How, in today’s complex and uncertain times, can those of us working at the interface between governance and development sustain what the great twentieth century development economist, Albert Hirschman, called “a bias for hope”?
In two recent blog posts (click HERE and HERE), I took stock of the evidence as to the extent of governance improvement between 1998 and 2013 among 65 democratic countries (the large majority of which made their initial transition to democracy subsequent to 1990). The results left me feeling even more skeptical than when I wrote Working with the Grain as to the practical relevance of maximalist “good governance” agendas. We need an alternative approach.
To tease out an alternative, it is useful to begin with the classic three-part tripod for orchestrating change – clarifying the vision, developing a strategy for moving towards the realization of that vision, and delineating step-by-step processes for facilitating implementation. Using this lens, the classic 'good governance' discourse turns out to be all vision, empty of strategic content, and counterproductive vis-à-vis process.