Disruption Series (7 of 8) - Shared Understanding: The Foundation of Preparedness
When organisations prepare for disruption, they often focus on plans, procedures and resources.
These are important. But one of the most valuable resources an organisation can develop is something less tangible.
A shared understanding of the system it operates within.
Without it, even well-designed plans can struggle. Because preparedness is not simply about knowing what to do. It is about understanding the wider context in which decisions will be made.
No organisation sees the whole picture
Every organisation experiences the world from its own perspective.
A council understands local government.
A community health service understands healthcare.
Emergency services understand emergency response.
Community organisations understand the people they support.
Businesses understand their customers.
Each perspective is valid. Each is essential. But each is also incomplete. No single organisation experiences the whole system. Communities do
Communities experience the whole system. Organisations often experience only part of it.
A resident experiencing a prolonged power outage is not concerned with organisational boundaries. They simply experience the consequences.
Perhaps the traffic lights have failed.
The local supermarket has closed.
Internet access has been interrupted.
Medical appointments have been cancelled.
Community services are operating differently.
Their experience is shaped by many organisations simultaneously.
Preparedness therefore requires organisations to look beyond their own responsibilities and understand how they contribute to the wider system.
Different organisations hold different knowledge
One reason preparedness can be challenging is that information is rarely held in one place. Each organisation knows something different.
One may understand vulnerable populations.
Another understands transport.
Another manages critical infrastructure.
Another works closely with volunteers.
Another understands housing.
None of these perspectives is sufficient on its own. Together, however, they create a richer understanding of how the system functions. Preparedness improves when these perspectives are brought together.
Shared understanding is more than information sharing
It is tempting to think that shared understanding simply means exchanging information. It is much more than that. Shared understanding develops when people begin to appreciate:
how the wider system operates
how different organisations experience the same issue
where assumptions differ
where priorities overlap
where dependencies exist
how decisions in one part of the system influence others
This kind of understanding cannot usually be developed through reports alone. It grows through conversation, exploration and learning together.
Why assumptions matter
Every organisation makes assumptions.
We assume services will remain available.
We assume communication systems will work.
We assume particular organisations will respond in certain ways.
Most of these assumptions remain invisible until disruption occurs. One benefit of bringing organisations together is that assumptions become visible.
Questions emerge.
Different experiences challenge familiar ways of thinking.
Often the most valuable outcome is not finding immediate answers. It is discovering better questions.
Shared understanding supports better decisions
Preparedness is often associated with having the right information. Equally important is having a shared interpretation of that information. During disruption, organisations rarely have perfect information.
Situations evolve quickly.
New information emerges.
Priorities shift.
When organisations have already developed a shared understanding of the wider system, decision-making becomes easier. Not because uncertainty disappears. But because organisations already understand one another's roles, relationships and perspectives.
Building shared understanding before disruption
Shared understanding rarely develops during a crisis. It develops beforehand. Through:
facilitated workshops
systems mapping
collaborative learning
scenario-based discussions
reflective conversations
joint exercises
These activities are valuable because they allow organisations to explore complexity without the pressures of an unfolding event. They create opportunities to learn together before that understanding is needed.
Preparedness begins with understanding
Preparedness is sometimes described as planning ahead. I think it begins even earlier. It begins with understanding.
Understanding the system.
Understanding relationships.
Understanding dependencies.
Understanding different perspectives.
When organisations invest time developing this understanding together, they strengthen the foundation upon which good decisions can later be made.
Looking ahead
Shared understanding is valuable because it supports better decisions. But making decisions during uncertainty remains challenging.
Information is incomplete.
Circumstances change.
Different priorities compete for attention.
How do organisations make informed decisions when there are no perfect answers?
That question sits at the heart of preparedness.
In the next article, we'll explore decision-making under uncertainty and why preparedness is often less about finding the right answer than creating the conditions for better decisions.