IDEV 3400 class & reading notes
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IDEV 3400 class notes & reading notes January 10th lecture: Reading notes: Duncan Green. How change happens. 9-27. Foreword: Ha-Joon Chang
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Development is a practical feild guide, it is not always linear -
Building Wells to generate powerplants, development covers a broad field -
Power and systems approach: enables us to embrace the complexity and diversity of development projects -
If we embrace that we change one part of a system, other systems will change also as everything is connect. When we understand that, we are already ahead of the others -
Power cube helps to show imbalances and helps to figure out where the money, gender, and political power is. -
Communities have a lot of the answers, knowledge, and rsouces to grow, fix, and change the surroundings. Overview
: -
A ‘system’ here is defined as an interconnected set of elements coherently organized in a way that achieves something
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defining property of human systems is complexity: because of the sheer number of relationships and feedback loops among their many elements, they cannot be reduced to simple chains of cause and effect.
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In complex systems, change results from the interplay of many diverse and apparently unrelated factors. Key words: 1.
Systems thinking: 2.
Cause and effect: 3.
Human systems: 4.
Linear planning: 5.
Reflectivits: Main notes: -
“the future is a dance between patterns and events” embracing complexity -
Systems and complexity are two of the most helpful to grapple with the future and what it holds -
Complexity: too many relationships and feedback loops of their elements to be reduced to simple ichains of cause and effect. It is impossible to predict the movement
of any given person. But, there is order. -
In complex systems, change results from the interplay of many diverse and apparently unrelated factors
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To seek change, identify what elements are important and how they interact is crucial
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Factors like technological changes, conflicts, community action, and political involvement all interacted in surprising ways during the struggle of fishing communities in indias Bundelkhand regions, highlighting the unpredictable nature of how structures, agency, and the broader context interact. -
Our tendency to view change through linear, preconceived plans leads to failure and missed opportunities. That is why plans fall apart when faced with unexpected challenges.
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Most approaches to linear systems are fixed, replicable, and reliable -
The author asserts that raising a child involved constant adaptation and learning without a
definitive right way, relying on experience, advice, and mentorship, likening this iterative approach to navigating complex systems, step by step.
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Systems are in a state of constant change, like a forest, through a cycle of growth, collapse, and regeneration, suggesting that activists should tailor their strategies according
to the stage their political environment mirrors, understanding the connectedness of systems and the potential for both stability and vulnerability -
Complexity and unpredictable emergent change is everywhere.
systems, economics, and development: -
Firms, ideas, and institutions obey the basic mechanisms of evolution. -
There are parallels between economic process and evolution, likening firms and institutions to evolving organisms subject to variation, selection, and amplification. -
They advocate for companies and activists organizations to embrace this evolutionary model, recommending a shift from static strategic planning to adopting a portfolio of evolving experiments to thrive in this dynamic system. -
industrial policy boils down to ‘picking winners’
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laissez-faire policies leave it entirely up the market what will be produced and where. -
Is systems thinking inherently pro-liberalization and anti-state intervention? No it is not, rather is emphasizes understanding complex interactions and outcomes, which leave room
for diverse interpretations and applications, which includes both pro liberalization and pro
intervention perspectives depending on the context -
In complex systems institutions play a crucial role in maintaining fair conditions for dynamic interactions, suggesting that states and institutions should steer markets toward socially beneficial goals like equality and sustainability while retaining the markets dynamism, finding a balance that several states have achieved successfully. Crises as critical junctures: -
Change in complex systems occurs in slow steady processes such as demographic shifts and in sudden, unforeseeable jumps. -
‘events’ that disrupt social, political, or economic relations can open the door to unthinkable reforms.
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Major historical events, like the Great Depression, WW2, and the 1970s oil crises shaped institutional frameworks globally, promoting expanded government roles after crises and shifts between regulation and idealization of free markets impacting economic and political ideologies in various nations, including shifts in communists systems like china and Vietnam.
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Friedman’s instruction ‘to keep alternatives alive and available’: progressive activists also
need to build trust and connections among the key individuals who could implement the desired change.
The world is complex: -
A reflectivist, Ben Ramalingham once said should “map, observe, and listen to the system
to identify the spaces where change is already happening and try to encourage and nurture
them.”
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We cannot simply understand and plan everything in advance, if each situation is different - which it will be - so must be the response. -
Principles for how to bring about change: be flexible, seek fast and ongoing feedback, success is often accidental, undertake multiple parallel experiments, learn by doing and failing, identify and discuss rules of thumb, convene and broker relationships
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Effective convening and brokering requires understanding who should be invited to the table. Which players have, or could have, their hands on the levers of change? Positive deviance: -
An alternative to business -
In the power of positive deviance, the authors empahisize its application globally in diverse contexts, where success against odds is identified by looking for outliers. -
They also stress the importance of community involvement in discovering these outliers for meaningful behavioural change, as it provides ‘social proof’ for sustainable transformation, cautioning against reliance solely on external expert investigations for creating toolkits. -
Positive deviance capitalized on a hugely energizing fact: for any given problem, someone in the community will already have identified a solution. -
It focuses on people’s assets and knowledge, rather than their lacks and problems. -
Postive deviance remains an outlier in the aid business, even though it works well, it stands apart from the usual methods used in aid work. -
The common way of finding problems, creating solutions, and sharing them is tough to change
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Ironically, experts often contribute to this challenge
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When confronted with a community of a group who aren't following the norm, follow them. It will push you further into success that you would think. -
Summary: -
systems thinking challenges traditional planning and how we work, urging activists to understand systems before acting -
We must grasp the stop-start nature of change in complex systems and be humble, learning from mistakes and others -
Embracing uncertainty while keeping our drive is crucial for changing the world -
Once we understand systems, we won’t want it any other way Jan 10th Class Notes: -
Handouts for fellow students to follow along with presentation
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Presentation slides and written document -
Create good development project name -
How we all define development: -
Duncan green poverty to power blog -
Global dough, global North, decide a geographic location -
Websites provide good insights into development projects -
World bank, NGOs, non profit organization websites, see what projects are being funded right now. -
Focus on a project that a organization I working in right now. Go to bug organizations
websites and narrow down from there Week two: managing and planning change -
Interrogating the relationship between development and planned social change. Powercube activity. Readings for week two: January 15th & 17th
Bennet and Jessni: Monitoring and Evaluation - Frequently asked Questions -
Monitoring: An ongoing “observation.” it measures perform, and against pre-act levels. It is usually performed internally. -
Evaluation: a systemic and deeper assessment. It is performed at the end of a project cycle. It examines what happened, and also why and how it happened that way.
