Speech Transcript - Adaptive Management, Experience from the "field"

0:00:01	you
0:00:03	unlike the previous one it'll be recorded and transcribed data available on the website
0:00:14	it's pretty interesting do
0:00:23	and it's a searchable so this is said to be in the spring now try
0:00:27	the boundaries together and what are more about how you can learn across different media
0:00:31	now using technology will have a presentation on
0:00:36	interesting
0:00:37	but the data is about adaptive management
0:00:44	however
0:00:45	great thanks for having me one thing else a right out the bad as
0:00:49	i'm coming at this from a very
0:00:52	i see narrow and deep
0:00:54	but sure perspective
0:00:56	and i say that not to not discarded but it is important to keep in
0:00:59	mind that
0:01:00	you're worlds or a lot
0:01:02	i said
0:01:03	bigger than mine
0:01:05	so my goal here is to share a bit but also i need your help
0:01:08	to kind of share what's next what you'd like me to talk about so i'll
0:01:13	give you some perspective and a couple of examples in a pretty nonlinear way and
0:01:19	then we can we can go deeper into specific parts that are more useful to
0:01:23	you
0:01:24	i mean that's so that's the goal so i'll attempt to do a presentation and
0:01:27	then we'll
0:01:28	what kind of jump into a
0:01:30	a conversation
0:01:32	e
0:01:33	and that's mine regular
0:01:36	disclaimer that every time i present one of these things i'm
0:01:40	i work at the number of partner organisations are sick or texture attack anymore distrust
0:01:44	was contract number organisations around is tougher guess so i'd i wanna make sure that
0:01:49	i'm giving them credit words do
0:01:51	a lot of lot whatever present as always
0:01:53	a combination of
0:01:54	of different
0:01:56	mines
0:01:58	so that i
0:01:59	so that the presentation area double context
0:02:03	talk a little bit about the principles of adaptive management people move
0:02:08	attended the mic going seminar last year or nine that we might be some similarities
0:02:12	and then we're gonna have three examples of specifically of adaptive management in practice and
0:02:19	we can
0:02:19	jump back and forth between the examples in the principles
0:02:23	all
0:02:25	context this is i think getting fairly common
0:02:29	vernacular
0:02:30	is
0:02:31	complex first is complicated
0:02:33	interventions and systems when intervening that the quick example
0:02:38	like to go
0:02:39	to multi-core project inter mode a
0:02:41	and talk about the if you all other movements of goods and services are gonna
0:02:47	draw
0:02:52	that you really have
0:02:53	you don't wanna
0:02:55	looks roughly
0:03:02	like that we don't come on
0:03:06	but
0:03:09	and
0:03:11	that region
0:03:16	that's german so that's
0:03:19	right part of the used
0:03:20	very isolated
0:03:21	how the history of conflict
0:03:23	and it's a it's at fast
0:03:27	regions of the news the us to develop such a way
0:03:32	the mean you heard the
0:03:35	the development process
0:03:36	program are used to use it is different from
0:03:41	the last
0:03:46	but you have come on here
0:03:50	n is what i really quickly and this is gonna be
0:03:53	second of all problems the cost
0:03:56	so
0:04:19	so for contact this is
0:04:23	so
0:04:24	and that's the rest of this
0:04:30	so
0:04:31	five state of trends it
0:04:33	to fast or
0:04:34	and individual
0:04:36	i'm component
0:04:39	raw cost about and
0:04:43	thus
0:04:44	and
0:04:48	real to him
0:04:54	ten dollars
0:04:56	clean to consider
0:04:58	i don't
0:05:00	could you do this
0:05:03	six dollars
0:05:05	one can you know
0:05:08	twenty years
0:05:12	can be an estimate of the
0:05:15	highest prices products and services uses almost expensive
0:05:18	proc a section of formal
0:05:21	coding workbench so in is data
0:05:24	in this town can be a place where already is extraordinarily malnutrition extra i
0:05:30	the present conflict
0:05:31	the number of issues
0:05:33	and the one retailer and you're
0:05:36	really runs a small area has to do for all around four
0:05:40	two gabor
0:05:41	in order to is wider small store
0:05:44	i would just complete that's i mean that's the cost all
0:05:47	the number issue
0:05:48	by contrast if you spend about fifty percent of for money on a row on
0:05:53	channel and fifty
0:05:56	okay
0:05:58	there's a number of different factors that are that are involved are there is a
0:06:02	terrible role not work
