fondness. Here is a sampling, that will give you a taste of the book and perhaps entice you to dig deeper. Curious to hear what thoughts, feelings and sensations these inspire:
“Once we shift our worldview to seeing our organizations as living systems, then we can begin to see that generous organizations behave more like dynamic networks rather than traditional hierarchies.”
“The quality and authenticity of the relationships between people, and between people and ideas, increase the flow of positive energy in organizations.”
“The structure of nature’s network, the connections and interdependencies, allow the living system to self-regulate, adapt to changing conditions and evolve to survive.”
“Mutualistic relationships can help buffer partners against extreme conditions, open new niches for both partners, and amplify the baseline of resource acquisition.”
“Diversity allows for multiple ways that nutrients can be exchanged, making the entire system more resilient.”
“Opposition is necessary for wholeness.”
“When we recognize organizations are in constant movement, we then see organizational strategies as adaptive cycles instead of linear constructs.”
“We need to let go of the assumption that all of our assets are tangible.”
“Wet sand operates like a network. It is made up of grains of sand held together by saline. When it encounters force, those elements combine to resist; however, when it encounters a slow entry into its system, it accepts the presence of our foot. Living systems are networked and the nudge and wait for change is very effective in influencing them.”
“Generous organizations are open to the wider world. There are no silos in a generous organization.”
“What if a job description articulated a philosophy of relationships and connections that this person would need to develop and maintain while doing their job?”
“What would leadership look like if its highest purpose was to ensure that future generations thrive?”
Image by Clearly Ambiguous, “Solar System,” shared under provision of Creative Commons Attribution License 2.0.
Last week, I was invited to a convening held by the Social Impact Exchange to do some work with funders who are considering and/or investing in systems change (as opposed to say programmatic) strategies. The invitation was to kick the convening off by helping to “open minds and hearts to new ways of thinking and doing.”
At IISC, we have been playing with what it means to “think,” given what can tend to predominate in many maintstream settings is highly analytical, disembodied and heart-dismissing approaches. Our belief is that we need to (re)claim the fullness of our intelligence in order to create the more beautiful world we know is possible. As our friends at Management Assistance Group have written:
“Too often, we stay in generalized and practical knowing, rarely dipping into foundational knowing or artistic knowing in meaningful ways. By not intentionally drawing on these, our theories and action plans are often disconnected from our values and beliefs, and the bedrock experiences of our lives.
Moreover, privileging one way of knowing over others marginalizes and ignores other truths that people bring from other ways of knowing. This marginalization often lies at the core of conflicts, systemic barriers to change, and inequity.”
To support people in this direction of more holistic knowing, we are creating more space to explore our individual and collective interiors, sit in and with spaciousness and silence, explore reality and possibility in more embodied ways (movement!) as well as engage in deeply relational interactions that can be heart and soul expanding.
At one point during our opening, I offered a collection of systems-oriented quotes and sayings and invited people to do a self-organized group read of them (whoever felt so moved to speak, though only one quote to a person). People were asked to pay attention to what moved inside of them as they read and heard these quotes. This was done, in part, to help dislodge people from unexamined thought patters. I was explicit about this and introduced the exercise with these words from quantum physicist David Bohm:
“A great many people think they are thinking when they are merely rearranging their prejudices.”
When the group was over, and after a moment of silence, people were invited to share with a partner what they were most struck by and why. You are invited to do the same with the words below, to read in silence or aloud, to share any reactions and resonance and also to offer other systems-focused quotes/sayings that you have found to help open and expand some aspect of your thinking.
Image by Matthias Ripp, “Planetary System,” shared under provision of Creative Commons Attribution License 2.0.
“A system cannot fail those it was never intended to protect.”
– W.E.B. DuBois
“The problem with problem-solving is the idea that a solution is an endpoint.”
“We act as if simple cause and effect is at work. We push to find the one simple reason things have gone wrong. We look for the one action, or the one person, that created this mess. As soon as we find someone to blame, we act as if we’ve solved the problem.”
– Margaret J. Wheatley
“For every complex problem there is an answer that is clear, simple, and wrong.”