And what will be done to improve performance. The best evaluation is action
oriented. -
There are 7 major steps in carrying out an evaluation. -
(1) Define the purpose and parameters of the evaluation - three major benefits of evaluation: evaluation for accountability, to demonstrate that the project has made efficient use of its resources. Evaluation for development- to gather lessons learned, of an understanding of successes and failures - that will then be used for improvements, replication of success, and avoidance of mistakes. Evaluation for knowledge- to enhance knowledge on particular subjects. -
(2) identify key stakeholders- primary and secondary assess. -
(3) define the evaluation questions- the users information determines what questions should guide the evaluation. Questions must be framed so it can be answered on the basis of empirical evidence. Measurable outcomes should be able to give you a path to your answers. -
(4) select appropriate methods- below -
(5) collect data - evaulatiom should be based on empirical evidence and follow a systematic procedure for gathering and analyzing data- whether it is quantitative or qualitative- to maximize credibility and reduce possible bias. Methods of data collection include: performance indi ztors, formal surveys, rapid appraisal methods, which includes key informant interviews, focus groups, community group interviews, direct observations. And mini serveys. The ideal design for evaluation. Is limited by “real world constraints.” which are time, budget, resources, political and data
indicators. The constraints need to also be mentioned in the designs as well as in the reports. -
(6) analyze and interpret data- Raw data must become “usable, accdxzibls summaries,
and reports that add to the body of knowledge about project success and promise change in attitudes, skills, and behaviour.” Qualitative data is difficult to analyze. But descriptive and content analysis offers the solution. -
(7) use and communicate results- a typical evaluation report structure looks like this: executive summary, introduction and background information, description of the evaluated interventions, findings, conclusions and recommendations. Annexex. -
The steps are similar to research designs and protocols. -
Step 5 and 6 need to be repeated often as monitoring requirements of A project. -
What is evaluation criteria: there are five international criteria used to evaluate development assistance- effectiveness, impact, references, sustainability, and efficiency. For each criteria used there should be a list of questions that reveal the extent to which the objectives are met. -
In a participatory evaluation, the entire process involved all the project's stakeholders and the use of a facilitator. This seeks to be practical (responds to the needs, interests, and concerns ofprimary users), useful, formative (they seek to improve programme outcomes), and empowering. -
Formative vs summative evaluations: formative takes place while activities are still underway. They correct flaws or unintended consequences or capitalise on positive developments. Summative evaluations occur when all activities have ended, they are carried out when it is too late to make changes. They assess whether or not initial goals have been used to collect data about outcomes and strategies. -
Process evaluation: focusing in the ways in which activities have been planned and carried out in addition to studying outputs and other results. -
progress evaluation: the extent to which a project is meeting its goals, measured against progress benchmarks. -
Impact evaluation: examines a projects total efforts, both positive and negative, the intended and unintended at the end of the project cycle. -
Baseline data: provides a portrait of a situation before the implementation of any activities. Pre determined benchmarks against which change and progress can be measured. -
How to determine causality: recording change, attributing cause. A non exposed control group can give an idea of show the target group might have faced without the interviews. However, it will not be possible to determine whether deliberative activists were solely responsible for changes. -
Logical framework approach: also called a logframe, is an application of RBM. They assess the causal relationship- the links between cause and effect- between inputs, processes, outcomes and impacts. Used to clarify objectives and guide implementation. Log frames are useful when carrying out a formative evaluation or progress evaluation, especially in rectifying shortcomings. They are notorious for
linear relationships between inputs and outcomes and attribute causality without taking into consideration other excused factors. They are favoured M&E approaches. -
Modular matrices- a self awareness tool. Reveals elements that should of should not be aligned. These exercises help evaluatiors judge. To what extent their outputs contributed to their desired impacts, or geared towards their target audiences, and their outputs were aligned with significant events. -
Rapid outcome assessment (ROA): episode studies of specific policy changes and assessing their relative importance. Case study analysis of research projects impacts, and outcome mapping approaches. Created to assess the contribution of a projects actions and research on a particular change in policy or the policy environment. However, it can it be used to capture economic impacts of research through policy change. -
Outcome mapping: An alternative approach to evaluation. Rationale was the acknowledgment that causality and impact for any projects are extremely difficult to assess. There are three stages for outcome mapping: international design (vision, mission, patterns, outcome challenges, progress markers, strategy maps), outcome and
performance (monitoring acitivies, outcome journals, stragety journals, performance journals), and evaluation (execution plan).
Jonathan Murphy: The Rise of Global Managers, 18-40.
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global managerialism describes the partly planned and party spontanydevelopmenf of a global system of human management. It is characterised by: a scientistic construction of the managerial mandate, elevation of economic discourse into unchallengeable fact, the occlusion of ideological differences through absorption, calumny, and evasion, managed participation masquerading as democracy, interweaving of private and public interests and administrations, exclusive networks in place of formal bureaucratic hierarchy, deepening and broadening transition eliege ties, conflict management through incorporation of opposition, Labour flexibility enforced through transnational markets, forces as last resort, and the seepage of managerial discourses and practices into remote and hitherto marginal corners of the world. -
The term justifies eletie diminatiin and grossly unequal resource distribution. -
It is ideology and post ideology. -
It is a methodology of domination in the process of becoming, -
It has expanded through the qualitative acceleration of tech innovations permitting real time virtual communication and accelerated global capital flows, maagerialmaginadh, and community. Roots of global managerial theory -
James burnham drew attention fk the drive for social dominance for power and privilege for the position of filing class by the social group of class of the managers. -
He argued that a managerical class was dominafi g life in New Deal America, communist Russia, and fascist Germany. -
The new managerial elites shared a corporatist, scientific, and totalizing perspective, for which traditional democracies had no answer.
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His account of the managerial class was more polemical than theoretical and his historical predictions proved generally inaccurate. Due to his obsession with Nazism and Communism. -
These orders both contain elements of managerialism. -
Said that the managerial elite was best served by a limited form of managed democracy in which the populations perspectives could be gathered and and addressed, leading to a much more effective managerial control.
Four propositions of global managerial theory
1.
Determining domain of social organization is rapidly moving to the global level. 2.
Nature and dispositions of the global system are determined, both consciously and subconsciously, by a globalised elite. 3.
A managerial elite, whose essential characteristic is the possession and exercise of social power and comfort, rather than formal legal status. 4.
It is nurtured within networked globalizinv institutions that collaborate together to extended globalizations spatial and programmatic reach. -
the theory rests on the proposition that human systems have overflowed national boundaries and are increasingly structured through global isomorphic pressures, a trend that appears to be irreversible. -
Elite membership is a combination of objective and subjective factors, and classes shade into each other according to both ofnghese factors. -
Social class is a constructed phenomenon and precise definition is impossible. -
There is a growing body of theoretical and empirical research into social networks that can be used to define elites and go map power distribution. -
In network theory, elite membership derives from the ability to exercise social power through the ability to manage a modal point within a social system of interlocking networks. -
Managerial also refers to the preferred style of control -
Managerialisf approaches also extend into political life, through the third way centrist political movements that have displaced traditional social democracy. Historical phases of the world banks managerialism: -
World bank is a key institution of global managerialism. -
Is split into four phases: native globalization - realized in the creation ofmposf ww2 global economic management framework designed to straddle ideological divides, but was stillborn as both new superpowers preferred regional hegemoney to global Co management. -
(2) the 1960s launch of internatjimal development association, a subsidiary that offer soft loans for the poorest countries, allowing the banks activities to be extended under McNamara activist tenure into regions and countries that were excluded as uncreditworthy. -
The poverty reduction programmes debuted atnfhd end of the 1990s. -
IDA driven expansion phase gave the WB the global scope and financial muscle to force poor
countries across the world to accept its structural adjustment programmes, the third step toward global managerilsm.
Naive globalization
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harry Dexter white identified economic instability as the primary cause of ww2, and designed and promoted a system for actively managing the post war economy. -
White said that the world would face three major economic issues at the conclusion of war, re
creating an international monetary system, restoring foreign trade, and reconstructing national
economies. -
Two institutions would be created: the IMF (to stabilize the forgiven exchange system) and the WB to supply capital for reconstruction. -
The fund established basic global rules for monetary and trade policy, the bank provided reconstruction capital, short term capital support for international trade, and redistribute gold. Thus stabilizing prices, improving living standards globally, and limiting finical crisis and economic depressions. -
July 1944 at the brettom woods conference, forty five nations signed an agreement that included detailed plans for the WB and IMF, and a commitment to create an international trade organization. Opportunistic growth -
The WB shifted its focus entirely to third world development
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This legitimized whiges insistemce om involving thr developimg coutnrires ffo tnd beginning,
solified eith the creation in 1960 of a low interesr loan progra,,e ghrough fhe IDA. -
Uzsing the ida, McNamara spread the banks i fluence thriufhkut the developing world ans cemented its roe as a key globalizing institution, the second stage of the banks global managerial journey. -
When given freedom in its own decisons, the bank hax alwags privlidged expansion ovrr ideology. -
Thd banks neoliberal revolutiom became known as the wshington consenus, a set f free market nostrums, zpplied to all indigent nations under the leadership of a new cheif economicts amd redoubtable ideologue, Anne Kruger. -
When the neoloberal revolution vame to an end, the bank shifted bzck fkwards a more classical managerislist orientstiin, but retained and expanded thr policy vomprehensivrness of strucural adjudtment. -
There was hostility towards instituionzl progeny from traditional right and left simggs reflecting a fundamental hostiltoy towards global mangerislm, both from right wing market fundamentalismmznc American unilateralism. And from dssdnfjakjsf and zugafkic socialst approaches on the left wing The poverty bank -
the fourth stage of the web journey -
It adopted a political agenda based on internal and external articulations of postbureaucrstic managerislism. -
The CDF in 1999 combines the banks traditional technocratic emphasis on coordination and comprehensivness with a a new focus on inclusivity, social outcomes, and country ownership.
