Hi Michael, thanks for you kind comments about my blog. As you’ve probably gathered, my thoughts on monitoring are developing so I appreciate your questions. Take the following comment you make:
One question that comes to mind immediately is an extension of his base assumption that there’s an optimum level and pace of monitoring given a particular context. This suggests in turn that overmonitoring can be as much of a problem as undermonitoring.
Getting the balance right is tricky and I guess this is why I titled the post ‘The Art of Monitoring’. I don’t think there is an optimum level and there would be no way to really tell. In the complex domain you are looking for ‘good enough’.
You suggest, by omission, that monitoring doesn’t make sense in the complex domain: “Monitoring certainly makes sense in the known and knowable domains of the Cynefin model, when an organization’s context and activities are reasonably reduced to linear and causal models of behavior.” I hold the view that monitoring is essential in the complex domain for the simple reason that each intervention only makes sense in hindsight and therefore you have to have a look to see what happened. Of course just by having that look you are changing the system.
About Shawn Callahan
Shawn, author of Putting Stories to Work, is one of the world's leading business storytelling consultants. He helps executive teams find and tell the story of their strategy. When he is not working on strategy communication, Shawn is helping leaders find and tell business stories to engage, to influence and to inspire. Shawn works with Global 1000 companies including Shell, IBM, SAP, Bayer, Microsoft & Danone. Connect with Shawn on: