What we think

BEGIN WITH THE END IN YOUR SIGHTS

25th April 2016 Posted by: Rachael

By Rachael Clay/Jane Thurlow

‘Begin with the end in mind’ is not just a self-help rule*. It’s an effective guide to planning for impact. When we are ‘modelling change’ with an organisation or initiative, we get people to start with the change they want to see. Social and environmental change is complex. It’s changeable. Focusing on the end goal and identifying the conditions for success from there helps define an organisation’s unique interventions with real clarity of purpose. This purpose helps people navigate through change and be responsive, while remaining on course to achieve the change they want to see.
The beauty of this model is that it concentrates on your end goal, not what has gone before, encouraging you to apply fresh thinking and consider new routes to change. It will focus you on what people will need to do differently and your role in that: identifying the right interventions. The diagram shows the modelling change approach.

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Start with LONG TERM OUTCOMES: Ask yourself what is the goal/change you are seeking?
For participants, beneficiaries, their communities, their services, their governments, etc.

Now consider SHORT TERM OUTCOMES: Here you need to think about more immediate changes. What are the indicators of this outcome? Who or what is needed to reach this goal? How many of that group do we need to have to have to reach the goal? What level needs to reached— how good is good enough? By when?

Next, move on to PRE-CONDITIONS: What conditions are necessary for you to achieve success? What behaviours need to change to get the impact you are after? Include your assumptions here.

Only now get into your INTERVENTIONS: Your activities, products, services, advocacy. Align them with each pre-condition for a joined-up outlook.

The additional benefit of this modelling approach is it will hone a clear, sharp message to communicate around your PURPOSE. Ultimately you’ll have a strong proposition which will feel more inspired, but also rooted in the reality of the work you do, the change that you can make that others can’t get close to. Aim to have ONE SENTENCE which talks to what makes you unique, it must be instantly memorable and believable. Test it on your stakeholders – if they don’t get it, refine it until they do.
Of course this isn’t the end but the start of an iterative process. The most successful organisations are adaptive. Revisit your change model regularly, to refine and respond to external shifts. Be evolutionary in your thinking and you will be on a pathway for change for the long-term.

Rachael Clay set up Ethicore in 2008 to help organisations have a bigger impact through insight, engagement and partnership. She has over twenty years experience working with business, NGOs and institutions. Rachael is expert in research, stakeholder engagement, facilitation, strategy and partnership.

Jane has over 20 years experience working in research, strategy, innovation and marketing in the commercial and charity sectors. She enjoys informing thinking and decision making, highlighting the strategic choices that an organisation needs to make.

*Stephen R Covey, Habit 2 of ‘The 7 Habits of Effective People’.


INSIGHT FOR IMPACT

15th March 2016 Posted by: Rachael

 

 

Insight for Impact (2)

Genuine insight is based on deep understanding.  Understanding  your stakeholders, your environment and your future.  In Insight for Impact, the fourth in our Design for Impact Series, we consider how to  go deeper to access genuine insight, and build a solid platform for sustainable impact.


Empathy for M&E

1st March 2016 Posted by: Rachael

By Madeline Nightingale, Ethicore Associate

As an interested observer, much seems to be asked of monitoring and evaluation (M&E) professionals:  uphold the highest possible quality standards; use appropriate and robust methodologies; attribute change excluding any contradictory factors; be cost effective and capture the theory of change.

This is tough with unanticipated effects and broader, more diffuse consequences than those identified in the theory of change. It can be challenging at an organisational level, particularly in smaller organisations, whose capacity and resources are more limited.

How, then, can organisations think creatively about impact? Here are three possible routes in a complex and resource-limited environment:

  • A flexible, iterative approach to measuring impact. As well as being set before the programme starts, evaluation criteria and metrics may be adjusted in response to what is happening on the ground. Melinda Gates urges NGOs to create a “continuous feedback loop” in a recent Ted Talk, rather than relying entirely on post hoc evaluation. You can think about your theory of change as a work in progress, informed by an ever-expanding evidence base. Any theory of change is a model, a framework built on the best available evidence. Programming is increasingly agile and adaptive, and so an iterative approach can enhance learning.
  • Thinking about impact in terms of how and why. Are large-scale quantitative or experimental designs, such as Randomised Control Trials (RCTs) or quasi-experimental studies, the only credible causal approaches? A broader range of methodologies may offer insights into causal processes. Qualitative and participatory methods can aid us in understanding how and why programmes achieve or fall short of stated objectives, going beyond establishing or quantifying impact. They may also offer insights into broader, perhaps unanticipated, effects. Rather than being inferior or supplementary to experimental data, mixed methods can build a richer causal picture. Integration is key:  take a look at  Michael Quinn Patton’s blog, where he describes qualitative and quantitative evaluations too often behaving like two year-olds refusing to play with one other.
  • Collating evidence to assess impact. Even if primary data collection is small-scale or otherwise limited, it is still of value in the context of a broader evidence base. We have to avoid generalisations or tenuous assumptions, where interventions and contexts differ.  However, the overall weight of evidence, particularly when informed by systematic reviews, gives strong grounds for making claims about impact. As stated by DFID[1], “individual studies, no matter how rigorous or scientific, are not a sufficient evidence base from which to make informed policy and practice decisions”.

