Quite a few market systems development projects I have come across in my practice have a goal in their logframe to achieve systemic change. In most cases this is spelled out around some or other market function that is supposed to be improved (e.g. improved access of poor farmers to seed). But in some cases, the log frame simply asks for a number of unspecified systemic changes to be achieved. Both cases are interesting in their own right, but particularly in the latter case evaluators need to be able to answer the question “is it systemic change or is it not?”. There has not been a clear way to answer the question.
In this post, I want to introduce two concepts that can be helpful to answer this question. Firstly, the idea of ‘depth of change’ taken from the systems thinking literature, which helps us understand how fundamental a change is with regards to a system’s architecture. Secondly, the idea of resilience and the question if development interventions build the resilience of the market system or economy. Continue reading →
I was catching up with some reading over Christmas and read an interesting article on systems change in the RSA Journal . In the article’s lead, the author states that “To tackle the challenges faced by our public services, we need to learn to think like a system and act like an entrepreneur.” I found this thought quite intriguing and not only true for tackling challenges of public services, but also challenges in development. Continue reading →
Systemic change has become a catch phrase in recent years, not only in the field of Market Systems Development. I have blogged about it before (for example here and here). The question I want to address in this post is how we can conceptualise systemic change as a first step in developing ‘Theories of Systemic Change’ and evaluating systemic change initiatives. And all of this in the face of complexity and unpredictability of how complex systems change. Continue reading →
The reason that pilots almost always work is the so-called Hawthorn Effect. According to Wikipedia, “The Hawthorne effect (also referred to as the observer effect) is a type of reactivity in which individuals modify an aspect of their behavior in response to their awareness of being observed.” This is one of the reasons why I think that projects that are predominantly operating in a “from-pilot-to-scale” logic struggle to achieve that scale. Another reason why I am concerned with the prevalence of this logic in many projects is that they introduce often externally conceived solutions for what they analysed as ‘root causes’ into a system. Even if the solution scales, the social and institutional structure and dynamics of the system will most certainly not have changed, making the system not more but potentially less resilient. This is not what I would call systemic change. Continue reading →
My presentation was about transformational economic change and in it I tried to convey the basic ideas on how change happens in the economy, wrapped in the example of the “Growing Rubber Opportunities” (GRO) Project I have been supporting over the last four years in Myanmar. Continue reading →
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.
Following up on my last blog post on a new framework for systemic change, I would like to present here the main methodology we used to measure whether there have been transformations in the attitudes of farmers. The approach we used was Cognitive Edge’s SenseMaker®, which allowed us to deeply scan for changes in attitudes and beliefs beyond mere observation of changed behaviours. 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 →
After submitting a long comment as a reply to Aly Miehlbradt’s post, I could win Daniel Ticehurst to instead write another guest post. Daniel’s perspective on the DCED Standard nicely contrasts with the one put forward by Aly and I invite you all to contribute with your own experiences to the discussion. This was not originally planned as a debate with multiple guest posts, but we all adapt to changing circumstances, right?
Dear Marcus and Aly, many thanks for the interesting blog posts on monitoring and results measurement, the DCED standard and what it says relating to the recent Synthesis on Monitoring and Measuring changes in market systems.