One thing I have to admit is that I am not much into doing sports, never have been. I know that it is part of a healthy lifestyle to keep yourself fit, but I’m struggling to put this into practice. The one sport I have tried to keep up is running, because of its simplicity – all you need is a pair of running shoes. But also with that, I have been struggling. For a while I do it fairly regularly, then I drop it again for the one or the other reason. I often struggled to convince myself to go out running during the day, particularly if running competed with reading a book or writing a blog post! So it has all been quite frustrating.
In personal development and self-improvement, using an approach that is based on habits seems more promising for most people than an approach that is based on goals. Just think about the many New Year’s resolutions that were never achieved. I tried to put this advice into practice and it seems to work. By making it a habit, rather than by setting a goal of running a half-marathon in six months time, I am now running relatively regularly, which is good for my health. But would this also help us when we approach systems change? Can we think of certain institutionalised behaviours in systems as good or bad habits? This thought I had while running this morning seems worth exploring.
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.
Recently I started a series on the development of a typology of systems change (the two previous articles are here and here). In this post, I want to introduce the concepts of ‘scaling out’, ‘scaling up’ and ‘scaling deep’ developed by scholars of social innovation. I want to link these concepts to my earlier thinking around the systems change typology and update it based on the new insights from this literature. At the end I will also voice a little critique on innovation-focused approaches to systems change.
‘Scaling out’ refers to the most common way of attempting to getting to scale with an innovation: reaching greater numbers by replication and dissemination. ‘Scaling up’ refers to the attempt to change institutions at the level of policy, rules and laws. Finally, ‘scaling deep’ refers to changing relationships, cultural values and beliefs.
In my last post I shared my thinking around a possible typology of systemic change that could help us come to grips with the different concepts and ideas that are connected to systemic change. I have received some feedback on the post and I have done some more thinking that I would like to share in this follow up post.
Concretely, I want to share my thoughts about the usefulness of systemic change as a concept on a more fundamental level, based on the obvious fact that systems change anyway, also without purposeful interventions.
Systemic change has been a frequent topic on this blog – as it is in my work. After running after the perfect conceptualisation of systemic change for many years, this post is inspired by my realisation that there may be different ways to look at systemic change – all correct in their own right. I have discussed systemic change with many colleagues and friends and I have always tried to reconcile different views on the concept, only now realising that they might not be reconcilable. So here an attempt of a typology of systemic change (initially differentiating two types) – nothing final, just trying to put my thinking down in writing.
A warning in advance. This article is rather conceptual and I’m introducing some models that might be new to my readers (but then again, I have done that before). I’m trying to sort through recent reading in my mind to better understand the types of systemic change. This should not stop you from reading it of course! I would be happy to discuss this with anybody!
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 →