Geoff Mulan’s book The Art of Public Strategy: Mobilizing Power and Knowledge for the Common Good provides insights into the perspective of government strategy and and how to influence strategy. An early section talks in his book describes the range of models for strategy. The appropriate framework for strategy will depend on the issue and the organisation1.
Command and control strategies
Classic models of strategy are based on high levels of power and knowledge. Command and control strategies assume that the world is knowable; that the tools for action lie in the hands of the state; and that the primary means of action is command (law, directive etc.). In these models what matters most is how those at the top of the pyramid map and respond to the environment – their ability to marshal information, to maintain control, and to monitor results.
Emergent strategy
Assumes that the state is powerful but that it lacks the knowledge to act wisely. It therefore needs to learn quickly as events unfold in unexpected directions.; action therefore requires persuasion and influence and alignment of the action of others and learning is vital. Strategy should focus on creating the conditions for systems to organise themselves. For those at the top, the priority is to be ad hoc, opportunistic and not to become trapped by formal plans.
Insurgent strategies
A third category is for those without power who believe they have the knowledge and know what needs to be done. These are insurgent strategies. NGOs campaigning for change, will often use these strategies, which involve greater use of guile and feints, or operating behind enemy lines, or turning weaknesses into strengths.
Evolutionary strategy
A fourth model of evolutionary strategy assumes a low level of power and little concentration of knowledge (power and knowledge are both diffused). Some see bottom-up, evolutionary and organic change as inherently better than any other kind. What matters is to assist through communication, encouraging co-operation and trust and growing mutually reinforcing behaviours an actions. It is essential that we are opportunistic and are too tied to formal plans.
At the Summer Foundation the command and control approach is a poor fit for most of our work. We are not the decision makers regarding policy and are not in a position of power. In growing our organisation, obtaining funding and working out how to influence government policy and practice I think that the emergent strategy fits.
An insurgent strategy is used to campaign for change in the human services policy and practice related to young people in nursing homes.
However we are also implementing an evolutionary strategy. Supporting, informing and empowering people with disabilities and their families is key to resolving this issue. It is essential that we are involved at the grassroots level that our whole strategy is based on our work with people with a disability.
There is much more to this book – it is a worthwhile read it you aims to influence government policy.
