The Art of Strategic Creativity: Making Ideas Thrive in Complex Systems
By Jennifer Bahrami
In the world of social innovation, balancing creativity with structure is a constant challenge. Whether in philanthropy, nonprofit leadership, or grassroots movements, many changemakers struggle to push bold new ideas forward while navigating entrenched systems. How can we cultivate fresh ideas in the social change space without losing sight of stability and structures that guide our broader work? How do we push boundaries while ensuring sustainable impact? These are questions I have grappled with throughout my career, and in my search for answers, I have found invaluable ways forward through some expected and unexpected places, drawing guidance from both traditional frameworks—such as Three Horizons and Human Systems Dynamics (HSD)—and creative thinkers like Gordon MacKenzie and Kobi Yamada.
A few years ago, Finnish graphic illustrator Annika Varjonen listened as I shared my frustration about constantly wrestling with the status quo while working within large systems. For some of us ideas for social change and creativity evolve into big concepts that, to others, may seem unachievable, intimidating, or even too risky.
Annika encouraged me to read a small but profound book: Orbiting the Giant Hairball: A Corporate Fool’s Guide to Surviving with Grace by Gordon MacKenzie, published in 1998. When I first ordered it, I thought she must have been mistaken. The book was filled with doodles and artistic sketches from the author—far from the traditional leadership books I was accustomed to. But as I delved deeper, I realized MacKenzie’s insights mirrored and validated my own experiences.
The book, only available in hardcopy, is a reflection of MacKenzie’s creative approach. Across its 224 pages, he shares his journey as a creative thinker navigating established systems. Central to his philosophy is the concept of orbiting the hairball, which he describes on page 33. The “hairball” represents institutional inertia, entrenched norms, and rigid structures, while “orbiting” is the space where creativity, innovation, and new ideas thrive. It’s not about rejecting the hairball entirely, but rather maintaining enough distance to explore new possibilities while staying connected to the organization’s core mission.
For social innovators, the 'hairball' might be rigid funding models, risk averse strategic plans or bureaucratic policies that resist change. The challenge is to orbit close enough to maintain legitimacy while creating space for transformative ideas to emerge. MacKenzie’s philosophy taken from his time as an artist at Hallmark Cards can and should be considered for those of us trying to create social change where we come up with entrenched thinking all the time. According to Mackensie we should strive to create conditions that enable us to orbit the hairball—staying close enough to ensure sustainability but distant enough to foster creativity. This is where positive impact can thrive, where inspiration takes root, and where new ideas can be explored. I believe this is also where the third horizon of our work exists—the visionary space where future possibilities emerge. However, this space alone is not sustainable. Once clarity is achieved and ideas are explored, we must return to the hairball to integrate them into reality.
I understand that not everyone is comfortable in this space. Some may find orbiting the hairball too risky or unsustainable, and they are not wrong. We each have different strengths and thrive in different roles. This realization became even more apparent to me last year when I pursued certification as a Three Horizons (3H) facilitator through Future Stewards and Leaders’ Quest. In global social movements, the Three Horizons model helps leaders hold a long-term vision while managing short-term realities. For instance, in my work with international education initiatives, I’ve seen how leaders must navigate immediate challenges in their school communities and broader education ecosystem (Horizon 1) while seeding future systems change (Horizon 3). The most powerful lesson from this training was the interdependence of diverse roles—we need all perspectives to move toward our desired future.
This brings me to another profound influence on my thinking: Human Systems Dynamics (HSD). HSD has helped me become a more grounded and open-minded leader. I recall the first time the founder of HSD, Glenda Eoyang coached me through facilitating a global town hall using HSD practices. Initially, I thought, It can’t be this simple. Yet, within the simplicity and curiosity lay the magic. They urge us to:
Turn judgment into curiosity
Turn disagreement into shared exploration
Turn defensiveness into self-reflection
Turn assumptions into questions
These principles have shaped how I approach my work and interact with complex systems that require one to blend creativity and strategy. Navigating these systems means balancing the need for innovation with the realities of implementation, ensuring that ideas are not just inspiring but also actionable. This approach differs from conventional models by integrating creative perspectives with strategic frameworks. It is not just about management techniques or systems thinking but about blending these with the insights of artists, storytellers, and unconventional thinkers. This synthesis allows for deeper, more adaptive leadership that resonates beyond traditional organizational structures.
This process requires patience, persistence, and deep listening. Sometimes, it means holding onto an idea for a long time, trusting that it will take root in ways we cannot yet foresee. This was the case when we launched the Festival of Hope at the International Baccalaureate in 2022. For a long time, we knew we had to empower youth voices but how to do this came only after collaborative reflection and learning. One of my favorite books, What Do You Do with an Idea? by Kobi Yamada, captures this perfectly. Ideas often linger, travel with us, and ultimately come to life in ways beyond our imagination.
To create meaningful social change, we must master the art of strategic creativity—balancing innovation with implementation, vision with pragmatism. By orbiting entrenched systems, applying adaptive frameworks, and integrating the wisdom of creative thinkers, we can drive sustainable transformation in the world’s most complex challenges.