I’m really excited to announce a new training course that I have put together with Tony Quinlan from Narrate, which will be starting in September. As readers of my blog know, I have applied concepts and principles of complexity to my work in international development for a long time. In this course, I will share these concepts, principles and experiences I have made and accompany the participants to make sense of their own experiences and create new experiences in applying complexity concepts.
Here the brief blurb for the course:
Harnessing the power of complexity in development – An extended, unique expedition through complexity approaches to enhance agile, adaptive and appropriate work in dynamic and uncertain development contexts.
This course gives you a unique opportunity to gain experience and expertise in complexity, through a guided journey covering the fundamentals of complexity. Projects taken from participants’ real-world situations (not hypothetical case studies) will be used to apply these principles, teams being mentored all the while by two expert practitioners.
When watching one of my favourite TV series I was reminded that in life we can recognise and navigate complexity and uncertainty. When we enter into relationships, get married, have kids, we face lots of uncertainties. Is it the right partner for us? How do I want to raise my kids so they can make the most of their lives? These are questions no-one can answer with any amount of certainty – no quantitative objectives or milestones are fixed. Yet, we still manage to make decisions by using a mix of logical argument and a good portion of intuition. In the end, there are no right answers and we will deal with the consequences of our decisions once we can sense them. We continuously work on our relationships to improve them or in the worst case split up. We navigate the uncertainties of raising children and they grow up eventually. While this approach is natural and works well in our lives, we somehow refuse to buy into it for most aspects in our work. There, we try to find certainty, hypothesise linear causal relationships that allow for plans with milestones and outcomes. When applying this thinking to a complex problem like organising a children’s party it sounds ridiculous and we laugh about it. But we still use the same logic when we try to improve the workings of an economy or a market, when trying to change the behaviour of companies and poor people, or even when trying to improve the empowerment of women in business. Nobody laughs there. Continue reading →
This post is a bit of an experiment. In it, I want to outline my four main areas of interest which guide my reading, thinking and the work I want to engage in. The aim is twofold. Firstly, I hope that the exercise focuses my thoughts because I need to write the areas down in a coherent way. Secondly, this is intended as a way to reach out to likeminded people who are interested in the same issues, so it contains a call to action, i.e. to contact me. I would be particularly interested if you would like to discuss my ideas presented below, work with me on any of these challenges, or simply tell me that what I am sketching out below is not really as challenging as I think it is and that robust answers/solutions are indeed already available (please do share them with me and excuse me for my ignorance).
My four areas of interest are (1) understanding change in societies from a complex systems perspective and in particular how to promote a more sustainable way of living, (2) developing an integrated approach to performance management, accountability and learning for teams and organisations engaging in complex change, (3) achieving systemic change through economic development initiatives, and (4) engaging more in the area I live in – the North East of England. Some of these areas are more concrete and tangible in terms of potential outputs and activities. I will now describe each of them in turn in more detail. Continue reading →
Yesterday I was at the launch of a fascinating report on how to better fund organisations that aim to achieve change in complex systems. Though the report draws mainly on public sector commissioners and charitable funders in the social sector in the UK, it is relevant far beyond that. We can take many if not most of the principles the report found and with some tweaking apply them in funding for international development.
The aim of the report is to attempt to answer the question “How should organisations which have a desire to help improve people’s lives, and resources to allocate to achieve this goal, manage the distribution of those resources most effectively?” This question is certainly also relevant for international development, as its goal equally is to improve people’s lives – even though many organisations and initiatives have much narrower aims – which is a problem in itself, but that’s for another post. 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.
When I wrote my last post about experimenting with new structures for a complexity aware Theory of Change (ToC) in Myanmar, I had a few elements in place, but still some questions. Going further back to an earlier post, I was clear that differentiating between clear causal links for complicated issues and unpredictable causalities for complex ones is critical. I have been thinking about that a lot and last week I have taught a session on monitoring in complex contexts and I think I have found the final piece of the puzzle. Continue reading →
Last week I was in Myanmar working with a market
systems development programme. The main task of this trip is to work on the project’s monitoring framework. To set the stage for that, we are working on revising the project’s theory of change (ToC).
A messy theory of change
Theory of Change is a bit of a contentious beast in my set of tools. As I am thinking and writing a lot on complexity and complex systems, I am aware that causality in complex systems can hardly ever be reduced to a straight line between two boxes and it is even more difficult to predict in advance how change will look like. It is not just that causalities are difficult to disentangle or predict in advance (it’s easier using hindsight), but that because of emergence there are other causalities at work than the linear material – billard-ball like – causality we are used to. But this is the topic of another blog post. So for me, Theory of Change is not an instrument to predict what change will happen but to create a coherent picture that explains why the project is doing what it is doing. 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 →
Getting too eager about building the perfect Theory of Change (ToC) for your organisation, programme or project can lead to an over-designed ToC that can be more of a hindrance than a help to manage and learn. It sucks up a lot of time and team resources to build but then gets out-dated extremely quickly. A ToC should be an idea that is alive and dynamic. For me a ToC is more useful if it is a sketch on the back of an envelope after an intense discussion rather than a page in a high-gloss brochure. A ToC in a complex setting is necessarily imperfect. But it can still be extremely useful. Continue reading →
Continuing my little emerging series on Theories of Change, there is another issue that I feel is very important in connection with complexity-informed Theories of Change: they do not need to be based on total agreement among the stakeholders. On the contrary, it is important to understand where there is agreement on causalities among the stakeholders and where there is not as this gives us important insight on the complexity of specific links in the logical chain.
When we look at the Theory of Change literature, participation comes up as an important if not central element of a Theory of Change process. And it undeniably is. Bringing in a wide range of stakeholders ensures that we get all or many of the diverse perspectives reflected in the Theory of Change process – and as I have written earlier, understanding diverse perspectives is a corner stone of systemic thinking. Continue reading →