@techreport{greenway_radical_2024, address = {London}, title = {The {Radical} {How}}, url = {https://options2040.co.uk/wp-content/uploads/2024/02/The-Radical-How.pdf}, abstract = {Any mission-focused government should be well equipped to define, from day one, what outcomes it wants to bring about. But radically changing what the government does is only part of the challenge. We also need to change how government does things. The usual methods, we argue in this paper, are too prone to failure and delay. There’s a different approach to public service organisation, one based on multidisciplinary teams, starting with citizen needs, and scaling iteratively by testing assumptions. We’ve been arguing in favour of it for years now, and the more it gets used, the more we see success and timely delivery. We think taking a new approach makes it possible to shift government from an organisation of programmes and projects, to one of missions and services. It offers even constrained administrations an opportunity to improve their chances of delivering outcomes, reducing risk, saving money, and rebuilding public trust. The Radical How in a nutshell The struggles and shortcomings of delivering in government are well rehearsed. Many of the root causes that make it tough have been restated several times over several decades. But what to do? We believe the government can and should change how it delivers, by: organising around multidisciplinary teams embracing incremental, feedback-driven iteration focusing more on outcomes. The Radical How is a change of mindset as much as a change in organisation. It promotes methods and processes that have been shown to work, multiple times, at scale. They are the default ways of working for many of the world’s most successful companies. However, the occasions where they have been deployed are rare in government. These occasions have come about thanks to exceptional leaders, exceptional circumstances, or both. We think they’d make a big difference if they became the norm, rather than the exception. We also think that without them, mission oriented government will not become a reality. New policy ideas will remain just that, rather than translating into profound improvements to society. Central to this approach is the widespread adoption of internet-era ways of working. This paper explains both those and our thinking in more detail, with reference to real examples.}, urldate = {2024-03-15}, institution = {Nesta and Public Digital}, author = {Greenway, Andrew and Loosemore, Tom}, month = mar, year = {2024}, } @misc{harrington_can_2022, title = {Can {PDIA} become a regular part of how a government works? - {Building} {State} {Capability}}, shorttitle = {Can {PDIA} become a regular part of how a government works?}, url = {https://buildingstatecapability.com/2022/05/05/can-pdia-become-a-regular-part-of-how-a-government-works/}, abstract = {Institutional change is part of the theory of change of PDIA – scaling through the diffusion of new ways of thinking and greater problem-solving know-how. And once a community of practice reaches critical mass across an eco-system, a tipping point can happen where the eco-system becomes generally more open to novelty, where success is a more effective route to legitimacy, and where leadership is oriented towards value creation.}, language = {en-US}, urldate = {2022-07-15}, journal = {Building State Capability}, author = {Harrington, Peter}, month = may, year = {2022}, } @techreport{lowe_human_2022, address = {London}, title = {Human {Learning} {Systems}: {A} practical guide for the curious}, url = {https://www.centreforpublicimpact.org/partnering-for-learning/human-learning-systems/a-practical-guide-for-the-curious48hjg7}, abstract = {Our new guide provides practical advice to help any organisation working in public service apply the Human Learning Systems approach to their work. In doing so, they will be better equipped to explore, learn and respond to the unique strengths and needs of each person, family and community they serve.}, urldate = {2022-08-02}, institution = {Centre for Public Impact}, author = {Lowe, Toby and Padmanabhan, Chandrima and McCart, Des and McNeill, Karen and Brogan, Andy and Smith, Mark}, year = {2022}, } @techreport{mckenzie_building_2021, title = {Building a culture of learning at scale: learning networks for systems change.}, url = {https://www.orangecompass.com.au/images/Scoping_Paper_Culture_of_Learning.pdf}, abstract = {This scoping paper explores the question ‘what would it take to build a culture of learning at scale?’