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
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.
I just realised that I have not published a post on this year’s Mesopartner Summer Academy in Berlin. Luckily, there are still places open, so if you see this post and are interested to participate in the training, please do apply!
The Academy is a training event for advanced professionals in territorial economic development and related economic development approaches. This year’s focus will be on what we call ‘meso organisations’. The meso level is where the both public and private actors on the national, regional, and local level work together to create locational advantages and increase relative competitiveness. The idea of the need to support the emergence and capacity of a meso level, though not new, is still not very strongly integrated in current approaches to economic development.
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.
I have been blogging quite extensively about the Theory of Change (ToC) approach in recent months. My blog posts reflect a process that I have been going through as part of my different work engagements: adapt ToC approaches to be more sensitive to the complexities development programmes face in their day-to-day work.
In parallel, with my colleagues at Mesopartner we keep doing research on understanding complex realities and our human reaction to them based on cognitive science, understanding the process of economic change, making decisions under conditions of uncertainty, and managing highly resilient organisations. In these contexts, ToC has limited applicability and a number of drawbacks. Therefore, we have been working on an alternative approach to the ToC approach which we built from the ground up based on our growing understanding of how complex systems work and how involved actors can lead a process of exploration and change. The approach is called Systemic Insight. Continue reading
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).
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