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pRSP aims to enrol developing countries, multilateral and bilateral development agencies, and
NGOs behind a single development agenda. -
The new development approach entailed economic restructuring and a broad social policy agenda. -
Conveying power is N organizations capacity to Sxembke different actors to implement WB country strategies -
Participation and civic engagement
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Participation and the poverty focus introduce an extended level of disciplinary control over third world governments . -
Padticpatiom of a form of governance, in fact the ultimate modern form Global managedilism theorizes itself -
it's an evolving world view and governing practice -
Develops I'm response to emerging issues In practice -
the banks basic education programme is. Realignment of class structure in the developing world, through ecructiom ofnghd post independence intellectual class and the reorientation of the nationalmelities towards participation in and dependence on the transnational elite. Prospects for manageralism
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the theory is founded that power is to an increasing extent organized at the global level, that this global system is dominated by a transmagionalou organised elite, that elite power is exercised through a web of institutional connections rather than a centralised hierarchical government. -
Institutions like the WB are nodal points where there is an intersection of different types of power and capital, and where elite networks in government , the corporate sector, and civil society interact. -
The banks authority in developing countries is founded on its conveying power. Which Edwards local elites who accept their policies, but marginlizes those who don't. -
New powers: chinda. India, and Russia -
The increasing integration of countries like China and India into the global economic system is being accompanied by their adoption of manageralistic approaches in both the corporate and public sectors, and rapidly expanding outbound investments that extend the web of transnational ownership and management Keenam, Fredrick - Effective management in development. What works and what doesn't: -
ineffective
individuals in the development can cause abuse of scarce resources and in disillusionment and restmemt on the part of their partners. -
Some think that foegm aid is a waste of money and has caused more harm than good. -
Some state that foreign aid has increased poverty but deepened Western dependence and institutionalized corruption in government -
Different types of international assistance include: emergency response, post disaster reconstruction, development cooreratio, trade liberalization. Debt relief, etc. -
Paul collkdf identified four development traps -
Main approaches that don't work: not fully understanding the impediments to achieving desired development results caused by corruption, cultural attitudes, sthmic tensions, religion,
or lack of human and physical infrastructure -
Talking rather than Listening -
Failing to fully appreciate the needs, aspirations, experience, and capabilities of overseas nations -
Transferring irrelevant info and inappropriate tech and expecting that Western entrepreneurs and investors will use money to provide developing countries with what they need most -
The best practices: -
Conducting a forensic analysis of development Indicators- its important to size up the overall situation in a country before tackling a specific issue. The indicators include- the Gini index and gross domestic product.
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This measures income disparity among families within a country. A GI f zero means every family has the same income (zero disparity). -
Most countries have a GI value of 0.25 and 0.65. -
A low GI value reflects that a country s both rich and impoverished -
Most are Scandinavian countries. And countries from the socialist, poor countries of the soviet union -
GDP per capita at purchasing power parity exchange rates. It gives no indication of how wealth is distributed throughout the populations. -
Thing gdp to the Gini index gives a clear picture of how well off a coumtrhjs and how the wealth is distributed -
Low gi and gdp: country is uniformly poor
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Low gi and high gdp: most people are reasonably well off
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High gi and low gdp: Mon uniform poverty in the country -
High gi andgdp: the entrrnur class in the country has been successful in producing wealth, but
is not shared with the rest of the population. There could also be a political power that is reluctant to share national wealth. -
Corruption ercdltjkns index and bribe payers index: corruption can appear in subtle and ambiguous forms,.Westerners working overseas will need to be proactive and informed on this topic.
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The CPI has a sce from 10(highly clean) to 0 (highly corrupt). -
TI says that the cpi ranks almost 200 countries by their level f corruption -
TI bribe payers index evaluates the supply side of corruption. -
The likelihood of forms from the worlds industrialized countries to bribe abroad. -
It also shows public worksamd construction companies to be the most corruption prone when dealing with the public sector, and most likely to exert undue j fluence on the policies, decisions, and practice of governments. -
Negligible economic growth and development traps -
58 countries do not experience economic growth even though they have received alot of funding of aid and support and have therefore fallen into development traps. -
The conflict trap: warring participants learn how to profit from fighting. But poverty increases
with co flicg, resulting in resentment and anger thus more fighting -
The natural resource trap: Rich resource countries attract national, regional, and internationa, groups eager to fight for control of the resources. Resource wealth discourages industrial development in countries, thus making it hard to participate in international trade. -
Bad governance in a small country. Discouragement with small countries with economics damaged by management, and the smallness of market and labour pools
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Managing the transition to local ownership: -
The concept of local ownership is powerful, as in terms of building capacity, generating self confidence, stimulating motivation and enthusiasm, nurturing decision making skills, the local
ownership works better than the paternalistic donor/recipient model of foreign aid. projects usually begin with a relationship that is dominated by Westerners, that evolve into a partnership characterized largely by local ownership at the end. -
As Westernerswomt be there after a project is completed, it is essential to help the partners prepare to carry on after from the beginning -
Other good practices: -
Listening and appreciating partners needs, aspirations experience and capabilties
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Building capacity -
Training the trainers
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Starting Properly -
Benchmarking and baselines
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Thinking outside the box -
Choosing right partners -
donor coordination -
Extending intended results through effective communication
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Results based management -
Flexibility and adaptability, achieving consensus through collective decision making
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Long term partnerships, managing expectations, monitoring, evaluating, and mid term corrections. And maintaining good links with the Canadian mission in the country. Duncan Green- Power lies at the heart of change -
When people who once felt powerless and hopeless, have an idea on how to change, they begin to take action. -
Small, personal events lie at the heart of the rides of social and political change. -
Empowerment is a Driving Force behind development as the progressive expansion of freedoms do and to be. -
Power allows one person or institution to command the resources, actions, or innermost thoughts of another. And this was central to titos understanding of Peruvian society -
Visible power isnfhd most evident and discussed form of power. -
Visible power is the world of politics and authority, policed by laws, violence, and money -
It gets bad press, but is also necessary to do good. By enlightening public policies or preventing acts of violence by the string against the weak -
Activists seeking social and political change focus efforts on those who wield visible power: presidents, prime ministers, and CEOs. -
Hidden Power describes what goes on behind the scenes. The lobbyists, corporate cequebooks, the old boys network. -
It also comprises the view of what those in power consider sensible or reasonable in public debate. -
Reality based community: made up of people who believe that solutions emerge from the ‘judicious study of discernable reality.’ -
In Latin America, leaders are often said fompossess ‘mistica’ (mystique) an intangible quality
of moral authority -
Invisible power: causes the powerless to internalise and accept their condition. -
Invisible power shapes the belief systems about what is normal or natural, which leads some groups to exclude themselves. Like when women blame themselves for abuse, or poor people for their poverty -
Empowerment as a driving force behind development, encompassing the progressive expansion of freedoms.
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Power's role in driving or resisting change, emphasizing the complexities in redistributing power.
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No such thing as a power vacuum -
Power is everywhere and if is multifaced
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Even though the DRC is seen as a failed state, it is misleading to call that a power vacuum -
Poles if power vie with the civil and traditional authorities: armed groups, the Army, thenpllice, humanitarianagencies, faith organizations etc
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Power wielded by these varied bodies determine who activists need to work with and how to bring change for them -
Understanding power as multifaceted and omnipresent, challenging the notion of a power vacuum
Power and change -
Jo Rowlands ways of thinking about power: 1.
Power within: Self confidence and sense of rights and entitlement 2.
Power with: collective power, through organizations, solidarity, and joint action 3.
Power to: effective choice, the capability to decide actions and carry them out 4.
Power over: Power ofnghd hierarchy and domination -
the WE CAN movement targets visible power, but invisible power using dialogue and example of change attitudes and beliefs at the level of individuals and communities. -
Each change maker talks to friends who talks to friends.
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Power within plays parraell to psychology, empathy, and relationships in bringing change.
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However, some organizations over invest in individual empowerment, and fail to support the ladder, from individual to collective impowerment -
Power to and power over are more familiar as these itneracfioms forms the basis of politics and the ecomomy. -
y. In some ways the distinction is a false on one persons power to cam be experienced by another as power over.
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The aid field is littered ekthnterms that avoid the uncomfortable truth that seldom is power distributed fairly -
There seems to be an inbuilt tendency to reduce every question about power to economics as if material incentives slim explained human behaviour. -
That ‘political economy analysis’ misses what is political about politics: a broad understanding of power, agency, ideas, leadership, building and sustaining coaliafionz both inside formal politics and beyond, and the role of shocks and accidents -
Power is a central theme, explored in various forms - visible, invisible, and its impact on societal structures.
