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Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan their flames.
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The mandate to be agile is everywhere. But agile isn’t an on-off switch. It’s a skill and a mindset that is developed over time, through dedicated work, open teams, and lots (and lots) of practice
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Development economics and policy are due for a redesign. In the past few decades, research from across the natural and social sciences has provided stunning insight into the way people think and make decisions. Whereas the first generation of development policy was based on the assumption that humans make decisions deliberatively and independently, and on the basis of consistent and self-interested preferences, recent research shows that decision making rarely proceeds this way. People think...
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On 18 December 2013, the Indonesian House of Representatives passed the new Village Law, a vote that was the culmination of a journey that had started in 2007. This Story of Change takes the passing of the Village Law as its starting point and describes the relative influence that research-based evidence, produced by the Institute for Research and Empowerment (IRE), has had at critical junctions of the legislative process. This Story of Change concludes that good quality, research-based...
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• This paper looks critically at the approach to value for money (VfM) in the Institutions for Inclusive Development (I4ID) programme – an adaptive, politically smart governance programme in Tanzania. • Adaptive, politically smart programmes like I4ID aim to deliver VfM by learning about what will work in complex environments, and quickly incorporating those lessons into delivery. When functioning properly, they can rapidly wind down activities as new information emerges and divert funding...
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New research shows surprisingly high numbers of out-of-control tech projects—ones that can sink entire companies and careers.
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Why the Problem with Learning Is UnlearningBonchek, M. - 2016, November 3 - Harvard Business Review
Don’t get stuck in your current ways of thinking.
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Global efforts to improve energy access and quality and to tackle climate change need a different approach to addressing poor energy governance. In 2015, leaders from around the world agreed to 17 Sustainable Development Goals (SDGs) to be achieved by 2030.1 The seventh goal (SDG7) is “Ensure access to affordable, reliable, sustainable and modern energy for all.” In the same year, the world’s leaders concluded the Paris Agreement to tackle climate change, which will require a global...
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Why does modern life revolve around objectives? From how science is funded, to improving how children are educated -- and nearly everything in-between -- our society has become obsessed with a seductive illusion: that greatness results from doggedly measuring improvement in the relentless pursuit of an ambitious goal. In Why Greatness Cannot Be Planned, Stanley and Lehman begin with a surprising scientific discovery in artificial intelligence that leads ultimately to the conclusion that the...
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Research shows they’re more successful in three important ways.
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Headed off recently to discuss the state of Thinking and Working Politically within the aid sector. This is a loose network of aid wonks that came together to try and move aid from a pure focus on technical issues, towards taking account of power and politics and why they can facilitate/frustrate attempts to make change happen in any given context. It was great to be in a room with others (50/50 in person and online) – the neurons fire in a way that just doesn’t happen online (but I also...
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Dave Algoso and Alan Hudson at Global Integrity compare and contrast 9 different initiatives that are all heading in roughly the right direction in aid reform
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Over the last half century, repeated calls for adaptive learning in development suggests two things: many practitioners are working in complex situations that may benefit from flexible approaches, and such approaches can be difficult to apply in practice. • Complexity thinking can offer useful recommendations on how to take advantage of distributed capacities, joint interpretation of problems and learning through experimentation in complex development programmes. • However, these...
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Many readers recognise and understand that complex is about as simple as it gets for major policy and management. This guide is for those unwilling in the Anthropocene to shrink back into the older platitudes about ‘keep it simple’ and ‘not to worry, we’ll scale up the analysis later on’. This guide offers key concepts, methods, counternarratives, and analogies that recast major policy and management issues in ways that do not deny their complexity but help render them more tractable for action.
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One way to make risk-taking more palatable for social change organizations is to run small, light, nimble experiments––tests not built to win wars, but rather to quickly infiltrate new territory, attack new problems, and inform future tactics.
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