Upload
market-development-training
View
31
Download
0
Embed Size (px)
DESCRIPTION
This is 3 of 4 presentations at the M4P workshop in Zambia. This presentation focuses on facilitation tactics.
Citation preview
1
CHANGE WORKS SCALE & EXIT INCLUSIVE GROWTH
Behaviors
Benefits
System Change Process
Upgraded Prac4ces/Innova4ons
Upgraded Rela4onships
Social/Economic Benefits
SEQUENCED CHANGE OVER TIME
System Change Process: Plenary Exercise
CHANGE WORKS SCALE & EXIT Inclusive Growth
Behaviors
Benefits Farmers adopt improved crop protec4on prac4ces
Majority of farmers using quality inputs and upgraded prac4ces
Farmers open to a more construc/ve rela/onship with an input supply firm
Majority of farmers buying from customer oriented input firms
Farmers increasing income from quality inputs and upgraded prac4ces
Farmers that are good customers receive special offers
Farmers have access to cost effect high quality inputs, including extension services
Farmers indicate interest in learning more about quality inputs
Farmers work out acceptable deals with spray service providers
Farmers gain access to quality inputs
The norm among farmers is to compete by upgrading the quality of their inputs
Farmers + input/service firms respond to joint threats and opportuni4es
SEQUENCED CHANGE OVER TIME
PRACTICES
RELATIONSHIPS
Intro and Task Set Up • BIG IDEA: ShiJ to a customer-‐
oriented from a trader-‐based retail strategy in input supply markets will contribute to inclusive growth in agriculture.
• WHY: Customer oriented retail networks align incen/ves of input firms, farmers, processors, service providers, etc. since success of the business strategy is founded on genera/ng volume through repeat customers.
• PREFERRED PARTNER: An input firm is the more likely first mover in making the shiJ to a customer oriented retail strategy and if successful can leverage other players – compe/ng input suppliers, ag service providers, chemical firms – to adopt this strategy for similar reasons.
• OUR VISION: • Compe//on between input firms
driven by innova/on and on-‐going upgrading to develop a loyal customer base.
• Input firms have a wide range of robust win-‐win rela/onships with their customers, suppliers and allied firms.
• OUR ROLE: STAGE 1: Iden/fy a willing input firm and facilitate their investments in new promo/onal tac/cs, a distribu/on system and related management improvements to target and build sa/sfied customers among small farmers.
• STAGE 2: Leverage our engagement with the input firm to aPract other industry players – compe/ng input firms, agriculture services providers, IT firms, management consultants and trainers – to support this customer oriented retail strategy to become the industry norm.
A Systemic Change process: Input Firm Perspec4ve (Group Exercise)
5
• Introduc4on: You have 10 cards. – 5 cards are about upgrades in the input supplier prac/ces – 5 cards are about upgrades in the input suppliers rela/onships
• In groups: – Sequence the likely behavior changes over /me in the input suppliers
• business prac/ce (innova/ons) • business rela/onships
– For each step in the process describe (briefly) the benefit that should result to allow the input firm to move to the next step in this change process.
Engagement roles and offer...
Innovate Mediate
Coach Build Rela4onships
Communicate Analyze Systems
MITIGATE RISK
TRANSFER KNOWLEDGE
Our Roles in Rela/onship to Market Partners
TRANSFER KNOWLEDGE
MITIGATE RISK
Coaching Communica4ng Innova4ng
Building Rela4onships
Analyzing Systems
WILL
SKILL
high
high
low
low
Capacity problem?
Incen2ve problem?
Why aren’t they doing it already?
Why work with them?
Build ability to operate outside current comfort
zone
Reduce incremental risk associated with
change
Focus on strategic role
Why aren’t they influen2al in the system?
Work beyond partner to
address external obstacles
Rules of Engagement: how... and how much?