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Differentiating between visible power (politics and authority) and hidden power (lobbyists, networks).
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Exploration of the concept of "invisible power" influencing belief systems and societal norms.
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Is power. Zero sum game? -
in some cases, giving power to some means taking it away from Others -
By supporting coalitions that can redistribute power fro, the haves to the have most. Resistance from the haves is one reason shynchamgs can be violent and difficult on issues such as who owns land, or how the state levies tax and allocates spending -
Reframing the understandingof self interest, using divide and rule tactics to spilt up opposition blocs, or promoting long term shifts in ideas and norms will help go get around the
zero sum problem -
Empowerment is a process taking place in a complex system deplete with multiple feedback loops, rather than linear chains of cause and effect
Using power analysis -
by formulating answers to pertimemt questions on helping poor communities benefit from markets, leads us to a power analysis -
A power analysis gels us who holds what power related to the matter, and what might influence them to change
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It can help acitivts identify a wider range of potential allies. It also helps us consider upcoming events that may open the door to change. -
In order to move from general exploration of power to specific plans for influencing its redistribution we need to identify the key players and map where theynstamd in the matter at hand. -
Power analysis is a way of codifying what such gurus do instinctively, making it easier to learn and sshare. -
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Once the actors for the analysis are decided, we need to discuss 1.
Alliances 2.
Approach 3.
Events Why Change doesn't happen -
systems like politics or the economy can be resistant to change -
A combination of institutions (where decisions are made and implemented), ideas (conceptions and prejudices held by decision makers), interests (people can be adept to blocking change iftheir interests are at stake). -
Interest are not always malign, but they also aren't always material either.
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No matter the political system, Power is always present -
Force Field is an essential part of change -
Power brings the true drama of development to life. As poor people as passive victims, or as beneficiaries, empowerment places poor people own actions center stage. January 15th class: ealuating and managing change This week:
characertize managerial approach to development, and case study example of development organizations. Keenan 2011: -
‘one of the greatest pleasures obtained from working in international development is watching
highly effective managers’ -
Development mnagment, under pressure to show results, the work is working towards change.
It is results oriented. -
Using the managerial approach is leading to good results -
‘Individualw are quite a diverse lot’ -
All people working to make change, but in the end they are all managers, using a managerial approach. -
Results come from a Task oriented approach, within logframes to. Organization and division is key
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This helps to lead to the change that is intended. -
Stakeholders are different, the projects report back to them in a personalized way. The managerial approach however usually speaks to all. Keeps the stakeholders on the same page.
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‘Many individuals are very good at the business of managing development activities, but there are too many that don't work ‘ -
Like taking single solution approach to development (following the fashions of the moment, like microfinance rather than a comprehensive approach
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And not fully understanding the impediments to ashicing desired development results. These could increase the unsuccessfullmess of the project. -
Talking rather than listening: get things done in a way that gets things done best for that community. Listen to what they need, the community with tell you. Prevents overlapping work. -
Failimgnti appreciate the needs, experiences, and capabilities of partners overseas: checking in, and asking, and making sure the project is working for them. -
Transferring irrelevant info and inappropriate tech: like bringing tractors to do the work in forests like they would in a field. Some places are not ready for such evolutions at the moment. And what if it breaks? Most don't have the education to know how to fix such westerned tech. -
Expecting that the West will use their money to provide what developing countries need most: we have to make sure we are making the same mistakes as the past. -
Proper ministering evaultion plans are essential -
What works?
-
Condicutung foresensic analysis of development indicators: looking with a critical lens, to see.if what we see is truly happening. What we measure may nig be what is most important for a specific project -
Managing the transtiomnto local ownership: projects are not forever. Building capacity and self confidence, simulautin and motivation for keep the project growing after the project leaders leave. We do not want to restate the old colonial bonds. -
Listening to partners: building capacity, training, getting started properly, benchmarking and baselinesl thinking outside the box, choosing right partners, donor coordination and sector wide approaches, donor coordination, extending results through communication, results based
management, flexability and adaptability, King term partner ships, amanging expectations. Moinitoring. Evaluating, and mid term corrections. Maknting good links with community. -
(they do not need to be followed in order, or in its entirety) we might only need two, it all depends on the goals of the projects Global managerialism (Murphy 2006) -
This chapter demonstrates a connection between two academic fields: the critical management studies and critical development studies -
This is were everything merges. -
It can be characterized by: scientist comctrustion ( how managers are operating), evelation of economic discourse, calumny and evasion (act of avoiding somglobal mageralism become a hugepart of how development was operating)
, managed participation, transnational elite list (the ones leading the space), -
Murphy case study at the end of the chapter teaches us through the bad case study that lessons
are learned. -
Global mangeralism is a highly adaptable worldview that justifies elite domination and grossly unequal resource distribution -
Ideology and post ideology -
A methodology of diminatiin in the development process, it has expanded innfecent years taking on a more managerial approach, soemtning we have to work ingo -
So neoliberlaims became a bigger part in how development projects were carried out, this made it became a lot more epoltivally oriented. It took form the 90s to 2000s to figure out that
the managerial approach stresses the importance of knowking what people need imstad of whatnghry want
-
Technicization refers to the reliance ein toolkits, forms, procedures, to ‘formalize the process of development interventions’ -
Managerial revolution hypothesis: drive for social diminemce, for power Ms privledgd, fornfhenposigion of ruling class. By the social group or class managers -
New managerial elites shared crporatlist, scientific, and totalizing (I know bets, so just listen to me) perspective to which traditinal dmeocracues had to answer Group work: 1, characterize and discuss four proposition of global magerialism theory as it appears in international Development
-
globalization has interconnect natural boundaries, thus when the chain breaks everything else does with it. -
Elites have a huge effect of how global development is carried out. -
Everything is business. Managerial stems from excessive use of power to shape and restructure economies into more of the West atmosphere. -
Position of the elite in societies: the relationship between politics and economics. 2. Link those propositions to the historical phahse sof the world banks manageralism Overview
: Duncan Green (2016)
-
the world is complex. So what? -
Listen to the system -
Another lesson of systems thinking is that you cannot understand and plan everything in advance, if each situation is different, so must be the response -
Be flexible -
Seek feedback -
Success if accidental -
Learn by doing (and failing) 4 steps to help dance with the system -
curiosity -
Humility -
Reflexivity
-
Multiple perspectives Bennet and nasreen (2011)
-
the knowledge translation toolkit -
Evaluation criteria -
Monitoring and evaluation of FAQs -
Mointorining: on goning observation simply by measuring performance against pre set levels.it is usually carried out internally -
Evaluation: a more systemic and deeper assessment typically carried out at the end of a project cycle.they examine what happened, and also how and why it happened. -
Action oriented
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Evaluative thinking:An equvilant of questioning, reflecting, learning, and modifying but it is conducted all the time. It is a constant state of mind within an organizations culture and all its systems -
It is an inherently reflective process, a means if resolving the creative tension between
out current and desired levels of performance. By going behind and time and activity bound process of M&E, et is learning for change, to inform and shale action.
-
Five key activities of a learning organization: 1.
Systemic: insisting on data over assumptions 2.
Adventurous: willing to try different approaches 3.
Confident: of the values of productive failure instead of unproductive success 4.
Open minded:borrowing enthusiastically from Best practice 5.
Dynamic : sharing knowledge and rotating and training its people Jan 17/ 24 class notes: managing and planning change Global managerialism theorizes itself global manageralism: -
it's not a traditional ideology but the evolving worldview and governing practice of globally linked elite -
It develops incrementally (anongoing process, developed over time in response to emerging issues). Primarily in response to emerging issues (not the trends, but the shifting focus on the organizations that are working on such issues) but also through discussions at the numerous transitional fora in which the international elite have been
parciticpating for many years. -
Elites bring in major actors to legitize themeseleves. There are so many more actors involved in the development process, not just country and country. Case study: -
Founder of Davos the World Economic Forum as a contemporary example. -
Founded in 1971 -
It's an elite driven organization -
Known for its annual meeting -
What kind k flanguage is he speaking? How does he present the focus of the organization and purpose?
