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Introduction: Stakeholder collaboration framework
 

Introduction: Stakeholder collaboration framework

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Introduction on stakeholder collaboration framework during the MeTA Multi Stakeholder Processes

Introduction on stakeholder collaboration framework during the MeTA Multi Stakeholder Processes
Workshop for MeTA pilot Countries in Wageningen UR Centre for Development Innovation

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    Introduction: Stakeholder collaboration framework Introduction: Stakeholder collaboration framework Document Transcript

    • 1/11/2010 MeTA Multi Stakeholder Processes Workshop for MeTA pilot Countries Ghana, Jordan, Kyrgyzstan, Peru, Philippines, Uganda, Zambia 1. Introduction Stakeholder collaboration framework Simone van Vugt/ Karen Verhoosel Wageningen UR Centre for Development Innovation January 2010 “It is impossible to solve today’s problems by thinking the way we thought when we created the problems” Albert Einstein 1
    • 1/11/2010 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 2
    • 1/11/2010 Brainstorm Try to define 3 5 key characteristics of a Multi stakeholder process Characteristics of a ‘MSP’ 3
    • 1/11/2010 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 4
    • 1/11/2010 Stakeholder collaboration Framework Adaptive Initiating Planning Reflexive Monitoring Collaborative Action Core Process Learning Dynamics Institutional Interpersonal Innovation Capacities Dynamics of Change Theoretical Assumptions Adaptive Initiating Planning Reflexive Monitoring Collaborative Action Core Process Learning Dynamics Institutional Interpersonal Innovation Capacities Dynamics of Change Theoretical Assumptions Theoretical Assumptions 5
    • 1/11/2010 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 decision making takes place That which directly influences decision making Deep drivers of our behavior and the choices that we make 6
    • 1/11/2010 Exercise Dance floor! From Paradigms to Practice Paradigm An overarching framework of beliefs, assumptions and approaches that shape how individuals, organisations or societies behave and respond to problems and opportunities Methodology A coherent and logical approach or process for undertaking particular types of tasks or solving particular problems Tools, Methods and Techniques The specific ways of completing micro level tasks that add up to a methodology 7
    • 1/11/2010 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 8
    • 1/11/2010 Adaptive Initiating Planning Reflexive Monitoring Collaborative Action Core Process Learning Dynamics Institutional Interpersonal Innovation Capacities Dynamics of Change Theoretical Assumptions Institutional Innovation Institutional Innovation What are institutions? How do institutions influence MSPs and vice versa? 9
    • 1/11/2010 Institutions Understood as the ‘rules of the game’ that make ordered social life possible. Examples of institutions: Language Taxation Currency Education system Marriage Laws Religion Policies Property rights Difference Organisations 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. 10
    • 1/11/2010 Institutions Meaning Beliefs, norms and values Frameworks for understanding Organizations and Mandates, policies networks and strategies Formal and informal Formal and informal relationships rules Association Control Functions, products and services Regular practices and behaviours Action Adaptive Initiating Planning Reflexive Monitoring Collaborative Action Core Process Learning Dynamics Institutional Interpersonal Innovation Capacities Dynamics of Change Theoretical Assumptions Learning Dynamics 11
    • 1/11/2010 Learning Dynamics What learning takes place? What levels? What tools for learning and interaction can you use in MSPs? Exercise Blindfold! 12
    • 1/11/2010 Social / Societal Learning and MSPs Social / Societal Learning = facilitated social (institutional) change based on collective learning processes, democratic participation and empowerment Social / Societal Learning MSPs contribute to Organizational / Group Learning Social / Societal Learning Individual Learning Collaborative Experiential Learning ( Kolb) 13
    • 1/11/2010 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 14
    • 1/11/2010 Methodologies Participatory (rural) appraisal Stakeholder analysis Soft systems methodology Logical framework approach Open space technology Scenario analysis Tools 15
    • 1/11/2010 Multi stakeholder process and spaces Learning Learning activities activities Supporting Supporting projects projects MSP space Other surrounding spaces affecting our MSP space General Flow of MSP Diverge Emerge Converge Sensing: Realizing: Convening a Uncovering current microcosm reality through Enacting a new reality transforming through transforming action One-to-one meetings perception How are we going to do it? Institutionalizing Influencing Panel What´s happening? policies and experts and Presencing: influential actors seminars Uncovering shared purpose Piloting and MS dialogue through transforming self prototyping sessions and will Planning for Learning Action-learning What is that has to be trips changed? Innovation Scharmer and Jaworski retreats Context immersions MS dialogue sessions Future scenarios 16
    • 1/11/2010 Adaptive Initiating Planning Interpersonal Reflexive Monitoring Capacities Collaborative Action Core Process Learning Dynamics Institutional Interpersonal Innovation Capacities Dynamics of Change Theoretical Assumptions Interpersonal Capacities Self esteem and self awareness Interpersonal communication / Dialogue Leadership competence Facilitation / process competence Team / Group dynamics Conflict management 17
    • 1/11/2010 Process Model Adaptive Planning Initiating Reflective Monitoring Collaborative Action 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 Co ordination between different scales Effective facilitation and leadership Utilise a diversity of methodologies Establish and monitor performance questions and indicators 18
    • 1/11/2010 Thank you! More information: guide to facilitate MSPs (in progress) © Wageningen UR 19