The IO Loop is a 'state'-based model of change

The IO Loop is a model of how conceptual work moves between ideas and reality.

In this model, a piece of work can be in one of 4 'states':

• the current state of reality (the Outcomes of previous events)
• a state of Possibilities - where many things could be possible
• a state of Intent where there is agreement on one specific course of action
• and finally a state of Definition during which we execute against our Intent and make it real and shareable

All loops (no matter what we're working on) result in new Outcomes, and lead to new loops.

Why is it needed?

We've written about why we developed the IO Loop in this post.

The short version is that it gives us a way to describe change that is:

• able to help teams co-ordinate activity
• abstracted enough to give skilled practitioners options instead of directions
• inherently non-linear and assumes the need for iterative evolution and emergence
• not based on assumptions about size (e.g. a project) and therefore multi-purpose and recursive
• better suited to a world of increased velocity between loops

The core - mapping the state of conceptual work

The core of the model is a set of 4 'states' that a piece of conceptual work could be in at any point:

• Outcomes - it's not being actively worked on and it's impact is being felt in the world
• Possibilities - change is being considered but there are many options open
• Intent - A clear direction has been decided and agreed
• Definition - As we execute, it's becoming real - tangible and shareable

And once shared, it's out in world as an Outcome, big or small, and can trigger a new loop.

What are Actions?

The model includes a layer of Actions - typical activities that move things through the loop. They're intentionally abstract so that practitioners on the ground in a project have options. As mentioned above - we want to help teams avoid "box-ticking" and rigid process.

Let's break the Actions down briefly, starting at the bottom and moving clockwise:

• All activity begins from previous loops - or at least their Outcomes
• Our only available option is to Observe - we’re at bedrock (reality), so we must begin there - what is happening now?
• Moving into the state of Possibilities, our first action is to make sense of what we’ve observed - we construct a Frame - how do we understand what we've observed?
• Still in the realm of the possible, we imagine opportunities for change and Shape clear options - what could we do?
• Once we Decide what we want to pursue, we communicate a clear Intent to co-ordinate activity - what will we do?
• Now executing on our ideas, we Produce outputs that give Definition to our Intent - how have we made our ideas concrete?
• Eventually we Share those outputs with others, and learn from their impact - what Outcomes do our efforts achieve?
• The cycle repeats …

States suggest shifting levels of collaborative intensity

You may notice the call-outs in each corner describing the typical intensity of collaboration in each space.

These aren’t hard and fast, but help to consider how others will likely be involved as you move between observational work (internal or small teams), decision-making (co-ordinating with stakeholders) and production to release (extended teams, external stakeholders and/or the world outside your organisation).

Loops can be any size

An individual can:

• Observe what someone has just said
• Frame their understanding of what it means
• Shape a set of possible responses
• Decide on an Intended recommendation
• Produce a sentence to respond
• Share their response verbally

A team can also go deeper and:

• Observe at scale by conducting detailed research
• Analyse our research data to Frame our understanding
• Shape possible ideas to respond to the research
• Coordinate multiple parties to prioritise and Decide on the initiatives to pursue
• Undertake extended development work to Produce working software
• Share those outputs with large numbers of people through a marketing campaign