This post originally appeared on the Health and Environmental Funders Network website. It was co-authored by Fred Brown, The Forbes Funds, President & CEO; Debra Erenberg, Cancer Free Economy Network, Strategic Director; and Ruth Rominger, Garfield Foundation, Director, Collaborative Networks Program. IISC was centrally involved with the launch of the Cancer Free Economy Network, serving as lead process designer, facilitator and network coach from 2014-2017. IISC is currently supporting the development of CFEN’s network strategy.
We can do this! Within the philanthropy sector, there are so many solutions emerging around the world from people coming together to tackle the social, economic and environmental problems challenging humanity right now. We are in a time when connecting solutions together to align and reinforce each others’ progress is the most critical strategy across issue silos.
The Cancer Free Economy Network (CFEN) is one such example, where people with solutions — good ideas, strategies, initiatives, expertise, models, products and passion — are collaborating to build an economy that supports health and well being for all. These types of social change networks are held together with universal core values. In CFEN, the values are framed as simply as:
The water we drink, the air we breathe, and the products we use every day shouldn’t make us sick, cause cancer or any other disease.
The network is an open and flexible way to connect to an extended community of people who are building power together to phase outall toxic chemicals manufactured and put into industrial and consumer products that are making us sick and damaging our environment. Collectively, we know of many solutions that are readily available for moving the economy in that direction.
Like many social change networks that take a holistic, collaborative approach, people come together to connect and multiply actions aimed at shifting mindsets, structures and behaviors in many different aspects of the complex problem.
In the case of CFEN, this means there are teams from many organizations coordinating a variety of actions around toxics that together will:
Change the Story to show how we can prevent many cancers by addressing the toxic chemicals that are currently accepted as part of our environment.
Advance the science supporting health and preventing illness.
Shift the marketfrom toxic chemicals to a market producing safe, healthy, and affordable materials.
Build the power to implement system changes across diverse constituencies.
In the past couple of posts, I have referenced Nora Bateson’s book Small Arcs of Larger Circles: Framing Through Other Patterns, a collection of essays, poetry, personal stories and excerpts of talks focused on systems theory and complexity thinking. I just finished the book and have underlined and tweeted a number of provocative lines that resonated and gave me pause (in a good way). Here are a few gems from the book that I continue to contemplate in different contexts:
“The problem with problem-solving is the idea that a solution is an endpoint.”
“Systems theory is struggling inside a system that doesn’t actually accommodate it.”
“We cannot know the systems, but we can know more. We cannot perfect the systems, but we can do better.”
“What does it mean to be healthy in an unhealthy system?”
The human heart is the first home of democracy. It is where we embrace our questions. Can we be equitable? Can we be generous? Can we listen with our whole beings, not just our minds, and offer our attention rather than our opinions? And do we have enough resolve in our hearts to act courageously, relentlessly, without giving up – ever – trusting our fellow citizens to join with us in our determined pursuit of a living democracy? ~Terry Tempest Williams
In Turkey, voters just granted the Prime Minister additional powers. In the US, many people have long been fond of simple solutions. Today that plays out with support of a bombast who is inconsistent and offers solutions that exacerbate underlying problems.
When we work with clients, it also seems like there is a pull to simplicity, especially around issues of diversity and equity.
We field many calls from organizations and networks eager to address issues of racism. In its caricature state, which is all too common, the request is for a two-hour workshop for staff. The hope is that with a few hours of filling smart brains with a new understanding—of the history of racism, or of implicit bias, or levels of oppression—that then things will be okay.
This is false. A two-hour workshop can open some new understanding or potentially be used to make a case for change, but in no way does not even put you on the road to okay.
How is it that smart people believe that a little more in the way of “smarts” will undo a complex historical reality routed in policy, cultural narrative and economics?
Some of it seems to be a wish for easy and for ease. Many white people want the magic bullet or the easy solution to our own racism and that of our country and our organizations. We are not used to acknowledging that it took a lot of work to dig the hole that we are in and that it will take even more work to get out. Hoping that two hours or one day can give a diverse group the knowledge, tools, and understanding to create systemic change is simply a wish for simple.
In addition, there are systems that support the quest for this to be simple. For example, funders may offer relatively small dollars for organizational change efforts or not prioritize learning about systems of oppression at all. The push is almost always for fast outcomes and it seems risky to slow down and support the harder efforts that will ultimately be successful. Many leaders of our organizations, foundations, and government institutions have ourselves benefitted from the structures of racism and are content (wittingly or unwittingly) not to rock the boat.
