Managing Your Authorizing Environment in a PDIA Process

Matt Andrews (), Lant Pritchett and Michael Woolcock
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Matt Andrews: Center for International Development at Harvard University

No 312, CID Working Papers from Center for International Development at Harvard University

Abstract: Development and state building processes are about change. Change is, however, elusive in many contexts. In prior work, we have offered problem driven iterative adaptation (PDIA) as an approach to tackle wicked hard change challenges. This is our fourth practical working paper on ‘how’ to do PDIA. The working paper addresses questions about authority, given that authority is needed to make change happen—especially in hierarchical government settings. This authority is often difficult to attain, however. It is seldom located in one office of person, and is often harder to lock-in with complex challenges, given that they commonly involve significant risk and uncertainty and require engagement by many agents responding to different kinds of authority. Every effort must be taken to address such challenges, and efforts should include an explicit strategy to establish an appropriate authorizing environment. This working paper suggests ideas to adopt in this strategy, with practical exercises and examples to help the reader apply such ideas in her or his own work.

Keywords: Governance; PDIA Process (search for similar items in EconPapers)
Date: 2016-01
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