-
He is confident, asks questions he thinks the audience is wondering -
Issues Can only be solved by a public private organizations -
Uses his hands while explaining -
Making sure all orgaiztions are at the forefront of change. -
Global rituals- practice networking -
Stakeholder capitalism Duncan Green -
Complex thinking -
If change is only explicable in the rear view mirror, how can we accurately envision the future changes we week, let alone achieve them?
-
How can we be sure our proposals will make things better, and not fall victim to unintended consequences? -
A ‘system’ is an interconnected set of elements coherently organized in a way that achieves something. It is more than the sum of its parts. -
Systems operate differently, and in development we are striving to correct issues all the time, and this is where the theory of change comes out. -
An established approach sometimes require a quick change, will we be able to accommodate that? -
Baking a cake metaphor: -
Baking a cake is a linear simple system. All I need to do is find a recipe, but the ingredients, make sure the oven is working, mix, and bake… -
Baking a cake is also a fairly accurate metaphor for the approach of many goverments, aid agencies. And activist organisations. They decide on a goals (the cake) pick a well established method (the recipe) find some partners and allies (the ingrediant) -
Metaphor of an approach, one you begin to combine your indregiengs you are unable to go back, or the wrong g ovenr temp can emplode a cake or keep it flat. -
All the different ways you can bring these factors of development in Duncan Green, Shifts in Social Norms Often Underpin Change: 47-68
-
Miguel river discovered “power within” -
Importance of norms: explicit or implicit rules that specify what behaviours are acceptable in society. -
Social norms, desirability, and annerant determined a sense of right and wrong — hold back or drives social justice -
Social, legal, and moral norms share similarities with institutions such as; the state or transnational corporations (both static and changing -
As norms appear to be pre-existing eternal social reality, without it norms would not provide stable standards of conduct that guides the choices of those who are subject to
them. -
Norms are a continuously evolving system
How norms evolve: -
mostly organically in local and national communities. -
Over the last 100 years, there have been formal processes for debating, agreeing, codifying, and implementing global norms. -
This framework advances through a proliferation of conferences. ‘High level panels’, international targets like SDGs, treaties, and conventions. -
Understanding how norms evolve is complex and unpredictable, but important. -
The body of international agreement that has emerged captures and nudges along the worlds evolving understanding of its condition, building the sense of belonging to one
‘humanity’
-
‘Hard law’ make sup a very small part of it.
-
Hard law sets the standards that national movements can use to rally for change in legislation and in public attitudes on everything from bribery to discrimination. -
At an individual level, norms begin to develop from the moment of birth, as children soak up the notions of what is ‘natural’ from the behaviours and words of those around them. -
At an institutional level, the family is the greatest forging ground of the values and norms that shape a Child's life. -
Schooling started to okay a central role transmitting societies wider understanding of norms
-
Two hundred years ago, slavery and colonization were seen as the natural order if things, men owned women and slaves.
-
This suggests that normative change is deep and slow, often measured in generations or cemeteries. -
What we consider natural is in fact historically determined Norms, gender, and power -
in a complex system full of feedback loops and surprises, each of these factors have both shaped and been shaped by evolving norms in Owens roles -
Globalisation is one driver of change. Like the garment industry in Bangladesh, with the low wages, long hours, and workplace dangers, women insist that earning an income brings a redistribution of power at home, women can leave without make permission, they exercise more of a voice in household decisions, and girl children are
more valued than before. -
The evolution of gender norms was an accidental byproduct of structural changes in the economy. -
The spread of cable tv in rural India in the early 2000s led to significant reported increases in women autonomy. A fall in the acceptability of domestic violence and decreases in preference for male offspring. Also it increased female school enrollment, decreased dropout rates and fewer births per family. -
Critical junctures (like wars or political and economic crises) help to shift norms, when an upheaval in traditional routines opens the door to new thinking. -
The experience of blacks and whites fighting alongside each other in the second world
war helped galvanize the civil rights movement. Increased attention to inequality and suggests that the 2008 finical crisis may have changed attitudes. -
International agreements, like the convention on the elimination of All Forms of Discrimination Against Women (CEDAW), adopted in 1979 by the UN General Assembly, are often described as an international bill of rights for women. It defines what constitutes discrimination against women and obliges States to commit themselves to a series of measures: incorporate the principle of equality of men and women in the legal system, abolish all discriminatory laws and adopt appropriate ones; establish tribunals and other public institutions t ensure the effective protection of women against discrimination; and to ensure elimination of all acts of discrimination against women by persons, organisations, or enterprises
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These created a normative framework that national movements have used to exert steady upwards pressure on respect for women rights in public attitudes and in legislation. 189 countries worldwide have ratified CEDAW
-
South sias We Can campaign is a movement that seeks to propagate the norms established by promoting ‘power within’ and ‘power with’ Norm changes and the state
-
States can reinforce emerging norms -
In 1993 the indian government introduced a law calling for one third of the village council leader positions in village councils (panchayat) to be reserved for women. At the time, influential men were thought to place their wives in the position and manage
from behind the scenes. However, if was found that adolescent girls in villages with female leaders in two election cycles were more likely to marry after 18, less likely to want to be a housewife, or have their occupation determined by their in laws and more
likely to want a job requiring education. -
The gender gap in adolescent educational attainment was erased and the gender gap in
time spent on household chores closed by eighteen minutes, reflecting girls spending less time in such activities.
-
Political leaders like Gandi or Mandela had the ability to go beyond reflecting public norms and influence them for the better. -
Even the repetition of simple messages helps to challenge old norms and cement new ones. However, politicians can also reinforce norms that should change -
Role models, celebs, and any public figure can be huge leaders in changing norms. -
Acts of individual courage can be pivotal, as when Princess Diana good up against the
panic and prejudice towards people living with HIV and AIDS in the early years of the pandemic. -
Governments use norms to try and shape peoples personal behaviour. Particularly in richer countries, including the daily avalanche of nudges regarding diet, smoking, drunk driving, and more. -
In the US, telling high users if energy his their consumption compared to that of their neighbours prompted them to use less. -
The ideas for many of what we consider core features of the state (social protection, education, and healthcare) were incubated by activists before being taken up by the state as were the rules of war and the principles of Childs rights. -
Sometimes norms change because they get backing from a powerful constituency that spots an opportunity to further its own interests. -
For politicians, the incentive is votes. Such as when the support for gay rights and equal marriage exceeded 50%, six US senators did a 180 and declared their support for marriage equality. -
There are five stages of how governments adopt and implement new human rights norms; (1) repression - of those promoting norms); denial - refusal to acknowledge the issue; tactical concessions - just enough to keep critics quiet; prescriptive status - starting to adopt the spirit of the new norm by ratifying International treaties changing
domestic laws, or setting up new institutions; and rule consistent behaviour - putting mechanisms in place to ensure the new norms are respected.
-
String femisms movements make the difference between having a critical legal reform
or funding for shelters or training for the police, and not having it. -
When combined with leadership firm political authorities and the International mechanisms of the UN, activism can form a crucial pincer movement Norms, culture, and faith -
norms overlap with culture, the arts(literature, music, cinerma, theatre, painting) and the ideas, customs, and behaviour of particular people, which plays a vital foe in shaping values and internal narratives. -
JK Rosling and JRR Tolkien are among some of the most powerful influences in future generations of activists. -
Cultures bind societies together. But cultural attitudes vary between and within countries. -
Social psychologist Hofstede conducted research that identified six ‘dimensions’ that show variation between national cultures: the extent to which people accept inequality, he tolerance for uncertainty and ambiguity, individualism vs. Collectivism,
the distribution of emotional roles between genders (men's roles appear to vary more than womens) , long term vs. Short term orientation, and indulgence vs. Restraint. -
These dimensions have been applied to business, education, and healthcare. -
Culture does not predetermine action or attitudes, but it can heavily influence such things as the authority of leaders, the desirability of risk taking, or the relative standing of young and older people. -
Activists should see cultural difference, as a source of strength, since diversity is a sign of good health in any ecosystem.
