introduction: stakeholder collaboration framework

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MeTA Multi Stakeholder Processes Workshop for MeTA pilot Countries

Ghana, Jordan, Kyrgyzstan, Peru, Philippines, Uganda, Zambia

Simone van Vugt/ Karen VerhooselWageningen UR Centre for Development InnovationJanuary 2010

1. Introduction Stakeholder collaboration framework

“It is impossible to solve today’sproblems by thinking the way we thought when we created the problems”

Albert Einstein

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What is stakeholder collaboration

� A process of interactive learning and empowerment that enables stakeholders with common goal to be collectively innovative and resilient when faced with emerging risks, crises and opportunities of a complex and changing environment.

Other Terminology

� Social learning

� Dialogue

� Transition processes

� Interactive policy making

� Participation

� Citizen engagement

� Learning alliances

� Collaborative action

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Brainstorm

� Try to define 345 key characteristics of a Multi4stakeholder process

Characteristics of a ‘MSP’

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Reasons for stakeholder collaboration

� Ethical

� Peoples rights to influence decisions that affect their lives

� Political

� Power differences require engagement for change

� Pragmatic

� Knowledge and commitment of different groups is needed for effective change

� Systemic

� For learning and resilience in complex and rapidly changing environments distributed and decentralized, rather than hierarchical, decision making is needed

No Silver Bullet

� Common goal is necessary

� Power dynamics are complex

� Time consuming

� Require new capacities

� May lack necessary power

� Can be ‘captured’ and marginalise weak groups

� Need to integrate with government processes

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Stakeholder collaboration Framework

Theoretical Assumptions

Institutional

Innovation

Interpersonal

Capacities

Learning

Dynamics

Dynamics of Change

Core Process

Collaborative Action

Reflexive Monitoring

Adaptive PlanningInitiating



Institutional

Innovation

Interpersonal

Capacities

Learning

Dynamics

Dynamics of Change

Core Process





Institutional

Innovation

Interpersonal

Capacities

Learning

Dynamics

Dynamics of Change

Core Process




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Theoretical assumptions

Overarching concepts:

� Paradigms

� Participation

� Human motivation and action

� Cognition and learning (organisational learning)

� Governance and democracy

� Power, social change, conflict and negotiation

� Systems thinking (complexity, chaos)

Paradigms: the depth of assumptions

What we see in terms of actions and how decision4making takes place

That which directly influences decision4making

Deep drivers of our behavior and the choices that we make

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Exercise

� Dance floor!

From Paradigms to Practice

ParadigmAn overarching framework of beliefs, assumptions and approaches that shape how individuals, organisations or societies behave and respond to

problems and opportunities

MethodologyA coherent and logical approach or process for undertaking particular

types of tasks or solving particular problems

Tools, Methods and TechniquesThe specific ways of completing micro4level tasks that add up to a

methodology

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Assumptions about Governance

Systems thinking

� Brings a holistic and interdisciplinary perspective to complex problems

� Is about the methodologies and approaches that can be used to better understand the internal dynamics and interactions of complex social and physical systems

Further Reading: Peter Senge – Fifth Discipline

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Institutional Innovation


Institutional

Innovation

Interpersonal

Capacities

Learning

Dynamics

Dynamics of Change

Core Process





Institutional

Innovation

Interpersonal

Capacities

Learning

Dynamics

Dynamics of Change

Core Process




Institutional Innovation

� What are institutions?

� How do institutions influence MSPs and vice versa?

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Institutions

� Understood as the ‘rules of the game’ that makeordered social life possible.

� Examples of institutions:

� Language

� Currency

� Marriage

� Religion

� Property rights

� Taxation

� Education system

� Laws

� Policies

Difference Organisations 4 Institutions

� Organisations:

� structures that have been created to take advantage of the opportunities for action provided by existing institutions, or to implement new institutions such as laws and regulations.

� Institutions:

� the rules, organisations and social norms that facilitate human and organisational action. As such institutions are essential in determining efficient, sustainable and equitable development outcomes since their functioning helps in creating trust and confidence in joint potential.

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Institutions

Beliefs, norms and values

Formal and informal rules

Mandates, policies and strategies

Regular practices and behaviours

Functions, products and services

Formal and informal relationships

Organizations and networks

Frameworks for understanding

Meaning

Association Control

Action

Learning Dynamics


Institutional

Innovation

Interpersonal

Capacities

Learning

Dynamics

Dynamics of Change

Core Process





Institutional

Innovation

Interpersonal

Capacities

Learning

Dynamics

Dynamics of Change

Core Process




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Learning Dynamics

� What learning takes place?

� What levels?

� What tools for learning and interaction can you use in MSPs?

Exercise

� Blindfold!

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Social / Societal Learning and MSPs

� Social / Societal Learning = facilitated social (institutional) change based on collective learning processes, democratic participation and empowerment

Individual Learning

Organizational / Group Learning

Social / Societal Learning

MSPs contribute to

Social / Societal

Learning

Collaborative Experiential Learning ( Kolb)

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Triple loop learning

1. Are we doing things right?

2. Are we doing the right things?

3. How do we know what is right?

Triple loop learning

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Methodologies

� Participatory (rural) appraisal

� Stakeholder analysis

� Soft systems methodology

� Logical framework approach

� Open space technology

� Scenario analysis

Tools

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Multi4stakeholder process and spaces

MSP space

Other surrounding spaces affecting our MSP space

Learning activities

Learning activities

Supporting projects

Supporting projects

General Flow of MSP

Sensing:

Uncovering currentreality throughtransformingperception

What´s happening?

Diverge Emerge Converge

Learningtrips

Convening a microcosm

Panel experts andseminars

One-to-onemeetings

MS dialogue sessions

Presencing:

Uncovering shared purposethrough transforming self

and will

What is that has to be changed?

Realizing:

Enacting a new realitythrough transforming action

How are we going to do it?

Innovationretreats Context

immersionsMS dialogue sessions

Planning forAction-learning

Piloting andprototyping

Influencingpolicies andinfluential actors

Institutionalizing

Scharmer and Jaworski Contextimmersions

Future scenarios

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Interpersonal

Capacities


Institutional

Innovation

Interpersonal

Capacities

Learning

Dynamics

Dynamics of Change

Core Process





Institutional

Innovation

Interpersonal

Capacities

Learning

Dynamics

Dynamics of Change

Core Process




Interpersonal Capacities

� Self esteem and self awareness

� Interpersonal communication / Dialogue

� Leadership competence

� Facilitation / process competence

� Team / Group dynamics

� Conflict management

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Process Model


Adaptive Planning

Initiating

Reflective Monitoring

Conditions for Successful MSPs

� Clear mandates and legitimacy for the forum and process

� Appropriate forums and platforms

� Engagement of all key stakeholders

� Incentives for participation

� Transparency

� Integration with existing institutions and processes

� Clear scope and boundaries of the content

� Co4ordination between different scales

� Effective facilitation and leadership

� Utilise a diversity of methodologies

� Establish and monitor performance questions and indicators

introduction: stakeholder collaboration framework

Health & Medicine

necessary power dynamics

democracy power

complex problemsis

complex time

social change

new capacities

chaos paradigms

particular problems