Facilitator interven4on Influencing market player
behaviour
Part of the system External to the system
Support must achieve sustained behaviour change amongst market players
How? Right-‐sizing the intensity of our support
(roles, resources, /me, money, repor/ng) to … § Establish more effec2ve rela2onships § S2mulate ownership of desired change (incen2ves/capacity) § Influence sustainable systemic change
Offer Defined A facilitator’s “offer” is an appropriate bundle of resources…
• Time • Informa/on • Linkages • Limited Funds
…Presented as an exchange by the project to a market partner (an individual or firm) where the project…
• Mi/gate Risks and Transfer Knowledge for Improved Firm Performance • Partners’ Willingness to Invest in Change, Share Informa/on and Be Ac/ve
Industry Advocate
…Appropriate offers consider: Who it is aimed at? (Specific Market Actor) Why would they want it? (Business Case to Make the Change) What do they get from out support? (Risk Mi/ga/on and Knowledge Transfer) What do we get from their engagement? (Contribute to Systemic Change for Inclusive Growth)
Framing an Offer: Exercise Introduc/on: 1. You now have a good sense of the
likely benefits that will drive behavior of the input firm in adop/ng this new customer oriented retail strategy.
2. As your partner’s track record of success evolves, you will need to frame different offers over /me to foster con/nued movement along the pathway without distor/ng the incen/ves or undermining the ownership of your partner.
Group Task: Define 2 offers at different stages
of the change process: Offer #1:Change Works: What
they get are benefits of… Offer #2:Going to Scale: What
they get are the benefits of… Use the worksheet to guide the
framing of your two offers Be prepared to present in
plenary. There will be a vote on the best
offer and prizes will be awarded.
APPROPRIATE OFFERS
• A clear offer is essen/al (if you are not giving away cash!) – Ensures appropriate influences and signals – Fosters appropriate incen/ves and behaviour – Permits leverage
• Facilitators need to have mul/ple offers to different players – Understand different objec/ves, mo/va/ons, roles, norms and
requirements of different market system players and external actors, and...
– … Translate this understanding into appropriate offers • Facilitators need to manage partner rela/onships over /me.
– Self selec/on – Strategic Adjustments – Wait and See – Door always open 24/7/365
Comfort Zone: -‐ Actor’s history/context -‐ Ra/onal self interest
-‐ Readiness to try a new way
Incen4ves: -‐ Economic (yields,
income) -‐ Social (reputa/on,
pres/ge)
Higher Potential for Adoption of New Ideas
Drivers for System Player Change
Incremental Risk: -‐ Quick wins from
taking a risk -‐ Track record of embracing risk
-‐ Managing risk of upgrading
Behavior Change Principles Principle Defini4on Most people live by their commitments
People tend to follow commitments they make when witnessed by others
People some4mes need to go around to get ahead
People may need vehicles/mechanisms to get around social requirements to advance their business in a way that is not damaging
Some4mes the default op4on is the right op4on
People tend to take the default op/on because its easier even if they are not clear why.
A li`le incen4ve can go a long way
Small incen/ves are enough for large consequences
Behavior Change Principles
Principle Defini4on Remind them again, and again
Reminders do help people stay on track as originally intended in a change process
Normal is Good People tend to be more comfortable when they belong and messaging that a behaviour is part of belonging can be powerful
Some4mes normal is not good
Change can require pushing back on the customary way of doing things, and to be effec/ve in pushing back requires clear evidence of costs/benefits
Tac/cs Used to Foster Desired Behavior Change • A buyer of maize includes a signing ceremony in the
community as part of the contract agreement process • Included in the agreement is an instalment payment
procedure which includes a payment of school fees and pre-‐payment for next year’s inputs.
• Farmers have to specifically write a lePer to the maize buyer
reques/ng not to be paid according to the pre-‐set instalment payment procedure and propose an alterna/ve.
• The maize buyer uses SMS e-‐coupons offering a discount on a
needed service to facilitate a specific task (eg spraying at the right /mes).
Tac/cs Used to Foster Desired Behavior Change
• The maize buyer sends out regular reminders via SMS to get farmers to plan ahead and carry out specific tasks on their farm as agreed.