0:06:04	there's no wrote this entire
0:06:07	there is also
0:06:09	three pretty large stigma associated with caramel to a federalist lifestyles are generally down upon
0:06:15	there is a history of conflict which people are a little bit afraid of entering
0:06:20	the region
0:06:21	and there's also been large monopolies and the north
0:06:25	in the bottom
0:06:26	with regards to especially transport feel
0:06:30	so there's been
0:06:31	individuals that are that are kind of powerhouses for owning in controlling the log space
0:06:37	so there is a highlight that is that
0:06:39	when looking at this if you
0:06:42	one of the programs that we worked with
0:06:44	numbers in a particular program up in northern german to
0:06:49	there is one of the programs goal is to
0:06:52	improve the movement of people engage in the region and reduce the marginal cost of
0:06:57	doing business that's a that's one and
0:06:59	one objective
0:07:00	and for that there's a number of different activities taking place in a highlight two
0:07:05	one of that is some very specific
0:07:09	targeted
0:07:10	this is a problem
0:07:13	roughly what will i know is created
0:07:17	a little so there is there's already a role here is already has really you
0:07:21	know they're zero that kind of oneself here and is used for isolated
0:07:25	but i mean
0:07:27	there's another one that goes down here as isolated
0:07:29	this is a very short stretches to make to turn was an existing role network
0:07:34	into
0:07:35	into a loop a and that is
0:07:38	naturally example of a complicated activity it's
0:07:41	you get the right or if you deal with some of the you don't government
0:07:45	becomes a complex but
0:07:46	in essence
0:07:48	nineteen the contractors making getting the robot
0:07:50	is complicated it's
0:07:52	following steps as reasonably predictable that you're gonna get row
0:07:56	improving the cost of transport
0:07:59	and increasing the these
0:08:01	the movement of people and goods and region
0:08:03	is not a complicated active it's extremely complex it's
0:08:06	it's about social dynamics that businesses
0:08:09	set and one of the experiments that's currently underway
0:08:13	is
0:08:15	two first of all worked with an engineering from income all
0:08:19	to retrofit buses to run on roads inc
0:08:23	so that kind of sorting out forms that are interested in designing new
0:08:29	right refers that are gonna be able to withstand the rugged
0:08:33	i training ones and flooded role six r
0:08:37	and the second
0:08:38	search out transport companies
0:08:40	perhaps interested in operating impostors on that look for
0:08:44	and third is to try and convince a bank to put at a capital asset
0:08:51	low on that uses the bosses collateral and what that does
0:08:55	is that if you can if you have a bus company that's gonna
0:08:58	run a service up intra mode
0:09:00	the last thing you want to do is
0:09:02	distance and about them from correctly
0:09:05	a so if you have if you're involving a bank can you not providing direct
0:09:09	support your be the backend
0:09:12	you guaranteeing
0:09:13	if a bus if the any company fails to operate service
0:09:17	the bank will be claimed class and
0:09:19	so that kind of putting instead of structure that but that's an experiment
0:09:22	well known a few years whether that actually works
0:09:25	but that has the have the potential of severely decreasing
0:09:30	the cost of transport
0:09:32	and as all these
0:09:34	not got effects of ideas in people moving goods moving costs et cetera so we
0:09:39	know it's common however
0:09:42	run through the you and your
0:09:45	transport
0:09:46	proposed doesn't work we propose a work it's all the back
0:09:51	is the
0:09:52	so however
0:09:54	so suppose your boss company and you
0:09:57	you are you been selected for this project so you're giving kind of prototype equal
0:10:03	and that vehicle is given in the form of the capital asset to back out
0:10:09	because with the companies to do is in each operation lattices are used to hire
0:10:13	staff and you stupid systems in place in each market itself rather some promotions them
0:10:17	i need to do a one week free
0:10:20	free service around so that people are people get used you to writing it except
0:10:24	so there's no if there's gonna be a bunch of investment front
0:10:29	and the idea is that if the company doesn't make that service profitable the bank