-
Most central to the realm of culture is faith. -
The power of liberation theology moved thousands of church activists nuns, and priests to confront military dictatorships, at a huge personal cost. -
Religion is a powerful force in shaping an individuals norms and can be a catalyst of ‘power within’ and ‘power with’ -
Many countries have seen an rise in religious fervour, because faith can bring solace and security, when livelihoods and cultures are challenged by globalisation or emigration from rural communities to the chaos of the shantytown. -
The Golden rule has remarkably close parallels in the scriptures of every major religion. -
At the world faiths and development conference in 1998, representatives of the nine faiths revealed a consensus about some of lives deepest truths: material gain alone cannot lead to true development, economic activities are interrelated with all other aspects of life; the whole world belongs to God. Human beings have no right to act in a harmful way to other living creatures; everyone is equal of worth; peoples well-
being and their very identity is rooted in their spiritual, social, and cultural traditions; social cohesion is essential for true development; societies (and the world) must be run on the basis of equity and justice. -
Marx saw religion as the ‘opium if the people’ binding us to the true nature of our oppression, and Gramsci saw it as a means through which elites could construct and
maintain their domination. Durkheim portrayed it as a way of building a collective identity that promotes social cohesion and stability. -
Relgiinnvan encourage or discourage activism, promote conformity or challenge it, foment love or hatred. Are norms neutral? -
the process by which norms are set reflects the relative power (visible, invisible, or hidden) of the forces at play. -
In the UN and the international system, it is largely Western norms that ‘trickle down’
with little evidence of the reverse taking place. -
Some crude forms of support for democratization and market liberalization by US think tanks give substance to the charge that western powers use normative change as an instrument of foreign policy -
This was that case in the ‘colour revolution’ in the former soviet bloc -
The prospect of norm shoftsncan provoke a violent backlash -
As the balance shifts in the international system, the normative traffic is becoming less one way. The increased role of regional bodies in norm setting may help to correct power imbalances. Female genitsl mutilation
-
the movement again fgm is an example of activism to transform a destructive social norm -
UN estimates that 125 million women and girls are living with the cinsequencesmof FGM, especially across Africa and the middle east
-
This centuries old practice faces a major normative shift driven by national and grassroots campaigners. -
FGM is a classic collective action problem, where everyone must move together to reach a solution. -
A study found that parentsndecidentinoerform FGM because failure to do so brings shame and social exclusion to girls and their families. -
Power within; girls and women and their family and friends
-
Value of positive deviance and social leanring; seeing is believing -
Power with; the need to find a countervailing norm such as a daughters health Craig Valters - Theories of Change: Time for a radical approach to learning in development -
a theory of change approach may be able to create a productive (albeit small) space for critical reflection
-
The current iteration of this approach emerged from both evaluation and informed social practice, and has become a mainstream discourse tool and approach -
outlining this theory involves making a set of assumptions in relation to a given change process -
James (2011): a theory of change is an ongoing process of reflection to explore change and how it happens - and what that means for the part we play in a particular context, sector, and or group of people -
Reflects how and why a given intervention is going to work
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This theory is an extension if the assumptions column of a logframe -
It is part of a critical and evidence based attempt to unpack the black box of causality between what (in aid jargon) are termed inputs, outputs, and outcomes -
It fulfils a number of different purposes; strategic planning, communication, accountability, and learning
-
it can also be copleted as macro, sectoral, organizational and project levels. -
theories of change are often based on weak and selective evidence bases. this allows them to reinforce and mask the issue they aim to resolve, creating a misleading sense of security about the level of critical analysis a programme has been subjected to -
if used thoughtfully, this theory can be helpful in two ways. 1. as a tool it can give practitioners the freedom to open up the black box of assumptions about change that are too often side-lined. it forces them to make these knoweldge gaps and revist them over time. 2. it encourages ongoing critical reflection on both the speficic context and how programme rationales and strategies fit into this. key principles: -
the four princples aim to provide focus without stifling creativity 1.
focus on process: it draws attention to the forgotten assumptions linking project activities and outcomes and by encouraging a broader learning process appraoch that is flexable and adaptive. the process of uncovering and critcally appraising assumptions will be an ongoing process because in the inital analysis, assumptions are
likely to remain uncovered. as as programmes unfold, more info will emerge to confirm or challenege assumptions. the aim is to avoid the production of static evidence documents that fail to be intergrated into programme stategies. the theory then can be used as a way to record leanring and adjusting. straegies to aid with the focus on process- external actors instigating and facilitating; the introduction of light-
touch methods that encourage regular internal engagment amoung programme staff. 2.
prioritise learning; for a reflective and adaptive appraoch to become mainstream, undertsandings of what accountability and leanring mean need to shoft substantially. this theory can be operationalized as ‘strucered experiential leanring’ which seeks to build leanring objectives into the cycle of project design, implentation, completion, and evaluation. by doing so it has been shown to encourage philosophical leanring across projects. to support leanring, it is important the theories do not fall into the trap
of creating policy-based evidence rather than evidence based policy. reqiring a focus on searching rather than validation. 3.
be locally led- this theory approach remains a top down process, imposed by a narrow
group within organizations or porgammes and exlcuding the input and views of beneficiaries. they need to be consulted at the start and throughout the theory of change process. it is important because it grounds causal assumptions in local relatities. and helps to ensure a theory of change appraoch contributes to development programmes being genuinlyu locally led, a key factor in success. 4.
think compass, not map- theories have been developed based on a moment of clear perspective in which ‘context’ is udnerstood just enough to enact a grand design for a programme. a compass will help us find our way through the fog of complex systems,
discovering a path as we go. this is important as this appraoch must acknowledge that
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social contexts and processes are always in flux, with emergent issues, unforseen risks, and surprises ariseing throughout. a fovus on complexity can be helpful as it gives substance to the messiness of social change. theories of change and the results agenda: the politics: -
the demand for results, evidence and ‘value for money’ is partly driven by domestic poltical aims. -
goverments of different ideologiescal positions have used this new puiblic managerlaism to sheild and shape aid practices in different ways. -
leads to new tools and concepts which empowers or disempowers the corporate and top down discourse that can skew development actors, thinking and practice. -
there is a need to transform the results agenda into a genuine leanring as the norm
-
the challeneg in the aid industry is to exploit whatever spaces are emerging to push an
agemda that takes the compexity of social change seriously. -
it may be necessary to ‘play the game to change the rules’ to intrimentalize the demand for results to build in more transformativr appraoches to development thinking and practice. -
mening reshaping or subverting mishuided monitoring and evaluation practices
-
where development practioners challenge their own cognitive consdtraits and adherence to particular wats of thinking, development organizations need to change theor institutional cultures if these attempts are to be effective or mianstreamed in the future. -
the choice and use of tool/appraocch reflect our own udnerstandings about how change happens; our own worlviews and how we choose to shape them. modest radicalism:
-
tjhe poltical incentives, deep bureaucratic cultures and power dynamics in the aid industry often sustain the status quo of imbalances -
the theory of change approach seeks to shift the centre of gravity. the agenda put forward is radically reformist; sensitive t critiques of development thinking and practice but with the conviction that much can be done to make the endeavour more effective. Douthwaite, Ahmad, and Shah- Putting theory of change into use in complex settings 35-52 -
Theory of change can be used to help stakeholders in agricultural research for development projects collectively agree on problems and visions of success.
-
recognition that rurual research and development programs intervene in complex systems. as they work at different scales, from the community to the global level, with
different types of stakeholders. -
the versatility makes it difficult to plan, implment, and evaluate projects agaonmst initial promises.
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complexity, with its assumption of nonlinear effects, holds out the promise that small, intelligent intervemtioms can harvest complexity, and achieve a disproportionaley large impact through catalyzing and supporting tipping points. -
PIPA is an appraoch first used in 2006. it involves the participatory construction and revisiting of theory of change. it has been a core appraoch for many centers and organzoations. program theory, impact pathway, outcome pathway, and theory of change
-
a projects impact pathway (program theory) is a plausable and sensibl;e model of how
a program is supposed to work. -
the model specifies a chain of causal assumptions linking program resources, activities, intermediate outcomes and ultimate goals. -
outcome pathway: describes how project intervention is expected to lead to immediate
outcomes, changes in behvaiour and knowledge, attitude, and skills for a specific set of stakeholders. it os described in tabular form by an outcome logic model. -
impact pathway: describes ho w a projects outcome pathways work together in a particular context to achoiieve intermediate outcomes and impact over a longer timeframe. it is expressed visually, normally with boxes and arrows, and includes a narrative description of the causal assumptions implicit in the arrows. -
theory of change is an umbrella term that can refer to any casual model that includes descriptions of the following four elements: context and acknowledgment of exisiting change processes and actors able to influence change; the long term change envisaged; the process and sequence of change; and assumptions on how change happens. -
the theory of change can refer to the realist concept of middle range theory positioned between published social science theory and program theory. -
the change theory models are used to ex ante
in the sense that they are used to predict how change is expected to happen. -
a logical framework (logframes) assume a linear pathway.
