Guest blog by Coletah Ronah Kibai, Kirk Gibson, Pricillar Napoleon, Andrew Lepani, Hannah Athaliah James, Hercules Jim, Maliwai Sasingian
Many members of this team work for The Voice Inc. in Papua New Guinea. They successfully completed the 15-week Practice of PDIA online course that ended in December 2018. This is their story.
Young people under 35 make up about 70% of the population yet there is limited attention to how decisions affect young people or on issues specifically related to young people, leading to a range of issues – high rates of youth unemployment, low school completions etc… Our initial problem statement was the lack of effective youth participation in policy development in Papua New Guinea (PNG). Over the course of the PDIA journey, we have evolved with our understanding of the problem.
As a team, we have learnt so much – about trying out the wicked hard problems, doing one iteration action at a time to learning about our team and gaining a deeper understanding of the youth space.
One thing that we know the key learnings from the course (problem construction, deconstruction, designing change space, team norms, iterations etc…) can be used in our own spaces of influence to tackle the complex problems.
Continue reading PDIA Course Journey: Lack of Youth Participation in Papua New Guinea
Guest blog written by S. Subash, Vimala Devi Vidya and J. Ravishankar
This is a team of physicians working as District Blood Transfusion Officers for Tamil Nadu AIDS Control Society (TANSACS) living in India. They successfully completed the 15-week Practice of PDIA online course that ended in December 2018. This is their story.
We enrolled into the PDIA course without knowing what it was and what we needed to do. But the Project Director of TANSACS encouraged us, gave us objectives that we were struggling with and directed us to engage with this new tool/approach. So one fine day, we joined the ride on “Practice of PDIA 2018F” with our objective to solve – How do we address the problems faced by Government blood banks, in acquiring 20% of blood units collected by private blood banks in Tamil Nadu, India.
Government blood banks in Tamil Nadu are facing a shortage of blood units and acquiring 20% of blood units from private blood banks was a strategy to increase the blood stocks. But private blood banks were not willing to part with blood units as it was money for them. They either did not report their blood donation camps or under-reported their collection in camps. Either way, the Government blood banks were suffering from increasing demand and a reducing donor pool.
We started with a 6 member team and early on, we learnt about the big stuck faced by countries aiming for development. The book “Building State Capability” became the bible for the next 15 weeks. We learned new terms like Implementation gap, Isomorphic Mimicry, Premature load bearing and Transplantation. Some of our team members could not spare the time and energy needed for PDIA and bowed out. And this was the ‘first lesson learnt’ for us and we rallied and reinforced ourselves that we will fight to the finish, like plotting the map of 1804!
We found that the problem we were facing belonged to the typology ‘Implementation intensive service delivery’ which was not wicked hard category. We came to know that success of a leadership is not for the face of the leader but through multi-agent leadership. We formed the team norms and started our group activity of engaging our problem. As we constructed and deconstructed our problem and formed our first fishbone diagram, we found that there were many sub-causes that led to our problem. Continue reading PDIA Course Journey: Solving the Problem of Blood Transfusion in India
Guest blog written by Ajani Solomon Oluwatimilehin, Jil Faith Bandele, Olusegun Michael Bandele, Victory Oluwafunmilayo Bandele.
This is a multidisciplinary team with different backgrounds living in Nigeria. They successfully completed the 15-week Practice of PDIA online course that ended in December 2018. This is their story.
The common goal, the ideas shared, the meetings, the arguments, the agreements, the team work, the working deadline, the lessons learned indeed it has been 15 wonderful weeks of the PDIA journey. We are delighted to be sharing our journey blog as we have crossed all weekly hurdles and successfully reached the apex of this 15 weeks course.
When the opportunity to enroll for this course came up, the first challenge was setting up the team, when that problem was solved, most of us in the team where clueless about the course……what is PDIA? What does it entail? 15 whole weeks…..?
Fortunately for us, one member of the team had prior knowledge of PDIA and its application and he encouraged us. In his words he said “PDIA will open your mind’s eye individually and collectively as a team” he also said, “this is the future so grab a seat in the front row.” With these words, we were encouraged and eager to see what the next 15 weeks will bring. We are glad to say that this decision was worth it.
We enrolled in this “Practice of PDIA course with one topic in mind; we aimed to understand in which way PDIA (which stands for Problem-Driven Iterative Adaptation) could help us to solve the budget crises in Nigeria which has over the years has become cyclic in nature as we have the same issue every year. Budget crisis in Nigeria is a reoccurring problem which over the years has tremendously slowed down the process of development of the country. Budget creation and approval has always been a tug of war, between the presidency, the executive and legislative arms of government which eventually has a ripple effect on the everyday Nigerian and the system in its entity as the budget has to be approved so that funds for fiscal projects can be released. It is a yearly occurrence and the crisis can last for the greater part of the year, with accusations and counter accusations arising on the budget documents and the budgeting process in its entity. That is why the team is embarking on a problem solving exercise through a data driven budget system based on facts and figures to eliminate areas of contention brought about by intuition, assumptions and gut feeling in the budgeting exercise. So with this in mind, we were more than eager to learn new ways so to break the cycle. Continue reading PDIA Course Journey: Budget Crisis in Nigeria
written by: Matt Andrews
The energy sector in Honduras has a history of inefficiency. Financial and energy losses have festered for decades. Various reforms and interventions (often supported by external agents, like this World Bank project) have not solved the problem.