0:10:34	can reclaim the bus because that's the collateral the perceived for all for working capital
0:10:39	so that way that there is no
0:10:41	the company's not receiving any if
0:10:44	kind of free
0:10:46	then i do not gonna runaway freak
0:10:49	a natural so that's and the idea is to dance figure out well if we
0:10:52	can convince couple of operators to move up there you're gonna start also having a
0:10:58	ripple effect where people see all those proper to be made in transport increment
0:11:03	it's kind of the larger and that experiment like cell there's number of others but
0:11:07	the idea is that
0:11:09	to change some of the business perceptions and dynamics around
0:11:14	working out there
0:11:15	a that is where you need to you to play around us when you're building
0:11:19	infrastructure
0:11:20	we have the tools to do your activity plans and
0:11:24	charts and budgeting in we were very good as a sector
0:11:29	we're not so great a managing for that experimentation to
0:11:33	two words and how come of
0:11:35	movement of gets of people
0:11:37	so that's nowhere coming from a project environment where we're trying to
0:11:41	to do mix of different activities to achieve certain outcomes
0:11:47	so
0:11:49	but with meta data management is
0:11:51	in terms of how you build an organization and eighteen that's able to manage for
0:11:56	that
0:11:57	and a couple of couple of key pieces that are put in here and we're
0:12:00	gonna jump into an example in come back to this
0:12:06	so the first and foremost is a nine different cultural messaging so if you walk
0:12:11	into to the j she office
0:12:14	that's the name of the program in term of j
0:12:16	if you want into that off if you're gonna see a lot of just very
0:12:20	quickly gauge stuff
0:12:21	other people around whiteboards people arguing
0:12:23	a lot of data that in mind
0:12:25	so not all that useful
0:12:27	a very regular trend of information that's coming in through
0:12:30	in house surveys you know
0:12:33	have like a fair bit people are there
0:12:35	a much longer than they need to be and that's not
0:12:38	necessarily good or in san device but the idea is that people are highly engage
0:12:42	with the topic of their work and first data is not just a job
0:12:47	on
0:12:48	that's that there is there are a lot of tools and processes available but they're
0:12:53	not the they're not the u b on and all of your work so
0:12:57	you're not required to the remote reporting requirements are fairly small
0:13:03	the number of different things you can do want all that is just a fraction
0:13:06	reviews
0:13:07	there's a lot of tools in the toolkit but they're not enforce does you must
0:13:11	use them there is that all here's here whatever you need to do your job
0:13:15	you have these resources available to you
0:13:19	in terms of management there's of the managers are extremely efficient that's key including the
0:13:24	program manager is that there
0:13:27	a very into kind of the day to day of the programming i think that's
0:13:31	questions not being an answer provider which is key as in terms of sending messages
0:13:37	just after we're trying to learn together try and figure out well because we don't
0:13:41	know the answer how to achieve this outcome
0:13:44	and then
0:13:45	planned targets to missions and i think this is pretty c and i say like
0:13:51	let be if you take it
0:13:52	the right way
0:13:53	is that i think the targets in the n t and then is very important
0:13:57	provide an outcome level we need to make sure that we're
0:14:00	were achieving the outcomes of serving the poor
0:14:02	which is the ultimate goal
0:14:04	however
0:14:05	when it comes to the day today activity based targets
0:14:09	are very useless
0:14:11	because then it makes the subject of
0:14:15	the
0:14:16	all subject of a job becomes achieving the activity target as opposed to achieving the
0:14:20	outcome of say increased people and you can at least increase for people and get
0:14:24	for example
0:14:26	so will be found is that
0:14:28	on the day to day messaging
0:14:30	with stuff
0:14:31	having a very well defined mission that people are very clear about to say on
0:14:37	the animal health team which i'll talk about later on the mission is
0:14:41	to improve commercial
0:14:44	veterinary service delivery in german
0:14:47	and that estimations we define different ways of doing that and people have