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An outcome trajectory is a casual model that describes how a project has contributed to a significant outcome, either expected or unexpected. It is an ex post use of theory of change and describes real causal pathways and outcomes rather than predicted ones. -
a complex system is one in which outcomes cannot be fully understood by studying its component parts becuase of path dependency, interactions, feedback loops, and emergence. -
path dependency is the tendancy for past events to shape future putcomes throiugh enduring norms and aptterns of behaviour. -
feedback loops can be sdeldf reinforcing; for example, good reviews of technology lead to more sales, leading to more reviews. they can be negative, or dampening. -
emergence is characteristic of complex systems. it is the arising of novel and coherent
structures, patterns, and properties during the process of self organisation in complex systems -
action research requires the process of identifying, agreeing, ordering, and describing key events and then agreeing why they were signicant and linked, strucured our reflection and analysis to answer questions. case 1: development and adoption of PIPA in the CPWF -
pipa was developed by the impact group of thr CGIAR challenege program on water and food CPWF
-
context
: the cpwf was a global argicultural R&D program that funded over 80 porjects in nine river basins in africa, asia, and latin america over 10 years. it developed pipa in response to the increasing demand from the donors to know the outcomes and impacts they could expect from their investments while at the same time being more effective in generating them in the forst place. -
development and ealry adaption:
pipas forst workshop was held in ghana in 2006 for the eight projects working within the volta river basin.
-
day 1: developing a cause and effect logic - helps to better understand the aims, a prereq for successful programmatic integration -
day 2: developing a network perspective: shows how key actors to the project are interacting with each other and their level of knowledge and attitude toward the project. -
day 3: bringing the two perspective together: drafting their projects impact pathway, which is a. description of how the immediate outcomes of the logic model. might work togther to bring about intermediate outcomes and impact over a longer timeframe. outcome logic model:
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each row represents a change hypothesis for which targets can be set and indicators established and monitored. then they develop an action plan to further develop their outcome logic model, impact pathway, and M&E system -
adaptation and wider use:
2006 and after, pipa began to receive requests to apply pipa in other projects and programs. -
pipa was adopted by the CGIAR change program and an EU funded farm management program in latin America. -
the CPWF made it a requirment that each project develop an outcome logic model with its key partners. -
adoption of pipa beyond the cpwf: use of pipa increased after the closure of the CPWF. -
it was used as part of stakeholder engagement in 4 CGIAR research programs. and adopted by ICIMOD, CIRAD, and the fremch argircultral R&D organzoation. case 2: adoption of pipa by ICIMOD they first used pipa in 2012 as an effort to develop and improve its planning, monitoring, and evaluation context: -
its an intergovernmental knowledge and learning centre that develops and shares research, info, and innovations to empwoer people in the 8 regional member countriues — afgan, bangladesh, bhutan, china, india, myanmar, nepal, and pakistan
-
it provides a regional platform where experts, planners, policy makers, and practitioners can exchange ideas and perspectives to achieve sustaible mountain development. -
it adopted pipa in the context of an institute wide move to use results based management and a corresponding upgrading of the PM&E system that began in 1998. -
ealry adoption and use: first used at the ICIMOD during the inception workship of the autralian funded initiative held in 2012. -
it used pipa because of the new director general had used pipa on previous CPWF projects. -
impact pathways: in 2016
they carried out a formative review of their work on pipa. it involved an online survey simialr to the cpwf, a reflection on the use of impact pathways attenmded by 30 staff, key informant interviews, and a review of impact pathways developed by ICMOD projects. -
authors developed an ex post
appraoch to revisit impacting pathways. 1.
identify changes to which the program is contributing by bringing implementerys together and asking them. 2.
create a timeline to identify the ex psot outcome trajectories through which the program has contributed to the changes identified in step 1. look for gaps in the logic. 3.
map outcome trajectories into the future to predict future outcomes and impacts, milestones, indicators, and targets for them. 4.
modify overarching impact pathway, ligcal framework, and action plans 5.
mointor progress against indicators and periodically repeat the process -
future prospects: ICIMODS five year plan commits the centre to the continued use of PIPA across its projects and programs until 2022. the plan states that PIPA helps to
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provide a common understanding among stakeholders about what defines success and
what it takes to get there; a powerful communication tool that captures the complexity
of the project or program, and a clear and testable hypothesis about how change will occur. discussion: -
the development and use of PIPA was driven in both institutions by an internally generated desire to better link research to outcomes and to harness complexity. -
PIPA had allowed project staff and partners to identify and agree on actor-centric pathways in which any number of causal steps can be used to link project activity to eventual impact. -
ICIMOD developed an approach to revisiting impact pathways based on identifying the ex post outcome trajectories to which the project is contributing. -
PIPA however also produced impact pathways that were overly ambitious and general
for the respetive projects to use for action planning and identification of outcome indicators. -
describing outcome pathways that use history, it helps to increase their predictive power. -
the key to the successful use of theory of chage is to differentiate between ex ante outcome pathways that predict future project outcomes and ex post outcome trajectories that model how outcomes have been achieved. Week 3: Jan 22 class notes — theories of change Outline theory if change (TOC) — it is not actually a theory, it's a way to address an issue that needs to change or improve -
the approach - what are you going to do to get there -
The why -
The definition -
The purpose -
The tool
-
The how The theory if change approach -
the current iteration of the TOC approach emerged from bufh evaluation and informed
social practice and has become a mainstream discourse, tool, and approach -
Outlining a TOC involves at its most basic making explicit a set of assumptions in relation to a given change in process -
The most useful definitions help reflect the need to move beyond static ‘programme theory’ and into a more reflective and adaptive understanding of change -
It's a quick and easy way to get everyone in the project in the same page -
Articulating the organisation, draws in internal and external ways to development, locate sporblem in the wider analysis and why change happens and what might impact
that change. Locate it within a specific context that it is happening -
Allows change to be flexible
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Why setting a TOC -
setting up a TOC is like making a roadmap that outline the steps by which you plan to
achieve your goal -
It helps define whether your work is contributing towards achieving the impact you envision, and if there is another way you need to consider as well -
What is your goals, and how are you going to get there A theory of change -
explains how activities are understood to produce a series of results that contribute to achivinv the final intended impacts. It can be developed for any level of intervention — an event, a project, programme, policy, strategy, if an organisation
-
You can have a big theory of change, and multiple little ones under that -
It can be developed for an intervention: they could create on to set a list of their goals,
or intervention areas for each area that they are working with. -
Identifying and planning beforehand where objectives and activities can be identified and tightly planned -
It changes and adapts in response to emerging issues and to decisions made by partners and other stakeholders. Making sure all the actors are well informed, they can
just read the TOC, a first kind of opener when meeting someone new on the project as
they need to get up to speed rapidly Definition: -
it's an umbrella term that can refer to any causal model that includes descriptions of the following four elements, also captured in a diagram and narrative 1.
Context and acknowledgment of existing change processes and actors able to influence change 2.
The long term change envisaged 3.
The process and sequence of change 4.
articulating assumptions of how change happens, you can go back and revise the assumptions -
it is a reflection document to explore change and how it happens… and what that means for the part we play in a particular context, sector and/or group of people. -
It is a causal model : complex system where many elements cannot be understood, but are looked t individually to simplify it -
It consists of goals, purpose, outputs, and activities -
Log frames have if, then logic -
Log frames: Long term, medium term outcomes, what the project produces and what the project does with its resources -
If the log fame is a causal model, then you have your TOC. -
The TOC is a tool, as persuasive as a discourse: it has become standard development etiquette to ask “what is your theory of change for that” in meetings and seminars -
It reflects meaning of how and why a given intervention is going to work. Have to articulate why, it's going to work and why you want it
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It fulfils a number of different purposes: 1.
Strategic planning (action oriented) 2.
Communication (we knew this was the goal and we knew how)
3.
Accountability
4.
