This is the second part of a great discussion I had with friend and colleague Gene Tunny on wellbeing agendas, how they go wrong and how transformative they could be. We begin by exploring what I call ‘top-down thinking’ — a style of strategising that was largely (and mercifully) absent from life fifty years ago. 

That’s the style of thinking which begins with fine sounding apex statements — Mission, vision and values statements — and then builds plans and priorities by ‘drilling down’ from such statements. 

Wellbeing agendas too are tied up in pleasant-sounding objectives. However they pass over many of the important questions. They relate firstly to how trade-offs are made and secondly to how we'll acquire the knowhow to get what we're after. Planning from the top rarely addresses such questions.

This doesn't just mean we won't make much progress. It can actively undermine progress, as for instance when central planners insist that the measures by which projects will be assessed must be consistent across projects. Such stipulations sound like the soul of reasonableness. But quite obviously they dictate to those running programs in the field the way they’ll be measured. And this prevents such projects from developing their own monitoring and evaluation focused on their needs to understand what they’re doing and how they can improve. If you'd prefer to watch the video, it's here.