Influencing as a learning process

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Think tanks navigate in complex and changing contexts. These realities at times require them to advocate a technical solution and other times to promote a learning process to change perspectives and …

Think tanks navigate in complex and changing contexts. These realities at times require them to advocate a technical solution and other times to promote a learning process to change perspectives and encourage new practices

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  • 1. Influencing as a learning process Andrea Ordóñez Grupo FARO Think Tank Initiative Exchange Cape Town, June 2012
  • 2. Case studies twelve stories of policy influence
  • 3. Strategies for policy influence• Stage of the policy cycle Sustain Agenda Implement Design Decision• Types of evidence Academic Implementation Planning Action• Role Advising policymakers Advocating for a policy Facilitating dialogue
  • 4. Contextualizing Strategies On norms and values at stake Far from agreement Close to agreement Moderately structured Far from Unstructured problems problems (agreement on certainty the end result) On relevantand available knowledge Moderately structured Close to problems (certainty on Structured problems certainty the means)Based on framework developed in Hisschemoller and Hoppe (1996)
  • 5. Contextualizing Strategies On norms and values at stake Far from agreement Close to agreement Agreement on the ends Unstructured problems ISET-N (Nepal) Far from CPD (Bangladesh) FOSDEH (Honduras) certainty IPAR (Senegal) ASIES (Guatemala) On relevantand available Structured problems knowledge EEA (Ethiopia) Certainty on the means REPOA (Tanzania) Close to IIDS (India) CSTEP (India) certainty IEA (Ghana) FUNDAUNGO (El Salvador) CADEP (Paraguay)Based on framework developed in Hisschemoller and Hoppe (1996)
  • 6. Redefining policy influence• For What? From a focus on output towards a focus on processes• How? From a the ‘market of ideas’ approach to the exercise of leadership
  • 7. Think tanks are political actors …even more than they consider themselves to be• Even in more structured scenarios, think tanks have gone beyond the advisory role.• In less structured scenarios, think tanks have become ‘leaders without authority’ (Heifetz, 1994).
  • 8. Influencing as a learning process …not only within think tanks but with a wide range of stakeholders.Think tanks navigate in complex and changingcontexts. These realities at times require themto advocate a technical solution and othertimes to promote a learning process to changeperspectives and encourage new practices.
  • 9. ContraportadaGRUPO FARODirección: Gregorio Bobadilla N38-88 y Granda CentenoWeb: www.grupofaro.orgFono: (593 2) 2 456 367 / 2 6 015 395Telefax: (593 2) 2 264 719 !Síguenos!