• The maize buyers sponsors an event for the best performing farmers to provide tes/monials on how they have improved their performance and why other farmers could also succeed like them.
• Regular SMS reminders are framed to imply that most farmers are already doing the task i.e. “Why not be the best by doing your weeding on /me!”
Match the Principle to the Tac/c § Everyone has a stack of seven pre-‐labeled cards (principles):
1. Most people live by their commitments 2. People some/mes need to go around to get ahead 3. Some/mes the default op/on is the right op/on 4. A liPle incen/ve can go a long way 5. Remind them again, and again 6. Normal is good 7. Some/mes normal is not good
§ Everyone match the seven (7) cards to the seven (7) illustra/ons (tac/cs) posted on flip charts.
§ Sign your cards § Pin your cards (principle) to the right illustra/ons (tac/c)
Using these 7 principles in framing offers
• Understanding of the principles helps the facilitator in a number of ways: – They give us tools to address the more difficult
behavioural change constraints that are not so visible – When sequencing and combining these principles
facilitators can create more valid experiences that can drive systemic change.
18
Offer (part 2)
• Do you think these principles and related tac/cs could be used to improve your offer?
• Choose the ones you think fit best.
• Explain why you chose them.
Results Measurement
Implications
• Tradi/onal approaches to M&E are insufficient in market systems context:
• Measure results only at the middle and end of the programme
• M&E divorced from management func/on • M&E system uses LogFrame only • “Evalua/on” seen as an external ac/vity only • Use of Randomised Control Trials
Proving and Improving Results
Proving Results Improving Results
M&E system capable of credibly demonstra/ng programme
results
M&E system supports improved
design and implementa/on of
interven/ons
System Requirements
ü Well defined indicators ü Robust measurement tools ü Robust monitoring plan ü Baselines ü Credible aPribu/on strategy ü Credible aggrega/on strategy
ü M&E system generates /mely and relevant informa/on for management ü Knowledge management
M&E in a Market Systems Context
• Market development programmes explicitly acknowledge that systems are complex
• M&E needs to integrate complexity into the way it func/ons, including accommoda/ng for:
• Formula/ng and tes/ng assump/ons, pilo/ng interven/ons, proceeding by trial and error
• Scaling-‐up interven/ons that work, modifying or dropping interven/ons that do not work
• Providing credible evidence on sustainability, systemic change and poverty reduc/on
Impact Profiles High-‐le
vel Impa
ct
Time Project Life4me
Direct Delivery Market Development
SCALE SUSTAINABILITY
• Market development programmes will have different impact profiles • Can take 1-‐3 years to deliver high-‐level impact • Progress can be bumpy!
Plausible aPribu/on across the Strategic Results Chain
Influence of interven/on (causality)
External influences
stronger
weaker
harder to isolate
easier to isolate
Es/mate contribu/on transparently
Validate causality transparently
Demonstrate results rigorously
Plausible a`ribu4on
Balancing credibility and prac6cality
Poverty reduc/on
Improved growth and access
Market system change
Systemic interven/on
Springfield Centre | Making Markets Work
Emerging Best Prac/ces
DCED Guidelines
• Theory of Change
• Results Chains
• Monitoring Plans
Applying Degrees of Evidence USAID
MSE/Household level: May be able to aPribute changes to project interven/on through sta/s/cal and qualita/ve research
Market system level: Use qualita/ve techniques to determine preponderance of evidence on effec/veness at market level
Triangulate evidence from all sources
Click to edit Master /tle style Managing for Results
• Need to consider direction, pace and scale
• Need to question explicit data
• Need a mix of explicit and tacit information to answer the “why” questions
• Need M&E and KM
M&E KM
ASSESS MOMENTUM TO ACHIEVE DESIRED CHANGE
ADJUSTMENTS ADJUSTMENTS
Knowledge Management
OBSERVED CHANGE USING TACIT AND EXPLICIT METHODS
Collective Learning Drives Interventions
Durable Results Over Time
Market not working for
the poor
Market working be`er for the
poor