. It focuses on systems-wide learning that can help to inform systems change efforts in complex contexts. To answer this question, literature was reviewed from across diverse disciplines and the realms of education, innovation systems, systems thinking and knowledge management. This inquiry was also supported by in-depth interviews with numerous specialists from the for-purpose sector and the examination of several case studies of learning across systems. The goal was to derive common patterns to inform a ‘learning for systems change’ framework. Learning for systems change is critical when working with complexity. The dynamic nature of complex adaptive systems requires an ability to continually sense and learn from the system and adapt accordingly. This is because the nature of the challenge and ‘what works’ to meet the challenge is continually shifting (Lowe and Plimmer, 2019). This requires an ongoing process of iterative inquiry that draws upon wisdom and insights from across the system. Such learning challenges traditional siloes of expertise and organisational boundaries (Clarke et al., 2019). Learning is not simply a nice to have. It is critical for greater impact and improved outcomes, particularly in mission-driven organisations and initiatives (Price et al., 2019). In this paper, a ‘learning networks’ approach is proposed, one that draws upon individual, group and systems-wide learning to build capacity and resilience for systems change in uncertain environments. This fills a gap in the literature where the focus is largely on learning within organisations. Instead, the focus here is on what is required to support learning to occur across scales and boundaries - from the individual to system-wide. A simple meta-framework for developing learning networks is proposed that includes high level guidance on the enabling conditions - the mindsets, relationships, processes and structures- that would enable learning networks to flourish.}, urldate = {2021-10-28}, institution = {Orange Compass \& Paul Ramsay Foundation}, author = {McKenzie, Fiona}, month = oct, year = {2021}, } @misc{samji_building_2021, title = {Building a {Movement} of {Public} {Problem} {Solvers} - {Building} {State} {Capability}}, url = {https://buildingstatecapability.com/2021/04/18/building-a-movement-of-public-problem-solvers/}, abstract = {Solving public problems is a hard and thankless job. One that is undertaken with a shortage of time as well as resources, and often under pressure to deliver results. A common approach used to solve public problems is to develop a plan, sometimes with experts, and then to assume that implementation will happen on autopilot. To quote Mike Tyson, “Everyone has a plan ’till they get punched in the mouth.” The question is, what do you do after you get punched? Continue with your existing plan? Or do you learn from the punch?}, language = {en-US}, urldate = {2022-07-15}, journal = {Building State Capability}, author = {Samji, Salimah}, month = apr, year = {2021}, } @techreport{honig_actually_2020, address = {Washington DC}, title = {Actually {Navigating} by {Judgment}: {Towards} a new paradigm of donor accountability where the current system doesn’t work}, shorttitle = {Actually {Navigating} by {Judgment}}, url = {https://www.cgdev.org/publication/actually-navigating-judgment-towards-new-paradigm-donor-accountability-where-current}, abstract = {This working paper explores how donors can move towards greater Navigation by Judgment, highlighting the actions people inside and outside aid agencies can work to make change—encouraging more Navigation by Judgment on the margin, starting today.}, language = {en}, urldate = {2020-02-14}, institution = {Center for Global Development}, author = {Honig, Dan}, month = feb, year = {2020}, } @techreport{honig_managing_2020, address = {Washington DC}, title = {Managing {Better}: {What} {All} of {Us} {Can} {Do} to {Encourage} {Aid} {Success}}, shorttitle = {Managing {Better}}, url = {https://www.cgdev.org/publication/managing-better-what-all-us-can-do-encourage-aid-success}, abstract = {Management by way of top-down controls and targets sometimes gets in the way of aid donors’ aims, undermining project success. These unhelpful controls often stem from a need to account for performance; legislatures or executive boards induce agencies to exercise tight process controls and orient projects towards what is measurable and reportable.