1/11/2010 1 MeTA Multi Stakeholder Processes Workshop for MeTA pilot Countries Ghana, Jordan, Kyrgyzstan, Peru, Philippines, Uganda, Zambia Simone van Vugt/ Karen Verhoosel Wageningen UR Centre for Development Innovation January 2010 1. Introduction Stakeholder collaboration framework “It is impossible to solve today’s problems by thinking the way we thought when we created the problems” Albert Einstein
Introduction on stakeholder collaboration framework during the MeTA Multi Stakeholder Processes Workshop for MeTA pilot Countries in Wageningen UR Centre for Development Innovation
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
1/11/2010
1
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
“It is impossible to solve today’sproblems by thinking the way we thought when we created the problems”
Albert Einstein
1/11/2010
2
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
1/11/2010
3
Brainstorm
� Try to define 345 key characteristics of a Multi4stakeholder process
Characteristics of a ‘MSP’
1/11/2010
4
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
1/11/2010
5
Stakeholder collaboration Framework
Theoretical Assumptions
Institutional
Innovation
Interpersonal
Capacities
Learning
Dynamics
Dynamics of Change
Core Process
Collaborative Action
Reflexive Monitoring
Adaptive PlanningInitiating
Theoretical Assumptions
Theoretical Assumptions
Institutional
Innovation
Interpersonal
Capacities
Learning
Dynamics
Dynamics of Change
Core Process
Collaborative Action
Reflexive Monitoring
Adaptive PlanningInitiating
Theoretical Assumptions
Institutional
Innovation
Interpersonal
Capacities
Learning
Dynamics
Dynamics of Change
Core Process
Collaborative Action
Reflexive Monitoring
Adaptive PlanningInitiating
1/11/2010
6
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
1/11/2010
7
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
1/11/2010
8
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
1/11/2010
9
Institutional Innovation
Theoretical Assumptions
Institutional
Innovation
Interpersonal
Capacities
Learning
Dynamics
Dynamics of Change
Core Process
Collaborative Action
Reflexive Monitoring
Adaptive PlanningInitiating
Theoretical Assumptions
Institutional
Innovation
Interpersonal
Capacities
Learning
Dynamics
Dynamics of Change
Core Process
Collaborative Action
Reflexive Monitoring
Adaptive PlanningInitiating
Institutional Innovation
� What are institutions?
� How do institutions influence MSPs and vice versa?
1/11/2010
10
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.
1/11/2010
11
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
Theoretical Assumptions
Institutional
Innovation
Interpersonal
Capacities
Learning
Dynamics
Dynamics of Change
Core Process
Collaborative Action
Reflexive Monitoring
Adaptive PlanningInitiating
Theoretical Assumptions
Institutional
Innovation
Interpersonal
Capacities
Learning
Dynamics
Dynamics of Change
Core Process
Collaborative Action
Reflexive Monitoring
Adaptive PlanningInitiating
1/11/2010
12
Learning Dynamics
� What learning takes place?
� What levels?
� What tools for learning and interaction can you use in MSPs?
Exercise
� Blindfold!
1/11/2010
13
Social / Societal Learning and MSPs
� Social / Societal Learning = facilitated social (institutional) change based on collective learning processes, democratic participation and empowerment