Learning When is it appropriate to use a TOC? -
it's a building block for impact evaluations and should be used in some form in every impact evaluation. -
It's particularly useful when the intention is to learn form an impact evaluation conducted at one site and then apply these lessons to another site -
Thirty is appriach and ligframe is blueprint TOC as a tool: -
developing solutions to complex social problems -
Explains how a group of early and intermediate accomplishments sets the stage for producing long range results -
A complete TOC -
Articulates and connects work to the bigger goal, allows for the visibaligy to spot potential risks in your plan by sharing the underlying assumptions in each step -
Aids in aligning team members to the larger end goal, and help them understand their role in achieving it. Week 4 Readings: Planning Developmebnt Projects IFAD. Linking Project Design, Annual Planning, and M&E
Duncan Green. 2016. 135-150: How the International System Shapes Change Naomi Larsson. How to write a logframe: a beginners guide Practical Tools for Development Brown. A difference between the theory of change and logic model Week 4 Class Notes: The Logframe – -
Whats the deal between theory of change and the logal framewor? The toc could replace the logical framework.
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Logframe was around for several decades, the activities are matched to the outcomes -
Both concepts belong to the same family and are closet connected but are not the same.
-
Toc (big picture and shows work at strategic level) . logframe shows how they go about it bu an illustrated programme on an implementation level. Logframe is like a microscopic lens that zooms in on a specific pathway within the toc. -
Toc is an approach that tries to capture the complexity societal change in a given context Theory of change:
Shows the big picture with all possible pathways - messy and complex Logframe: Shows just the pathway that your program deals with - neat and tidy (linear, alla activities lead to outputs to outcomes that all elad to goals) Differencves: -
In developing toc, the question we have to ask is “if we do X then Y will change becuase..” -
A logframe is usually designed after the TOC or intervention/programme is developed
-
The logframe usually does not start with the big goal, but starts at the bottom, depicting the inputs, activities, outputs, etc. that lead to the goal. The question that is asked in developing a logframe is “is we plan to do X, then this will give Y result Reading a LogFrame: -
Start at the bottom, zigzag, and work your way up. The answers are at the top.
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If (we want to do these activities) - and (parents or stakeholders are willing)- then we have the outputs and the goal of the project Logframe boxes: -
Achieve stakeholder consensus: -
Organize thinking: -
Relate activied and investment ti expcered results: -
Set performance indicators: -
Allocate responsibilities: -
Communicate concisely and unambiguously with all key stakeholders: If/then logic -
IF we undertale the ctivies AND the assumptions hold truth, THEN we will create the outputs -
IF we creare the outputs, AND the assumptions and assumptions hold true, THEN we will achieve the purpose -
IFwe achieve the purpose AND the assumptions hold true, THEN we co tinue to contribute to the goal Cloumns Indicators: -
Show performance in frame analysis and planning -
The specify realistic targets (minmum and otherwise) fpr measuring or judging if the objectives at each level have been achieved -
Thye provide the basis for mojntoring, review, and -
evalution – so feeding back into the management of programme/project implementation and into lesson learning and planning for other subsqeuenrt programme/projects -
The process of setting indicators contributes to transparency, consdenus, and ownership of overall objectives, logframe and plan. -
SMARTER and SPICED indicators
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The LogFrame matrix Indicators: -
Indicators show performance, in logframe analysis and planning, they play a crucial role. It is fundamental. -
They specify realistic targets (minimum and -
otherwise) for measuring or judging of the objectives at each level have been achieved; -
They provide the basis for monitoring, review, and -
Evaluation so feeding back into the management of progreamme/project implementation and into lesson learning and planning for other subsequent programme/projects -
The process of setting indicators contributes to trasnparenct, consensus, and ownership of the overall objectives, logframe, and plan -
Variety plays a big role, this ensures the effectiveness of the project. -
The fewer the indicators the better -
Measuring change is costly, difficulty, and there must be a sufficient amount of inidactors to meet the breadth of the project. meet the breadth of the project.
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Project Design: logframe Strengths of the logical framework approach -
It draws together all key components of a planned activity into a clear set of statements to provide a convenient overview of a project (useful for managers of the mangerlal approach, and act as an aid in exchange for views – different things to integrate or lessons learned) -
It sets up a framework for mointoing and evaluation were planned and actual results can be compared -
It anticipates project implementation and helps plan out development ideas Weaknesses of the Logical Framework Appraoch
-
May cause rigidity in program management -
It is not a substitute for other technical, economi, social, and enviromental analyses -
Logframes are often developed after the activity has been desnged rather than used as the basis for design -
Can be inappropriate in cultures as it is disciouraged to talk about problems or critize others. -
Overempoahsis on the objectives and the external factors essential to the design. It can stifle innovative thinking and adaptive management Key Points to completing a logframe:
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Week 5: Gender and the Managerial Approach Overview: -
Management and organization studies (MOS) is under scrutiny for ts westocentric (angio-american) to development -
From a gender perspective, this appraoch leaves much ti be desired
-
This approach is said to ignire, silence, and degrade the lived realities practice and thoughts of works from the rest of the world -
Scholars argue mos is ahistorical and deconxtualized. -
Kothari is theoretical and historical in her analysis and, Griel is empirical and speakks
from her past experience. The arguments: Kothari
-
“Technocratic tool kit approach to development has exacerbated the depolticlicatization of development and the atheroretical perspective” -
“Achieved by limiting the effectiveness of critical voices and contesting discourses through their conscription into neoliberal discourses and practices” -
She focuses on the development “expert” as an agent in consolidating unilinear notions of modernizing progress -
The “experts” emboyd unequal relationship between “first: and “third” worlds, between donors and aid recipients, and exemplify the process through which development is located in institutionlized practices -
“i come from the development world so I can help the development world”
Post-colonial poressionlisation of development and the (re)production of authority 1.
Important to understand the colonial history 2.
How did this model emerge? Then consider the transition from colonial rule to neoliberal development 3.
Colonial officer to development “expert” 4.
Outline and understand the history Themes: Participatory Approach: -
Impact evaluation means involving stakeholders, particularly the participants in a programme or those affected by a given policy, in specific aspects of the evaluation process. -
Many types and levels of participation that can happen -
Desire to move from top-down economic interventions, to a level intervention. -
Local knowledge became a big thing, challenges western outsider knowledge -
Brought forth new tools and principles for implementing and understanding development
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By the 90s, to the present, participation had became a mainstream, expected component of development -
Rfelects a continuing belif in a bottom-up appraocg in which participants became agents of change and decision making -
Effective participation happens in a cognizant manner of: 1.
Mode 2.
Involvement
3.
Institutional structure Who should be involved and how?
-
Clearness about the purpose of participatory approach in an impact evaluation is an attention first step towards managing expectations and guiding implementation -
To ensure the voices of those whose lives have been improved by the porgramme ior pocilcy are central to the findings -
Hear peoples versions of change rather than obtain and external evaluators set of indicators? It is to build ownership of the programme Where to begin?
1.
What purpose will stakeholder participation serve in this impact evaluation? 2.
Whose participation matters, when, and why? 3.
When is participation feasible? (what phase of a projects is important to certain people) -
Only after these are answered, the question of how to make impact evaluation more participatory be answered? What purpose will stakeholders serve in this impact evaluation? -
Deciding to use approaches involves a philosophical position -
Whose needs should meet the evaluation – funders, implementers, policymakers, intended programme participants? Effective participation principles: -
Inclusion -
Equal [partnership -
Transparency -
Sharing power -
Sharing responsibility -
Empowerment -
Cooperation Degrees -
Purpose within the context of prompting development -
Functional or passive perspective
: accessing information from a variety of stakeholders
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Rights based or proactive perspective: enabling and empowering less powerful groups
in society to engage in decision making and exercise their democratic rights Capability approach -
Perceiving economic growth only as the means rather than the ends ti well being
-
Expanding people's capabilities or valuable freedom -
Helped development economics from an intellectual foundation for human development Different approaches: 1.
Participatory approach 2.
Rapid rural appraisal 3.
Participatory rural appraisal 4.
Participle poverty assessment 5.
Participatory action research 6.
Appreciative inquiry Challenges: -
Inhibiting and prescriptive role of state -
Paternalistic role of development professionals -
Over reporting of development success -
Selective participation -
Hard issue bias
Ensuring effective participation -
Awareness -
Respect -
Good faciltiators and catalysts -
Promote co-decision making -
Communication -
Believe in solidarity, conformality, comppacsion, and respect -
Listening -
Guard interests groups -
Acknowledge soft issues as related to hard issues -
Releasing energy within a community without expoitating them -
Empower communities to share
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