The Inquiry-based Approach (IBA)– what and why?

• Designed to handle complexity – “wicked situations”

Wicked situations

“typically involve power relations between a diversity of stakeholders from a multitude of sectors who often have diverging interests. Confronted with wicked situations stakeholders need to handle problems that are difficult to define, contested and ever changing. The understanding of the nature, causes and solutions in these kinds of situations varies among stakeholders” (IBA Handbook, page 90).

• In isolation and in theory, many problems related to sustainability have technical solutions already – but implementation is lacking in wicked situations and within rigid systems.

• Both changes in systems and behavioural changes are needed.

• Single institutions can not solve the challenges on their own.

• Social innovations and learning needed.

• Start with small steps from where you are.

What is the IBA?

Cyclical learning process in multi-stakeholder teams revolve around inquiries.

An inquiry is a question that enables both learning and changes on the ground.

“How can we improve the quality of life in informal settlements around lakes and ponds in Ahmedabad?” (SUS 2011)

We know what ‘improvement’ looks like

We know what the solution looks like & how to do it

Risks are uncertain or unknowable

Solution is acceptable to stakeholders…

…or stakeholder ownership not required

Planned, linear management process

Situation ‘messy’, complex & dynamic, framing contested

Solutions not known in advance

The risks are knowable & predictable

Many stakeholders are impacted

Stakeholder ownership is key to implementation

Inquiry-based cyclical process

Rhythm of opening up and closing down

SUS and GAIA – test beds for IBA

IBA rationaleCompared to linear process towards predefined objectives, we believe that pursuing an inquiry:• Can give stronger shared ownership across stakeholders• Can ensure relevance across stakeholders• Can allow for more flexibility – easier to adjust scope based

on new insights• Can make it easier to build on and incorporate existing

initiatives• Can make it easier to include additional stakeholder along

the way• Invites to continuous reflection

Process objectives1. Establishing an inclusive and representative

stakeholder team 2. Provide equal opportunity to participate

3. Handle conflict and dissonance in a constructive way

4. Mitigating power asymmetries and utilising power for change

5. Co-create knowledge about a wicked situation6. Make decisions in consensus

Collaborative learning

Systems thinking

Outcome objectives1. Concerted action

2. Increased capacity for multi-stakeholder collaboration3. Desired changes in a wicked situation

Governance

IBA objectives

Theoretical underpinnings

• Inquiry-based learning (mainly in formal education)

• Action inquiry – discourse within business management (e.g. Torbert 2004).

Collaborative learning

• Reframing and improved mutual understanding • Pooling of expertise -> new knowledge• Concerted action

• Research has highlighted risks and difficulties in implementing collaboration. Understanding of context is crucial, as is good facilitation.

• Action research: the researcher/facilitator is open about his/her agency. Researcher participates in activities, participants participate in research.

Collaborative learning draws on action learning theory

Collaborative learning tries to enable double loop learning

Systems thinking

See greater contextAnalysing and synthesising:

1. pulls things apart and examine parts2. recognizing reoccurring patterns that link the

parts - find causal relationships

Systems thinking: soft vs hard systems

Governance• Multi-stakeholder setup a way to find new forms

of governance• Broader involvement -> better informed decisions

backed by wider consensus -> deeper democracy• Acknowledging role of elected bodies• Emphasizing participation of marginalised groups• Flexibility in decision making to accommodate

new knowledge

Hart’s Ladder of Participation

Other components of IBA that will be discussed tomorrow:

• Valuation, preferences• Power analysis• Conflict management