Working with complexity:

Six steps to enhance researchJohn Young J.young@odi.org.ukc

The six lessons• Policy processes are

complex

• Research-based evidence plays a minor role

• But it is possible!

• Need a holistic understanding and strategic approach.

• Need to do much more than research.

• Intent.

Influencing policy in 6 steps

An analytical framework

The political context – political and economic structures and processes, culture, institutional pressures, incremental vs radical change etc.

The evidence – credibility, the degree it challenges received wisdom, research approaches and methodology, simplicity of the message, how it is packaged etc

External Influences Socio-economic and cultural influences, donor policies etc

The links between policyand research communities – networks, relationships, power, competing discourses, trust, knowledge etc.

Policy Organisation Map

Small and Medium Scale Enterprise Policy Programme. Ministry ofFinance. Egypt.www.sme.gov.eg

The AIIM toolUse the Alignment Interest Influence Matrix (AIIM) to identify the critical stakeholders

Develop enthusiasm to address

topic

Learn in partnership

Develop awareness

and enthusiasm

Challenge existing beliefs

High

Gen

eral

leve

l of

alig

nmen

t

Low

Low HighInterest in specific topic

1. Map actors on the matrix

2. Identify which are the most influential

3. Who do you work with directly?

AIIM: some examples

Why projects fail....

Inputs Activities Outputs Outcomes Impact

Project Effort

Other Actors

Behaviour Change

The Three Stages

OUTCOME MAPPING:Building Learning and Reflection into Development ProgramsSarah Earl, Fred Carden, and Terry Smutylo

http://www.idrc.ca/en/ev-9330-201-1-DO_TOPIC.html

Force Field Analysis

5*

3

?

?

Total = ?

MEF

Time

?

?

Negative forces

4

1

2

?

Total = ?

Funds

CSOs

Public demand

?

Positive forces

2

1

?

?

Your influence on the force

Plan:

Minister of Trade puts forward pro-poor trade and complementary policy programme to the cabinet by April 2008

4

2

2

?

Your influence on the force

SWOT Analysis• What type of policy

influencing skills and capacities do we have?

• In what areas have our staff used them more effectively?

• Who are our strongest allies?

• When have they worked with us?

• Are there any windows of opportunity?

• What can affect our ability to influence policy?

Strengths Weaknesses

Opportunities Threats

Skills and abilitiesFunding lines

Commitment to positionsContacts and Partners

Existing activities

Other orgs relevant to the issue

Resources: financial, technical, human

Political and policy spaceOther groups or forces

Competencies Framework

M&E & Impact measurement1. Strategy and direction: Logframes;

Social Network Analysis; Impact Pathways; Modular Matrices

2. Management: ‘Fit for Purpose’ Reviews; ‘Lighter Touch’ Quality Audits; Horizontal Evaluation; Appreciative Inquiry

3. Outputs: Evaluating academic articles and research reports; Evaluating policy and briefing papers; Evaluating websites; Evaluating networks; After Action Reviews

4. Uptake: Impact Logs; New Areas for Citation Analysis; User Surveys

5. Outcomes and impacts: Outcome Mapping; RAPID Outcome Assessment; Most Significant Change; Innovation Histories; Episode Studies

Groundwater in India• to maximise impact of DFID forest/

ground water research project in India• Researchers, policy makers and activists• Used framework to analyse factors in

water sector in India• Developed strategy for final phase:

– Less research– More communication– Developing champions in regional

and national government – Local, Regional & National advocacy

campaign

Questions• Is this feasible in your work?

• What other tools have you found useful to:– Understand the context?– Identify the key stakeholders?– Develop strategies for change?

• What should the next group look at?