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.
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:
- Complexity informed theory of change
- Adjusting a theory of change midway
- ToC – all harmony?
- Don’t over-design your ToC
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.
Shawn and I wrote a blog post on the IDS website about our recent article for the IDS Bulletin. Here is how it starts:
The company we work for, Mesopartner, supports development organisations to address the challenge of innovation and change towards economic development, cluster and value chain promotion and the strengthening of local innovation systems.
In our work in economic development, we often find ourselves in situations where we don’t know which interventions will work and what exactly a good outcome will look like.
As a result, those working to plan and deliver development interventions may have divergent views on what must be done and why. These situations are complex (PDF) and uncertain (following Frank Knight’s definition of uncertainty).
Read more at the IDS blog …