This isn’t an announcement of a new certification or secret society! Rather, the Order of the X-Matrix is the way that I use it in practice. The order in which I introduce the X-Matrix is TASTE first, followed by the Correlations. However, when I work with a group to populate an X-Matrix, I work through it in a slightly different order.
The Order of the X-Matrix
This is the order I use in practice, as shown in the picture below.
- True North
- Aspirations
- Strategies
- Correlations of Strategies to Aspirations
- Evidence
- Correlations of Evidence to Aspirations
- Tactics
- Correlations of Tactics to Strategies
- Correlations of Tactics to Evidence
There are several reasons for doing this.
Avoiding Confirmation Bias
This is specifically about switching the order of Tactics and Evidence. The risk of discussing Tactics before Evidence is twofold. Firstly, it is easy to jump to the easy or obvious Tactics that have already been previously thought of. This reduces potential creativity and diversity. Secondly, the Evidence that is identified is biased towards confirming that those Tactics are working. In other words, they are specific to those Tactics.
Identifying the Evidence first leads to discussing it relative to the Strategies. Thus the Evidence is more about confirming the Strategies than the Tactics. That then opens up a wider discussion of the Tactics. The conversation becomes about exploring what Tactics might generate the Evidence, rather than what Evidence might validate the Tactics.
This is similar to Agendashift’s Meaning, Measure Method pattern. Strategy provides the meaning, Evidence provides the Measure, and Tactics provide the Method.
Quicker Feedback
By starting to work through the correlations at the first opportunity, the feedback from the discussion and debate happens sooner. Thus, any mismatch or misunderstanding of the correlations between Aspirations and Strategies can be identified quickly. As a result, the group is not wasting time working through the rest of the X-Matrix based on flawed initial assumptions or premises.
Earlier Understanding
Starting on the correlations early also helps participants understand how the X-Matrix works sooner rather than later. The format can appear too complicated and confusing. However, once people grasp the concept through this early hands-on experience, the exercise becomes much more tangible and productive.
Increased Engagement
Finally, quick feedback and early understanding generate increased engagement. I have had participants get genuinely excited by format, and the value it brings. This increased engagement makes the whole exercise much more meaningful, significantly improving the overall outcomes as a result.
This Order of the X-Matrix is how I prefer to run a workshop at the moment. Even with this order, it is still not a purely linear exercise. The feedback, understanding and engagement tend to mean that there is also an iterative nature to the process. As the discussion evolves, the generation of new learning and insights means that previous elements are revisited and the whole X-Matric is further improved.