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In the UNDP's Deep Demonstrations, we looked at the space for change.

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Neil Cummings
In the UNDP's Deep Demonstrations, we looked at the space for change.




Several UNDP country offices have been working to better understand and address complex systemic concerns during the last year. They did so using Deep Demonstrations, which were aided by UNDP's Strategic Innovation Unit (SIU), of which I am a member. These Demonstrations are designed to improve the way we think about and engage with complicated policy issues like the circular economy and the future of work. We intend to engage our partners in a joint learning journey that will drive broader transformative change in the actual world by challenging and changing the way we do things (read more about this here).

Each Deep Demonstration provides unique insights into an organization's complex change processes. Change has not been uniform across the board, as one might anticipate; its traits, dynamics, and pace have all differed. This teaches us something.


In our Deep Demonstrations, this post offers a speculative analysis of how we may help create the most space for change. It builds on our first generation of Demonstrations and demonstrates how different levels of authority, acceptance, and ability affect variance. It is based on the Triple-A framework for assessing change space established by Harvard University's Building State Capability initiative.


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The three A's, change, and complexity


It is difficult to bring about change, or even to comprehend how it occurs, whether within UNDP or in any other complex institution. "In complex systems, change results from the interplay of many diverse and apparently unrelated factors... because of the sheer number of relationships and feedback loops among their many elements, they cannot be reduced to simple chains of cause and effect," writes Duncan Green in his excellent book How Change Happens.


The routes of change in every given setting will differ due to this complexity. For example, a UNDP country office has its own distinct location, with a specific operating context (such as Palestine or Ghana) and an office with an eclectic mix of individuals, skills, leadership, history, and organisational culture.


I utilised a simple analytical technique called the Triple-A framework to help us understand more about how and why change occurs in these types of circumstances. This heuristic identifies three essential aspects that influence the changeable space:


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The (political, legal, organisational, and personal) backing required to make change is referred to as authority.


Acceptance refers to how willing those who will be affected by change (whether at a UNDP office or in government) are to accept the necessity of change and its consequences.


Ability is concerned with the practical aspects of change, such as available skills, time, and resources to implement a proposed intervention.

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Neil Cummings
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