In November 2018 a new unit in the President’s Office helped to mobilize a team of officials to take a fresh look at the problem and address it using the PDIA method—where the focus is on working relentlessly to understand the problem in new ways and to then tackle the problem in a pragmatic, step-by-step manner.
The team initially identified that their problem was to come up with a rapid strategy to liberalize the nation’s energy company. This was largely because an externally inspired law had set the country on a path towards liberalization years ago and officials were wanting to make progress on this path. They believed that the liberalization solution in other countries would solve the problems in Honduras.
Continue reading Empowered to address the power problems in Honduras: A PDIA journey in progress
Guest blog written by Lindiwe Ndlela, Subethri Naidoo, Xavier MacMaster
This team works for the Government of South Africa. They successfully completed the 15-week Practice of PDIA online course that ended in December 2018. This is their story.
Our PDIA journey started quite innocently with us seeing it as an escape from the routine of the everyday run of the mill challenges of public service. We thought we had a chance to engage with something theoretical, relevant, but ultimately which would remain an intellectual exercise. We are now PDIA converts, for the first time excited about the potential for practical change in our bureaucracy!
During the individual submissions, we were ecstatic about what we were learning. Reality crept in when we received our first group assignment. By assignment 7, frustration set in as we faced the challenge of deconstructing our problem. We learnt that our initial problem construction was inadequate and weak. The reality was hard, particularly in drilling down to answer analytical questions of why it mattered, to whom; and who needed to care more.
We learnt that we could not fast forward to a solution, which is a typical, default behavior. This was new to us. For the first time we had to think deeply, about the need to unpack the problem, using the tools to which were being exposed.
Continue reading PDIA Course Journey: Bringing PDIA to GTAC
Guest blog written by Sridhar Pabbisetty, Deepthi MR, Manivannan Ponniah, Salma Fahim.
This team is made up of a Public Policy and Sustainable Urbanisation expert, a Public Relations Officer, Bangalore Electricity Supply company, and two civil servants. They successfully completed the 15-week Practice of PDIA online course that ended in December 2018. This is their story.
Bangalore, the capital city of Karnataka is dubbed as the IT city and Garden city alike. Residents of the city have called it retired-persons’ paradise. Over the last 15 years, the city has become a booming hub for IT companies which have not only brought in infrastructural development, but also has expanded leaps and bounds in terms of income. While the city saw rapid development on one side, it also began seeing heaps of garbage being generated and hit a roadblock when it came to managing its solid waste.
The city’s municipal corporation is called Bruhat Bangalore Mahanagara Palike is responsible for managing the city’s waste. BBMP decided to set up a solid waste management wing. This would help in managing solid waste of the city. Here are a few numbers to take into consideration:
|1. Bangalore generated 57,00 MT of waste every day
2. Almost 1200 MT is unaccounted for
3. This comes to about 22% of the total waste!
4. Even though the BBMP has 30,000 cleaning workers, this is the state of affairs.
As we began understanding our problem, we got deeper insights about the demon we were dealing with. Littering is a cultural problem in India. People lack basic civic sense, irrespective of class. This leads to heaps of garbage strewn around on streets and street corners. Besides there are not adequate number of dustbins placed by the Municipality nor is the system of collecting the garbage from these public bins very effectively monitored. It is a problem with immense political and economic dimensions, we as a team decided to focus on one crucial sub component of ‘littering’ to work on.
Continue reading PDIA Course Journey: Littering in Bangalore City
Guest blog written by Sakineh Roodsari, Son Truong Can (Kenny), Dinh Quoc Cong, Nguyen Uyen, Phuoc Hung Thach, and Long Ho.
This team is made up of an independent group composed of 6 individuals coming from both the public and private sector. They are a multidisciplinary team of professionals who have worked in the following positions: the head of agricultural cooperatives and farm division – Department of Agriculture and Rural Development (DARD), a former manager of an agriculture cooperative in Tan Thanh Tay, director of Cu Chi High Tech Agriculture Cooperative, former World Bank consultant, project finance specialist, and as a facilitator of ASEAN SMEs Academy. They successfully completed the 15-week Practice of PDIA online course that ended in December 2018. This is their story.
How do we solve our wicked hard problem of farmers’ lack of motivation to learn, follow safe standards, and new techniques with higher value added? Although our team only has three members with experience in the agriculture sector, we all understood the urgency of working on this problem. In particular, because food safety is one of the biggest concerns in Vietnam, and the lack of food safety is the number one cause of cancer. Due to the agriculture inefficiencies in the value chain, it is difficult to tackle this problem using conventional methods.
This course taught us a series of toolkits that required innovative and experimental approaches to development, through a process called Problem Driven Iterative Adaptation (PDIA). During the first half of the course, we learned a lot of concepts. One particular term that really stuck was Isomorphic Mimicry. “Isomorphic mimicry is the tendency of governments to mimic other governments’ successes, replicating processes, systems, and even products of the “best practice” examples.” The governments appear capable, but in reality are not. So how do we step away from mimicry?
Continue reading PDIA Course Journey: Agricultural Inefficiencies in Ho Chi Minh City, Vietnam