The narrative of monitoring and evaluation is becoming increasingly important, with greater emphasis placed on effectiveness, efficiency and accountability. Looking to the future, data synthesis will become key, pulling together data from a range of sources, including open data and social media. New technologies and digital tools also provide opportunities to streamline and innovate. With greater attention paid to M & E than ever before, an ever-expanding evidence base and new tools and methodologies on the horizon, we can embrace fresh opportunities to think creatively and constructively about impact.

Madeline Nightingale is an experienced social researcher who has worked across the public, private and non-profit sector. With an MSc in Comparative Social Policy from the University of Oxford, she is currently working towards her PhD in social policy, focusing on working poverty in Europe. [Department of Social Policy and Intervention].


Planning for Impact

11th February 2016 Posted by: Rachael

By Jane Thurlow, Ethicore Associate

Planning for impact builds on our Design for Impact series where we outline 3 steps for good planning:

  1. Identify where you are
  2. Define where you want to go
  3. Design the journey

So follow our plan for more influence, and unlock your potential for genuine impact …

Planning for impact infographic

Jane has over 20 years experience working in research, strategy, innovation and marketing in the commercial and charity sectors. She enjoys informing thinking and decision making, highlighting the strategic choices that an organisation needs to make.


EXTREME ENGAGEMENT – HOW TO DESIGN PARTNERSHIPS AND STRATEGIES FOR IMPACT (DESIGN FOR IMPACT SERIES NO. 1)

2nd February 2016 Posted by: Rachael

ETHICORE Extreme Engagement Approach

By Rachael Clay, Director, Ethicore

The challenge of sustainable development is beyond you and I, isn’t it?  We need to work together in partnerships and multi-stakeholder intiatives (MSIs), but we lead different organisations.  So, how do we build these relationships and design for impact with others?  Achieving deep and shared understanding, values and partnership takes what we call, ‘EXTREME ENGAGEMENT’.

 

We’ve been working with NGOs, business and institutions, long enough to know organisations work at different paces, speak different ‘languages’ and prioritise different things.  We know how hard it is to lift out of one’s own organisational pressures to create new strategies.  Organisations can succeed in creating breakthrough partnerships and then struggle to bring their own organisations along.  Initiatives can be established and then falter as people move on and relationships change.  It’s a challenging journey, but with ‘extreme engagement’ one can achieve more transformational change.

 

Our extreme engagement process flows in a continuous cycle:

Identify – Clarify – Understand – Empathise – Lead.

 

  • Identify the different perspectives to begin the process of engagement and each time new challenges/opportunities arise.
  • Clarify points of view, perspectives and possibilities.
  • Develop a deeper understanding of the drivers, motivations and scenarios.
  • Empathise, stepping in to the shoes of others.
  • Lead, co-creating new possibilities with others

 

There are three key elements of extreme engagement:

Extreme listening: Listen twice as hard as you speak and be self-aware.  Your own perspective is at work, so use the ladder of inference to take an objective view.

 

Extreme immersion: Build a deep understanding of your key stakeholders (internal and external, supporter and detractor), what drives them, what do they need, what are their pressures?  Our next blog features tools for immersion.

 

Extreme insight: Hold up a mirror to your organisation and partners.  Give people the space and experiences to see different perspectives, co-create ideas and be part of the change.  The science of persuasion can help you engage others.

 

In our planning for impact blog we will share more of the tools to go beyond engagement to extreme engagement. The key is to go deeper with interviews with stakeholders and thought leaders, co-creation groups, online listening, and other methods.

 

In summary, ‘extreme engagement’ is about working with your internal and external stakeholders and partners with a conviction to genuinely move organisations forwards.  It is about deeply understanding barriers and constraints, as well as opportunities, to create sustainable change.  It is setting out what you want to achieve but also HOW you will really achieve it.  ‘Extreme engagement’ is a continuous process, from partnership brokering and design, through to evaluation and renewal.  Like any relationship, you need to put in time and effort, but with ‘extreme engagement’ you can energise yourself and your organisation as well as achieve real impact.

 

 

Rachael Clay set up Ethicore in 2008 to help organisations have a bigger impact through insight, engagement and partnership.  She has over twenty years experience working with business, NGOs and institutions.  Rachael is expert in research, stakeholder engagement, facilitation, strategy and partnership.

RELATED  LINKS:

The Ethicore Partnership Approach, by Rachael Clay, Director Ethicore