Unpacking the Strategic Action Framework (SAF)

Keywords: Strategic Action Framework, SAF, Transformation, Facilitation, Phases of SAF, Decision-Making, Intercultural Facilitation, Adaptability, Shared Vision, Leadership, Strategic Thinking

Introduction: In this week’s cuppa yarn, we chose to delve into Walk Together’s Strategic Action Framework (SAF)and its relevance in addressing complex issues and facilitating system change. This followed on from the previous week in discussing a successful example of co-governance, with the SAF being a key factor that supported the co-governance structure to operate effectively. 

Our session began with a quick story about how the Strategic Action Framework was born from a beautiful lesson in life where Dave, the creator of the SAF, learned from First Nations Indigenous peoples, about an alternative way of working which was to put relationships first, and then work together to come up with plans, ideas, goals and so on by and through agreement.  Prior to this awakening, as many of us do, the typical way to work is to start with business, and hope that relationships form.  From this shift and in understanding indigenous ways of doing things, the Strategic Action Framework has been used and developed over decades to what it is today, to bridge cultures and work on putting relationships first as a key principle.

Key Themes that Emerged

Differentiating Strategic Thinking from Strategic Planning 

Understanding the distinction between strategic thinking and strategic planning is fundamental in the SAF. Strategic thinking involves collaborative brainstorming, fostering shared ideas and diverse perspectives.  At times, leaders can overlook this aspect or concentrate strategic thinking at the senior leadership level, after which a plan is passed on. One useful analogy offered by one of our participants helped to explain the difference between the two;

• What + What = 10 [the outcome emerges from collective input]
• 5 + 5 = What [an approach that controls the outcome]

One approach controls the outcome, while the other allows the outcome to come from the group. Recognising this difference within SAF guides leaders in choosing the most suitable path forward, enables leaders to harness the power of the collective. 

Iterative and Cyclical Nature of the SAF 

The SAF is not necessarily linear; it's cyclical and adaptive. Participants in the session today appreciated the reference to change being messy initially but gradually found its rhythm supported by various aspects of the SAF -  "It's more like a flowing and almost a cyclic force structure," one aptly described. Going back and forth in the agreement process is common to ensure alignment with the initial vision.

Effective Decision Making with SAF 

The discussion highlighted the challenge of effective decision-making within SAF. Participants acknowledged that recognising whether a problem is 'wicked' or manageable influences the approach. "Recognizing whether it is a wicked problem, or whether it's just a problem that you can wander around, pull weeds out, and everything's fine again," is key to effective decision-making within SAF.

Continuous Learning and Adaptation The SAF's strength lies in its ability to adapt to different contexts and challenges. It encourages continuous learning and adaptation, allowing individuals and organisations to evolve and respond effectively to changing circumstances.

Negotiated Redistribution of Authority: Throughout the SAF journey, there are pivotal moments when authority requires negotiation. This process ensures that the right individuals are empowered at each stage, aligning with the shared vision and enabling impactful outcomes. - “Throughout the SAF journey, there are moments when authority must be negotiated."  This negotiation ensures the right individuals are in control at each stage, aligning with the shared vision.

Understanding the SAF's Colours: While the SAF diagram features various colours, the green shade for example, represents the pre-readiness phase. This phase emphasises key milestones to step through that are often overlooked but that are crucial for sustainability and alignment. This phase aims to shift the focus from directive or controlling leaders or leadership, to a shared vision space with interested others. Identifying the right stakeholders and forming strategic coalitions to distribute leadership roles and responsibilities occur later. In the Walk Together mahi-work, many often skip over the pre-readiness phase and this can lead to missed opportunities particularly when the need is, or should be, to build a critical mass of people rowing in the same direction towards that shared vision. 

In summary, the Strategic Action Framework is far from a static model; and it stands as a dynamic and empowering tool for collective groups to actively participate in and navigate the realm of transformational change. It encourages the challenge of traditional hierarchies, nurturing an environment where innovation thrives. Through a deep understanding of its pillars and phases, individuals and groups or organisations can chart a purposeful course toward the change they aspire to achieve.