For people working on systemic change, our job is to communicate that change is both hard and worthy. To want change requires more than a workshop; it is a commitment to put in the time, the dollars, and the effort. We know that effective equity efforts require work on multiple levels.
It may not be easy but it is fun and powerful to see the changes along the way. Change can beget more change. Change includes:
New and deep relationships that expand what is possible and build new ways of being
More equitable hiring and purchasing policies, investing in long term economic change
Policies in an organization that are constructed to undo the bias that is both implicit and explicit in our minds and our organizations.
I will write more in the coming weeks about examples of change as a motivation for those moments when we think oppression, racism, and inequity are solvable in a two-hour workshop. IISC is interested in working with groups that choose to avoid the simple and invest with their hearts and time the work that can lead to meaningful change.
In 2015, the Food Solutions New England (FSNE) Network Team began a year-long process to better understand how we could support the region in achieving the New England Food Vision. The Vision describes a future in which at least 50% of our food is grown, raised, and harvested in New England and no one goes hungry. It looks ahead to the year 2060 and sees farming and fishing as important regional economic forces; soils, forests, and waterways cared for sustainably; healthy diets as a norm; and racial equity and food justice promoting dignity and well being for all who live in New England. Read More
Over the recent Thanksgiving break, I had the opportunity to meet with friends of extended family members, a couple who are engaged in both disaster relief and community planning work. She is from Nepal and he is from the U.S., and together they relayed a story about their time visiting Nepal during the devastating earthquake of 2015.
The two of them were hiking in the mountains when the 7.8 magnitude quake struck. Shaken but not hurt, they made their way back to Katmandu as quickly as possible to check in on family members and then to offer their assistance to others. Originally assigned the task of loading water jugs on trucks, they then volunteered and were enlisted for their translation skills, and headed out to some of the hardest hit villages with international relief workers. Read More
Many of us who identify politically as left of center, and who work in nonprofits or foundations, have been upset, shocked, angry, sad, disappointed and more about the election of Donald Trump last week.
In reaction to this loss, many are awakening to the white supremacist (alt-right) forces gaining strength in our county. Many people are experiencing a greater degree of fear for our nation and for their safety than ever before. In the last week, I have witnessed a few reactive behaviors that are not going to serve us through this time. If we don’t stop ourselves from practicing these behaviors, we are in danger of pursuing short-sighted strategies that end up preserving the status quo, rather than taking advantage of this moment to push us forward toward a greater force of woke people standing for justice.
The Interaction Institute for Social Change invites you to join a National Call to Action for Unity and Dialogue after the U.S. elections. From the moment the election is settled, we call for a peaceful response from Americans, and from people all over the globe, to the results.
We call for a national conversation in living rooms, workplaces, boardrooms, schools, and government offices to foster healingfrom the divisions that have been deepened by this election, and to explore the common ties that bind us.
We call on Americans to explore with honesty and empathy the role that race, gender, and immigrant status played in this election to create a powerful wedge in our communities. We ask for commitments and plans to remove this wedge, which for too long has deeply threatened, burdened, and dismantled our democracy. It has fostered violence and death and a loss of opportunity and personal dignity. It has constructed glass ceilings and prevented our children from realizing their full human potential.
We call on Americans to talk to each other and not at each other. The use of social media in this election has perpetuated the false notion that we cannot talk to one another or understand one another across differences or party affiliation. This is not true. In the right places with the right facilitation, we can have meaningful and healing dialogue. Unity is not agreement; it is a decision to stand firmly as Americans to embrace ideas and opinions different from our own, and to disagree peaceably in order to foster understanding and better solutions.
We call all Americans into “Big Democracy” – the belief that the public is fully capable of working together to create sustainable, just, and equitable communities. We can provide peaceful ways for the public to come together and – as professor and social activist Carl S. Moore says – “struggle with traditions that bind them and the interests that separate them so they can build a future that is an improvement on the past.” We can create these conditions with shared leadership and shared responsibility, and with the power of love that resides deeply within each one of us.
With this National Call to Action, we call on all Americans to shift the conversation about what is possible. We call on all Americans to communicate, demonstrate, and create places of experimentation to show that it is possible for the public to come together to solve problems and create change.
Make Meetings MatterJoin us on February 5 for a practical and energizing webinar that teaches simple facilitation practices to turn meetings into inclusive, focused conversations that lead to real progress!
