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

1. 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

2. 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

3. 1/11/2010
Brainstorm
Try to define 3 5 key characteristics of a Multi
stakeholder process
Characteristics of a ‘MSP’
3

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 1/11/2010
Methodologies
Participatory (rural) appraisal
Stakeholder analysis
Soft systems methodology
Logical framework approach
Open space technology
Scenario analysis
Tools
15

16. 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

17. 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

18. 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

19. 1/11/2010
Thank you!
More information: guide to facilitate MSPs (in progress)
© Wageningen UR
19