0:14:52	we that allows you enough toolbox to experiment and without going completely off charts the
0:14:57	i mean there's a wall and as can be a little bit more defined another
0:15:00	indicated attached to that mission but really the goal is
0:15:04	how do we improve commercially viable
0:15:07	animal health service delivery inter mode that's happening to look actors and the static and
0:15:12	then played as opposed to
0:15:14	train x number of better right
0:15:17	doctors they or whatever so if there's no
0:15:20	the mission is all of the outcome level and we don't talk about targets of
0:15:25	the activity level on a day to day
0:15:27	those expressed
0:15:30	so that so that's
0:15:31	he is intonation part
0:15:35	and then you talked about the toolkit
0:15:38	one thing i'll give an example of as well as
0:15:41	results chains are useful if people order those changes and
0:15:45	it's cannot of the dct and the end for you world
0:15:49	as kind of a sequenced indicator based activity and it very saying well if we
0:15:55	see this happen and this is the indicator
0:15:58	attached to it then you but you this result and then that unlocks the next
0:16:02	afternoon move onto
0:16:03	to its kind of is it's a very explicitly out of your teary change
0:16:06	and if you don't see one level happen you stop
0:16:09	and you river and have to revisit and revise
0:16:13	but i say that is like an option because results tree i've seen programs not
0:16:16	use results change do great work is low the general word of like to use
0:16:20	as disposable outcomes
0:16:22	is that the lower level you're saying what we want to rethink that if
0:16:26	we work with the number of wholesalers to improve in proc
0:16:30	product delivery by
0:16:31	having a preferred distributed program whatever like
0:16:34	whatever the outcome is
0:16:35	okay let's set that outcome and say for what for the next quarter of the
0:16:39	next six months
0:16:40	we're gonna in to have
0:16:42	twenty distributors try this or achieve x y and z
0:16:47	and if it if it fails
0:16:49	then we dispose of the okay so that's the difference between your higher level and
0:16:53	any locked in
0:16:55	indicators which are important in the outcome level a sorted ultimate outcome level but on
0:17:00	the day to day having disposable outcomes that
0:17:03	that don't show up in the in your in your performance management are equally important
0:17:07	because it allows to learn
0:17:10	in house style kind of targeted
0:17:13	surveys but done in house because
0:17:17	kind of contracting it out a is expensive and b i doesn't really get the
0:17:21	critical staffing given that you looking for
0:17:23	so when stuff are going enforce to ask questions as communities and forced to
0:17:27	investigate an issue in talk to number of local actors
0:17:30	it has the implicit effect of
0:17:33	of creating curiosity of breeding curiosity which is been really useful
0:17:37	and not to mention you get good and useful data
0:17:42	after action reviews
0:17:45	sorry one thing actually mentioned before rewritten a lot of the stop in a recent
0:17:49	a study which we've got copies of for you to take with us there's a
0:17:53	lot of detail i in that some kind of
0:17:56	with you know are independent out so i can send you the electronics what the
0:18:01	electronic a set of training a whole bunch since we know how many were coming
0:18:06	electronic
0:18:09	after i've interviews kind of coming from
0:18:12	is there a widely used by the us military but also used by the number
0:18:15	of different you can innovation type organisations
0:18:19	and
0:18:21	taking
0:18:24	and those are basically what was after an activity argument meeting what was intended what
0:18:29	actually happened
0:18:30	why do you think it happened and when you need to do next it's kind
0:18:34	of
0:18:34	it's a forced reflective process
0:18:37	and
0:18:37	what we found is that they be useful to some t
0:18:41	in some points in the program the less useful at other points
0:18:44	so you can have to say well okay maybe should do an ar
0:18:48	and teams will tell you
0:18:49	which is also great particles using no i don't think there
0:18:54	no not useful
0:18:56	and then distributed management of short-term work finding
0:18:59	so it from another project in southern you gotta
0:19:03	we have low we have kind of thing that locally
0:19:08	disposable outcome type plans that everyone is rather eat around
