Tag Archives: organizational change

Evidence reading: Innovation in organizational change
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Participants in INASP's Evidence-Informed Policy Making Team's VakaYiko project symposium 2016

Innovation in development has been the ‘buzz’ word of the last couple of years. We all talk about it but do we really know what conditions trigger innovative solutions to complex problems? As we begin our organizational diagnostic of knowledge use in Peruvian public administration, I have been revisiting material on organizational change, innovation and public reform. I came across a wonderful article – Creating Breakout Innovation by Joanna Levitt Cea & Jess Rimington from the Stanford Social Innovation Review. This article summarises five practices that make a difference for creating innovative outcomes: Sharing power, prioritise relationships, leverage heterogeneity, legitimise all ways of knowing, prototype early and often. While this list may sound familiar, how ready are we (individuals and organizations) to implement these practices? Sharing power When I think of sharing power I tend to imagine handing over decision-making or soliciting people’s opinions and views before making decisions. Consulting … Continue reading

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‘Reading organizations’: a new diagnostic tool to improve knowledge to policy systems
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Clara Richards, Senior Programme Manager, Evidence-Informed Policy Making Team, INASP introduces a series of posts on new approaches for organizational change Over the four years in which INASP and Politics & Ideas have been improving knowledge to policy systems, we have heard a great deal about the complex context within which public agencies operate. Recognizing the need for new approaches to address this complexity, we developed the ‘Context Matters’ framework. The framework summarizes key organizational factors influencing how government agencies use –  or don’t use – knowledge. This year, we are ready to apply it as a new diagnostic tool to improve the use of knowledge in policy within a government agency. We will use the tool to: diagnose the current state of knowledge production and use in a government agency identify areas that have potential to catalyse change co-produce a feasible change plan that reflects the agency’s realities and … Continue reading

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