I’ve been talking to a lot of ‘advisers’ in Oxfam, Save the Children and elsewhere recently about what all this complexity stuff means in practice. Advisers are unsung NGO heroes, repositories of wisdom and experience, working closely with partners and staff on the ground. And those staff typically want to know what they should be doing differently. That’s what experts are for, right?
But if you’re an adviser who has been mugging up on the implications of complexity (see recent posts), this is tricky. How to stop your advice about a systems approach, with its critique of cookie-cutter approaches based on box ticking, best practice, blueprints etc becoming just the latest cookie? ‘Have you done your system/context analysis? Good, now tick the box and move on to stage 2.’
By a very appropriate process of trial and error, here’s where I have got to: