The Power of the Through Line: How a Concept from the Arts Can Transform Your Organization and Life
If you’ve been following us for a while, you know that we like to use metaphors to help people grasp leadership concepts. Today, we want to explore an idea that comes from a field that you might not think has much to do with organizations or leadership. But as you’ll see, the through line — a term associated with the arts — has great relevance for progression theory. It’s a concept you can apply to help you understand your life and organizations.
So what is a through line? The term, which was coined by the actor and director Konstantin Stanislavski, refers to a consistent, unifying theme or central idea that runs throughout a narrative, work of art, or other form of creative expression. In storytelling and theater contexts, it denotes the main plot of the central character’s journey that holds the story together, providing coherence and direction. It connects various scenes, chapters, or elements, ensuring that they all contribute toward the overall narrative or message.
Stanislavski was known for his system of acting, which used the concept of the spine or the super objective. The through line is the dominant idea or goal that drives the characters, actions, or narrative of the play.
The idea of a through line is interesting, but you may be wondering how something that explains creative productions can apply to the things we are concerned about at Positive Leadership — organizational life and personal life. Well, the truth is, we can think of our lives and organizations as productions. There are the characters involved and a plot or journey. As Shakespeare wrote, “All the world’s a stage, and all the men and women merely players.”
Just like a well-told story, our projects, organizations, and even our lives should have a unifying theme that gives them direction and coherence.
So you see, while this term comes from the arts, it fits perfectly with progression theory. We can break down this concept further in Positive Leadership terms. The two endpoints of the through line are purpose — the origin — and outcome — the destination. What carries us along from one endpoint to the other are methods. Methods consist of strategy, tactics, and operations (STO).
When our actions are informed by our purpose, we make progress along the through line toward our desired outcomes. We have a tool called the alignment meter that helps us measure this. When we have alignment, it leads to progress along the through line, but when there is contrast, it hinders progress.
However, not every activity leads to real progress. Some activities are just motions — tasks that keep you busy but don’t contribute to meaningful progress. They look like work because they involve movement and consume resources, but they aren’t tied to the organization’s strategies or tactics. These motions don’t contribute to meaningful outcomes and they hinder the through line. Unlike operations (which we also refer to as actions) — which are tied to tactics, which are then tied to strategies, which are ultimately tied to purpose — motions waste resources without moving the organization forward. To ensure true progress, it’s crucial to ensure that every action is aligned with the tactics and strategies that support your purpose.
Example of a through line in a Healthcare Organization
Let’s look at an example of a hospital whose purpose is “to provide high-quality care that enhances patient safety and satisfaction.” This guiding principle is the starting point of their through line.
One key outcome the organization aims for is to reduce surgical site infections and improve patient recovery rates. This outcome reflects their purpose to enhance patient safety.
To achieve this outcome, the organization will have several strategies, each supported by various tactics, and each tactic carried out through specific operations. Let’s look at a simplified example.
Here’s an example of some strategies, tactics, and operations this organization might use:
- Strategy: Focus on improving the quality of care through enhanced surgical protocols.
- Tactic: Implement measures such as regular staff training and adopting new sterilization techniques.
- Operations: Conduct training sessions and install new sterilization equipment to ensure adherence to updated protocols.
Each strategy will have multiple tactics, and each tactic will involve several operations that bring the plan to life. When everything is aligned, the organization maintains a clear through line from purpose to outcomes. However, misalignment can hinder the progress of the through line.
Conclusion: Is There a Clear Through Line in Your Organization?
So, here’s the big question: if someone observed your organization or project, would they be able to see a clear through line? Is it obvious how your actions today connect back to your purpose and drive you toward your outcomes? The through line gives us a framework to evaluate whether what we are doing is moving us forward or just keeping us busy.
Take a moment to reflect on the work you and your team are doing. Is everything aligned with your overarching goals? Or are there sources of contrast slowing you down? Recognizing and strengthening your through line will not only help you clarify your direction but also ensure that every action you take is meaningful and contributes to real progress.
