D1.1: Define the Desired Direction

What is Step D1.1?

Step D1.1 is part of the "Act" phase in the Viability Canvas methodology, specifically within the "Direction" section (Step D1). The task in D1.1 is to "Define the desired direction" of change for your organization, often expressed as "more of this, less of that."

Purpose of Defining the Desired Direction

The purpose of this task is to establish a clear, concise statement that captures the overall direction of change you want to achieve. Unlike traditional approaches that might define a fixed end state or detailed implementation plan, this approach acknowledges that in complex systems:

1. The environment will continue to change during implementation
2. Your interventions will change the system in ways you cannot fully predict
3. New information will emerge that might require adjustments

Therefore, instead of a rigid target state, you define a directional statement that provides guidance while allowing flexibility.

How to Complete Step D1.1

To define the desired direction effectively:

1. Review your analysis findings: Look back at what you discovered in the "Observe" and "Orient" phases about your organization's current state, dysfunctions, and opportunities.
2. Identify key tensions: Look for the most significant tensions or imbalances in your organization that need to be addressed. In Canned Tornado's case, these included tensions between:
   • Centralized vs. decentralized decision-making
   • Reactive vs. proactive planning
   • Operational focus vs. strategic focus
3. Formulate directional statements: Create concise statements that describe the direction of change using comparative language:
   • "More X, less Y"
   • "Shift from A toward B"
   • "Strengthen X while reducing Y"
4. Keep it simple: The statement should be easy to understand and remember, serving as a guiding principle rather than a detailed plan.
5. Ensure alignment with VSM principles: Make sure your direction addresses the core systemic issues identified in your VSM analysis.

Example from Canned Tornado

In the Canned Tornado case study, the directional statement was:

"More self-organization in the production teams, less centralized decision-making. More forward-looking planning, less reactive crisis management."

This statement effectively:

• Addresses key tensions identified in the analysis
• Provides clear guidance without prescribing specific solutions
• Remains flexible to allow for adaptation during implementation
• Aligns with VSM principles (autonomy of System 1, strengthening System 4)
• Is simple and memorable

Why This Approach Works

Defining direction rather than fixed targets works well because:

1. It's resilient to change: When conditions change, the direction can remain valid even if specific implementations need adjustment.
2. It allows emergent solutions: Teams can discover novel ways to move in the desired direction rather than being restricted to predetermined solutions.
3. It's easier to communicate: Simple directional statements are more easily understood and remembered across the organization.
4. It reduces resistance: By focusing on direction rather than specific changes, it gives people more autonomy in how they contribute to the change.
5. It facilitates measurement of progress: You can assess whether changes are moving the organization in the desired direction, even without fixed metrics.

When implementing this step for your own organization, make sure your directional statement captures the most critical shifts needed to address the systemic issues identified in your VSM analysis.