0:19:11	you are personal plan
0:19:13	is designed by
0:19:14	so every week the and every individual on the project
0:19:19	comes up with their own kind of okay through this weekend focusing on these are
0:19:23	the outcomes and i'm focusing on
0:19:24	by doing these things
0:19:26	on this is wise role in for me and is what i hope to achieve
0:19:29	a and then you kinda you can debrief them everything to say okay it happened
0:19:33	type
0:19:35	but by putting the onus on that stuff to plan their own work load it
0:19:39	also increases
0:19:40	relevance of what they're doing in allows for that flexible
0:19:47	so that the
0:19:48	things here that i'm not gonna
0:19:50	going to dive into a lot because i'm and that's just talking about but i'm
0:19:53	gonna put it there are just so that if you want to touch on in
0:19:56	the discussion we can organisational structure physical offers infrastructure layout spoken about four at a
0:20:03	like a links and then
0:20:05	staffing so the people or higher how they require a interview process is very key
0:20:10	and then how they're inspired encoded mentor i in terms of
0:20:14	regular conversations about their personal growth
0:20:18	you really kind of feel make stuff feel involved in any engaged
0:20:22	and then performance management us a lot of the competency frameworks to be devolved which
0:20:26	are available online publicly
0:20:29	are or
0:20:30	they have a any explicit learning in creativity component looking at well
0:20:35	what and what degree are you try and you think what degree are you are
0:20:38	you engaged in learning
0:20:40	and that is a performance measure as opposed to just results is also a performance
0:20:45	measure but
0:20:47	and not gonna are not gonna
0:20:48	die deep into that and then if you want to talk
0:20:52	both a couple of examples and we'll and
0:20:55	which one inch
0:21:00	so we have one of the programs to joke program
0:21:05	there
0:21:06	they're kind of goal is
0:21:08	if you didn't business models in the agricultural inputs industry in you gotta from being
0:21:13	a
0:21:13	very highly trader oriented one
0:21:15	to a customer service and solution oriented one so
0:21:19	but rate oriented you mean
0:21:21	by the lowest price possible cell highest price possible is predatory short term and it's
0:21:27	gonna
0:21:28	these results of that is that you're change and program that results and in a
0:21:33	much less dynamic system that is serving farmers for example in and it also allows
0:21:38	for counterfeit products a to seep into the system because no one there is no
0:21:43	incentives to develop long-term relationships
0:21:47	so moving to a solution focus mentality
0:21:51	where support problem is coming into a given area
0:21:55	and the past is it
0:21:57	in fasting a field
0:21:59	as a as a retail input retailer your job as you is to deliver a
0:22:04	solution
0:22:06	and because they're your customer and you that's the mentalities that's like kind of the
0:22:09	overall mentality just
0:22:11	and then to do that
0:22:13	to digest taking audibly
0:22:17	those disposable outcome type approach so they
0:22:20	and have i have the new
0:22:22	i just got in my inbox yesterday the results the your three
0:22:28	activity planning and reflection
0:22:30	review process
0:22:31	which occurred last week
0:22:33	so it's a new set of outcomes some been dropped some been modified of the
0:22:37	bad
0:22:38	so is really knew what out in front of me is kind of your one
0:22:42	your to your three and how the outcomes of all change
0:22:45	i'll for example a one point
0:22:47	one of the experiments was
0:22:49	to try and
0:22:50	increase the amount of
0:22:53	services that i ct firms offer
0:22:55	two inputs businesses
0:22:57	in order to
0:22:59	kind of and then the whole idea is just to do a whole bunch of
0:23:01	things that are targeted to words
0:23:05	creating this customer centric mentality so if i ct from the marketing themselves in this
0:23:09	is with a cell phone based customer feedback mechanism that creates more energy in the
0:23:16	system
0:23:17	due to push the two words
0:23:19	at a custom oriented mentality as opposed to train to one
0:23:23	so it's that's the idea so there's lots and lots of buttons like that so
0:23:26	one of the activity that took place is said well what if we put out
0:23:29	a challenge grant that
0:23:31	let's see what comes it
