Shawn and Marcus spent the last week in South Africa to discuss the continuous research work on systemic change, market development and innovation promotion. It was a week packed with a lot of thinking, discussion and occasional flicking through some of our favourite textbooks. Not much we enjoy more!
I blogged before about the systemic change work I did last year. Recently, I have been reading up a bit on resilience and resilience thinking and was stricken by the similarity of the thinking between that field and what we have come up with as a way to see systemic change in market systems. Continue reading
Over the course of 2016, Shawn and I worked on a piece of research on systemic change in market systems development, funded by the BEAM Exchange. In this work, we question the utility of the concept of systemic change in market systems development (though this is valid in the wider field of economic development) as it is currently used and suggest a rethink. To do so, we went back to search for a fundamental understanding of economic change. This is what we found.
This blog has first been published on my personal blog site.
I have been blogging quite extensively about the Theory of Change (ToC) approach in recent months. My blog posts reflect a process that I have been going through as part of my different work engagements: adapt ToC approaches to be more sensitive to the complexities development programmes face in their day-to-day work.
Different phases of Systemic Insight
In parallel, with my colleagues at Mesopartner we keep doing research on understanding complex realities and our human reaction to them based on cognitive science, understanding the process of economic change, making decisions under conditions of uncertainty, and managing highly resilient organisations. In these contexts, ToC has limited applicability and a number of drawbacks. Therefore, we have been working on an alternative approach to the ToC approach which we built from the ground up based on our growing understanding of how complex systems work and how involved actors can lead a process of exploration and change. The approach is called Systemic Insight. Continue reading
Over the last year or so I was hired by a large market systems development programme in Bangladesh to develop a new framework for assessing systemic change for them. We did an initial feasibility study and then a larger pilot study. The report of the pilot study has now been published. Rather than to bore you with the whole report, I would like to share the conceptual thinking behind the framework and the framework itself in this post. In a later post, I will share the methodology. This is not the end of all wisdom and the silver bullet framework everybody has been looking for. For me this is an important step to bring my work and thinking over the last couple of years together into something practically applicable. But this work is not done as I am embarking on a longer research project on systemic change. So there is more learning to come and with it more development of this tool. Please share your thoughts, which would help me to further improve the framework. Continue reading
If you are not following my personal blog, I would encourage you to check out my recent blog post series on the use of a Theory of Change approach in complex development programmes. There are four blog posts in the series:
In our work, we move between different environments. We work sometimes in development organizations, and on other days as advisers to business people. We move between assisting the Dean of a University to assisting a value chain practitioner in an NGO. Sometimes we help a policy maker, other days a team leader working in a rural location. We work with a diverse range of economic activity, from informal trading to retail, from home industries to advanced manufacturing, from agriculture to finance, local industries to international value chains. People ask us how we do this, what kind of expertise one must have to advise such different clients in such a wide range of industries.
The answer is actually quite simple. We are not engineers, nor are we knowledge workers for rent. We understand how to design processes of exploration and change; how to help people in systems recognize or become more sensitive to patterns and to then we assist them to carefully shape or influence those patterns. We have learned that a complex system does not become simpler by studying it. We also know that what people say they think and how they actually behave in the moment are not always consistent. Complex systems can only be understood by trying something to improve it and then carefully observing how the patterns change, typically through some low risk experiments or probes. These experiments must be done in a reversible way as far as possible, and should also try many different approaches to improving a particular situation. That means that without calling it that, we help organizations of all kinds to learn by doing. Most organizations simply pay lip service to this idea.
What decision makers in businesses, governments and development organizations all have in common is that they are trapped by long term visions of an ideal future state, trapped on narrow paths of the ideal way to reach their objectives. Planning instruments that work well within an engineering management environment have been applied to the management of organizations, of networks and of people. Many managers are frustrated because projects don’t go as planned, especially when it comes to collaborating with other competitors, counterparts, customers and supporters Their views of what is possible and acceptable behavior is often confined by ideology, organizational culture and inertia. Everything seems to be shaped or influenced by everything, and the consequences of making a wrong decision could undo the hard work of getting many other things in order through hard work. We have witnessed how in the last few years increasing numbers of leaders we work with have become despondent, risk averse and frustrated by instructions from above and demands from the outside.
Our job is often to be a management coach or adviser. It starts with listening to a leader’s description of their current challenges and the issues that they are frustrated by. We listen to what they are struggling with, what they are trying, and more importantly, why. These existing ideas and actions we capture as hypotheses that describe the boundaries of a system from the perspective of the leader. We help them to capture some of the data and some of the patterns that appear to be constant, but this is often not the real value add. Our real value add is when we help these leaders to design portfolios of carefully designed experiments that are implemented simultaneously to test what is possible within a particular context. The purpose of the experiments is to not only “solve problems”, but to intensify learning and adjustment of the organizations. We help leaders and their teams sense better what is possible, what is within reach, and what is not possible within current constraints. This strengthens the resilience and the collaborative culture of the organizations that these leaders are responsible for. Often it results in strength through diversity, which is healthy for organizations, as opposed to strength through alignment, which only ever can be healthy for a short period until the context changes.