}, language = {en}, urldate = {2020-02-14}, institution = {Center for Global Development}, author = {Honig, Dan}, month = feb, year = {2020}, } @techreport{lowe_exploring_2019, address = {Newcastle}, title = {Exploring the new world: practical insights for funding, commissioning and managing in complexity}, shorttitle = {Exploring the new world}, url = {https://collaboratecic.com/exploring-the-new-world-practical-insights-for-funding-commissioning-and-managing-in-complexity-20a0c53b89aa}, abstract = {The world is complex. If we want to contribute to creating positive social outcomes, we must learn to embrace this complexity. This is the New World that funders and commissioners are discovering: • People are complex: everyone’s life is different, everyone’s strengths and needs are different. • The issues we care about are complex: issues – like homelessness – are tangled and interdependent. • The systems that respond to these issues are complex: the range of people and organisations involved in creating ‘outcomes’ in the world are beyond the management control of any person or organisation. Building on the findings from our previous report, A Whole New World, we have spent the last 12 months working with a growing movement of funders, public sector commissioners, and organisations working on the ground to begin to explore this New World: to find examples of practice that will help people to navigate it effectively. This report explores the key features of their response: working in a way that is human, prioritises learning and takes a systems approach.}, language = {en}, urldate = {2019-08-08}, institution = {Collaborate \& Newcastle University}, author = {Lowe, Toby and Plimmer, Dawn}, month = jun, year = {2019}, } @techreport{honig_limits_2019, type = {Working {Paper}}, title = {The {Limits} of {Accounting}-{Based} {Accountability} in {Education} (and {Far} {Beyond}): {Why} {More} {Accounting} {Will} {Rarely} {Solve} {Accountability} {Problems}}, url = {https://www.cgdev.org/publication/limits-accounting-based-accountability-education-and-far-beyond-why-more-accounting-will}, abstract = {Accountability is rightly at the center of the conversation regarding how to improve governance systems, particularly health and education systems. But efforts to address accountability deficits often focus primarily on improving what can be counted and verified—what we term “accountingbased accountability.” We argue that introducing greater accounting-based accountability will only very rarely be the appropriate solution for addressing accountability problems. We illustrate this by exploring the role of Accountability ICT in (not) improving education system performance. Strengthening “real” accountability is not the same as improving data systems for observation and verification, and often attempts at the latter undermine the former. The development discourse’s frequent semantic misunderstanding of the term “accountability” has pernicious effects on system reform efforts and ultimately global welfare.}, language = {en}, number = {510}, institution = {Center for Global Development}, author = {Honig, Dan and Pritchett, Lant}, month = may, year = {2019}, pages = {50}, } @techreport{laws_thinking_2018, title = {Thinking and working politically in {Somalia}: {A} case study on the {Somalia} {Stability} {Fund}}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/12251.pdf}, urldate = {2018-11-10}, institution = {TWP Coommunity of Practice and ODI}, author = {Laws, Ed}, month = may, year = {2018}, pages = {36}, } @article{honig_making_2018, title = {Making good on donors’ desire to {Do} {Development} {Differently}}, volume = {39}, issn = {0143-6597}, url = {https://doi.org/10.1080/01436597.2017.1369030}, doi = {10.1080/01436597.2017.1369030}, abstract = {AbstractForeign aid donors are increasingly focused on changing the way their development agencies function. This discourse has focused on desired qualities, including greater knowledge of local contextual realities, appropriate adaptation to context and greater flexibility to respond to changing circumstances. We argue that more attention needs to be devoted to the achievement of these qualities and turn to contingency theory to identify some under-exploited ways to ?do development differently?. The qualities sought by donors are emergent properties of complex organisational systems and will only be achieved through a micro-level and interlinked focus on the fundamentals of organisation.}, number = {1}, journal = {Third World Quarterly}, author = {Honig, Dan and Gulrajani, Nilima}, month = jan, year = {2018}, pages = {68--84}, } @techreport{knight_whole_2017, address = {Newcastle}, title = {A {Whole} {New} {World} - {Funding} and {Commissioning} in {Complexity}}, url = {https://collaboratecic.com/a-whole-new-world-funding-and-commissioning-in-complexity-12b6bdc2abd8}, abstract = {Collaborate and Newcastle University Business School Publish Research into Complexity-Friendly Funding}, urldate = {2017-06-15}, institution = {Collaborate \& Newcastle University}, author = {Knight, Annabel Davidson and Lowe, Toby and Brossard, Marion and Wilson, Julie}, month = may, year = {2017}, } @techreport{wild_putting_2017, address = {London}, title = {Putting theory into practice: how {DFID} is doing development differently}, url = {https://www.odi.org/publications/10729-putting-theory-practice-how-dfid-doing-development-differently}, urldate = {2017-03-16}, institution = {ODI}, author = {Wild, Leni and Booth, David and Valters, Craig}, month = feb, year = {2017}, keywords = {IMPORTANT}, } @techreport{wild_doing_2016, address = {London}, title = {Doing {Development} {Differently}: {Who} we are, {What} we’re doing, {What} we’re learning}, url = {https://www.odi.org/publications/10662-doing-development-differently-who-we-are-what-were-doing-and-what-were-learning}, abstract = {In November 2014, the doing development differently community got together in Harvard to discuss what successful development interventions look like. Two years on, our community is broader than aid. It's broader than donors. It's about all organisations delivering change, producing real solutions to real problems that have real impact. It's about building trust, empowering people and promoting sustainability. Over the past two years, the community has been putting these ideas into practice across the world – being honest about what we are learning, including where we are not getting things right. This document aims to be an entry point for anyone interested in doing development differently. It explores the things that could be stopping you including: You are constrained by a disabling environment. You have strict reporting requirements. People aren't sold on the idea. It's easier to do things the way you've always done it. It's difficult to do in practice. If you are facing one, several, or all of these constraints, this document gives you a place to start. Using 43 case studies from practitoners within donors, governments, implementing organisations and NGOs across the globe, we aim to draw out some key lessons learnt, and give some advice for people considering this approach. These case studies are split across five categories: Swimming against the tide. Working in and with government. Feedback loops and data. Organisational change. Diffusion. Finally, if you want to know more, the document concludes with a suggested list of blogs and reports which explain these concepts in more detail.}, urldate = {2017-04-18}, institution = {ODI}, author = {ODI}, editor = {Wild, Leni and Andrews, Matt and Pett, Jamie and Dempster, Helen}, month = dec, year = {2016}, keywords = {IMPORTANT}, } @techreport{bain_doing_2016, title = {Doing {Development} {Differently} at the {World} {Bank}: updating the plumbing to fit the architecture}, url = {https://www.odi.org/publications/10555-doing-development-differently-world-bank-updating-plumbing-fit-architecture}, urldate = {2016-03-24}, institution = {ODI}, author = {Bain, Katherine A. and Booth, David and Wild, Leni}, month = sep, year = {2016}, keywords = {IMPORTANT}, } @techreport{wild_adapting_2015, address = {London}, title = {Adapting development: improving services to the poor}, shorttitle = {Adapting development}, url = {https://www.odi.org/publications/8125-adapting-development-service-delivery-sdgs}, abstract = {On current trends, it will take decades or longer to bring basic services to the world’s most disadvantaged people. Meeting this challenge means recognising the political conditions that enable or obstruct development progress - a radical departure from the approach of the Millennium Development Goals.}, urldate = {2016-05-11}, institution = {ODI}, author = {Wild, Leni and Booth, David and Cummings, Clare and Foresti, Marta and Wales, Joseph}, month = feb, year = {2015}, keywords = {Practice}, } @techreport{faustino_development_2014, title = {Development entrepreneurship: how donors and leaders can foster institutional change}, shorttitle = {Development entrepreneurship}, url = {http://www.odi.org/publications/9118-development-entrepreneurship}, abstract = {Various communities of practice have been established recently to advance the general idea of thinking and working politically in development agencies. This paper makes a contribution by describing the practice of what has been called development entrepreneurship and explaining some of the ideas from outside the field of development that have inspired it.}, number = {2}, urldate = {2016-03-23}, institution = {The Asia Foundation}, author = {Faustino, Jaime and Booth, David}, month = dec, year = {2014}, }