0:23:33	of and i ct from developing new product that increases
0:23:39	that the target customer service and target the inputs
0:23:43	got back ideas send them for feedback of them back had a few and a
0:23:47	few iterations the ultimately
0:23:49	it
0:23:50	that didn't work out like the idea is really bad years difference or just searching
0:23:53	for grass take this just had very common behaviour
0:23:57	but i mean that initiative failed and it got cold
0:24:01	of the plateau and in fact at this point
0:24:03	i ct from aren't even an outcome because they're just generally written them off
0:24:09	as a useful entry point
0:24:10	but they were there for a long time and if they were part of our
0:24:13	official performance measure that would then the problem
0:24:17	but they were they were disposal
0:24:19	on so i recorder there is a review and every year there is a review
0:24:22	the your to correspond with
0:24:24	you see ids budgetary requirements that leads to meet that and then
0:24:30	recorder more informally
0:24:36	so is useful to do another example or should be just chat a bit a
0:24:40	can get i and seeing that might be some questions summary not might not be
0:24:43	hitting all the knots that potentially should be so maybe we can open it up
0:24:48	and i can be done to more as we talk
0:24:51	well just from and how to say i help me
0:25:04	a million eight
0:25:07	and stress that were assigned he's
0:25:12	right so they were between
0:25:14	to actually get is not make money and in that state and that italians ran
0:25:19	into you
0:25:21	perception from clients s and how she tradition thing
0:25:26	note that we're trying to push
0:25:29	in our data care wire that i that is just and anymore
0:25:36	you know why i know are like a writer's here so and the same thing
0:25:42	at just under additive that i got of l
0:25:45	amazing how much faster
0:25:49	so the reception is very don't have that much money and
0:25:56	wonder whether this is being
0:25:58	s is really a solution or something
0:26:03	someone's just
0:26:04	actually
0:26:05	in order to get
0:26:06	to something where
0:26:09	in terms of better days or something like
0:26:13	it's data collection
0:26:14	i know that so are
0:26:16	theory behind more than others behind
0:26:19	i don't while being a key and you point in term budget
0:26:22	is that
0:26:23	that's a primarily pastoral speech
0:26:26	housing goals of primary sources likelihoods and i don't mortality is really high and s
0:26:30	and we did a pretty comprehensive study with the five stein centre before starting
0:26:35	which indicated that
0:26:37	i and this is we didn't notice before was assumed that i don't higher mortality
0:26:41	was because of calibrating in conflict
0:26:45	but the reality was it was just sees
0:26:48	so that was that it is reasonable if there is an increase in use of
0:26:51	animal health care
0:26:53	are there will be decrease bossed of life
0:26:57	is that's the that's the intention behind it but you're completely correct like maybe
0:27:01	there's a consumer choice thing in there as well or perhaps a public provision question
0:27:07	a lot of that should be a publicly providing good
0:27:09	and completed a right ranchers the eleven year round
0:27:16	i just i may see your star
0:27:21	so
0:27:23	there are a lot of three vaccination can instrument but you got incompetent
0:27:28	there was an outbreak a foot and mouth disease just earlier this here blows up
0:27:32	there
0:27:32	a and there was rumours of a quarantine but
0:27:36	i do not actually according
0:27:38	in place they should have an anyway but
0:27:43	the government responded very well i mean they did channelled
0:27:47	don't are funding actually in that case and that was vaccines delivered not expectations are
0:27:53	so it does it itself
0:27:56	efficiency and effectiveness perhaps
0:28:01	so we're pixel by which group
0:28:04	and so we're always faced with disposable cups versus
0:28:11	fixed outcomes
0:28:12	by doesn't use the terminology but to
0:28:17	post filtering approaches to look at have
0:28:20	intermediate outcomes they're called
0:28:22	which a change in all the time knows the project
0:28:26	denotes the c
0:28:29	the opportunity to see some
0:28:30	outcomes can measure were someone comes a more appropriate
0:28:36	personally i don't have that trouble
0:28:39	the same reason to talk about your experiment in the tried several works so for
0:28:43	someone colleagues
