Untying Development

Yesterday, we hosted a one-day workshop entitled, Untying Development: Promoting Governance and Government with Impact. The day brought together different voices to discuss the challenge of creating a governance agenda that focuses on solving country-specific problems, involves local people through flexible and context-fitted processes, and emphasizes learning in the reform process.

In the first session, Francis Fukuyama highlighted the need for public administration programs to shift the focus from management back to implementation. He stressed the need for more granular governance indicators and better ways to measure the implementation of government public services. The second and third sessions were focused on unleashing local agents for change, and on new practice in action. In the fourth and final session on useful evaluation, Bob Klitgaard spoke about kindling creative problem solving by using a combination of theory and examples that are Specific, Unexpected, Concrete, Credible, Emotional and Stories (the acronym SUCCES in Made to Stick). The agenda as well as the videos of the sessions can be found here.

This builds on work emerging in our Building State Capability program (including the recent book by Matt Andrews).

Hirschman told us that implementation involves a journey

written by Matt Andrews

I ran across the following quote from Hirschman today. A reminder that implementation is neither easy nor prone to scientific certainty. Rather, it requires journeys, of finding, fitting, and discovering. Do we promote such journeys in development? Are we open to the destinations we might end up reaching?

” The term “implementation” understates the complexity of the task of carrying out projects that are affected by a high degree of initial ignorance and uncertainty. Here “project implementation” may often mean in fact a long voyage of discovery in the most varied domains, from technology to politics” (Hirschman, 1967, p. 35).

Hirschman told us that implementation involves a journey