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Disruption

Weekly Wire: The Global Forum

Roxanne Bauer's picture

These are some of the views and reports relevant to our readers that caught our attention this week.

 
The Challenge Of Connecting The Unconnected
TechCrunch
Every time we return to or sign up for an Internet service (e.g. Facebook, Google, Gmail, YouTube, etc.), we rely on what UX experts call a “mental model” for navigating through the choices. A mental model is essentially a person’s intuition of how something works based on past knowledge, similar experiences and common sense. So even when something is new, mental models help to make sense of it, utilizing the human brain’s ability to transcode knowledge and recognize patterns. For instance, most of our grandparents can hit the ground running with changing the channel or increasing the volume when handed the remote control for the latest television available in the market today, squarely because of a well-developed mental model for TV remote control units. But our grandparents may not have the same level of success when using Internet services, smartphones or tablets. Under-developed mental models in these domains are their primary obstacles

Beyond Magic Bullets in Governance Reform
Carnegie Endowment for International Peace
Domestic reformers and external donors have invested enormous energy and resources into improving governance in developing countries since the 1990s. Yet there is still remarkably little understanding of how governance progress actually occurs in these contexts. Reform strategies that work well in some places often prove disappointing elsewhere. A close examination of governance successes in the developing world indicates that effective advocacy must move beyond a search for single-focus “magic bullet” solutions toward an integrated approach that recognizes multiple interrelated drivers of governance change.
 

How Should INGOs Prepare for the Coming Disruption? Reading the Aid/Development Horizon Scans (so that you don’t have to)

Duncan Green's picture

Gosh, INGOs do find themselves fascinating. Into my inbox plop regular exercises in deep navel-gazing –both excessively self-regarding and probably necessary. They follow a pretty standard formula:

  • Everything is changing. Mobile phones! Rise of China!
  • Everything is speeding up. Instant feedback! Fickle consumers! Shrinking product cycles!
  • You, in contrast are excruciatingly slow, bureaucratic and out of touch. I spit on you and your logframes.
  • Transform or die!