This post was written by Zenebe Uraguchi and originally published on the Helvetas Inclusive Systems Blog. It is reposted here with permission.
Two years ago, Zenebe Uraguchi of Helvetas had a conversation with Rubaiyath Sarwar of Innovision Consulting on how fixation on chasing targets leads programmes in development cooperation to miss out on contributing to long-term and large-scale changes. In March 2019, Zenebe met Marcus Jenal in Moldova. Marcus thinks a lot about how complexity thinking can improve development.
This blog is a summary of their dialogue on three thoughts that development practitioners who apply a systemic approach need to consider when measuring success in terms of contributing to systemic change.
My company is a consulting firm and on my CV I call myself a consultant. Consultants are experts that are hired to bring solutions to a problem or improve the functioning of a mechanism, process or organisation. They are expected to have all the answers and are paid by somebody to give them the right answers to their questions or solutions for their problems.
When I work with organisations and teams on complex challenges, I often do not feel comfortable in this role as a consultant or expert. Too often, I do not know the answers or solutions. Too often, I have felt that moment of panic in the plane on the way to a client that I do not really know what to tell them, that I do not have the answers they are hoping to get from me. As I have said and written before, intervening in complex systems is not about fixing things, like fixing an engine. Complex systems are evolving interconnected systems. Understanding these interconnections and shifting the context is a more appropriate approach to change. This always needs to be based on a deep sense of understanding the local context and continuous mutual learning. Continue reading