0:28:45	by which group
0:28:46	where project stuff for the
0:28:48	the problem i have as with this fixed come at the end
0:28:53	the typical project a problem with him back projects is that the fixed outcome
0:28:58	is to english as it can be measured it's to all the place
0:29:04	so how what advice would you go to the right to a better focused
0:29:09	six tokens
0:29:11	we can be measured and the
0:29:13	as a bilinguals we can hold accountable for
0:29:18	and you only could answer the question
0:29:20	i
0:29:21	i think that and i mean one question that would bring to mind immediately is
0:29:27	do those fixed outcomes have to be universal or can they be specific to in
0:29:31	country or region
0:29:32	well i don't talking about by projects
0:29:35	so by project will have sense of a component in this project amida just look
0:29:41	what sort of the u
0:29:43	outcome where the objective
0:29:45	is part of it is improved productivity of the business sector
0:29:53	okay so that it's a good measure that is how would you will refer to
0:29:59	something
0:30:03	so it's the higher level objective of the project so to achieve that are doing
0:30:07	lots of different things are doing the kinds of things for measuring the banks to
0:30:11	business
0:30:12	assessment of things like reduce about times text on business and so forth
0:30:18	but you are doing some work no export compared to those troops a better product
0:30:24	standards conforming to the actual products so
0:30:28	but also the one called disposable income because some of those work out some of
0:30:33	them don't work out
0:30:34	all
0:30:37	but this final objective of the project so improve productivity a couple of other things
0:30:43	that's workable problem because they tend to be things that are required to make sure
0:30:49	and things the to
0:30:52	you know the bank is not the only one that's
0:30:55	could influence of the attribution is an issue
0:31:00	there are lots of problems but i think it is important that we have to
0:31:03	have something
0:31:04	the back is going to be accountable for
0:31:07	and so i think that's the area were word bigram open stability in the other
0:31:12	agencies but this way
0:31:14	it'll help there
0:31:20	i will just after that this task
0:31:24	by which i
0:31:25	we don't know evaluation
0:31:29	we can better
0:31:31	perhaps
0:31:34	the more formally are about performance the better we can project outcomes
0:31:40	so i do i
0:31:42	it was before
0:31:44	are committed to
0:31:46	mass market
0:31:49	i just
0:31:50	just performance for your in fact
0:31:52	and so each question regarding this process you got of what mechanisms are place to
0:31:59	measure performance
0:32:02	that's a pronounced are fully integrated design right sure that would be very useful three
0:32:08	those so
0:32:10	so that we say
0:32:12	it took about three four months of conversation but it at the beginning and it
0:32:16	was a great conversation i think that were also we were probably should have a
0:32:20	mission
0:32:21	but going to have a conversation we did decide
0:32:25	to remove all former level
0:32:28	impact indicators from the projects of responsibility and it would make sure that in i
0:32:34	over that already portfolio different projects there's three don't independent projects and you going to
0:32:40	one that's
0:32:41	that's the inputs one that working with and then
0:32:44	there's one that's focusing on commodities some more on the that's i
0:32:49	and then there's enabling environment
0:32:52	project doesn't you know all c reform and us at you going to agree to
0:32:58	measured the form a little impact as a as an overall overarching
0:33:04	i exact evaluation which was fantastic so for us will be responsible for is an
0:33:09	increase of
0:33:13	sales and usually of not utilization justly stills puts more inputs are flying that in
0:33:19	a decrease of
0:33:21	of margins
0:33:22	is one of the indicators as a whole bunch of it is but one of
0:33:24	them
0:33:25	is more general on a long if its distribution chain
0:33:29	because there is a spike
0:33:30	at the former
0:33:32	and y see that
0:33:33	that get lord and then increase in
0:33:36	if it'll abilities as graphics go up there is a decrease in counterfeit thanks to
0:33:42	those it's there is about
0:33:43	thirteen unique
0:33:46	for the usa for measuring plant that were
0:33:49	contractually responsible for any the only excerpts that was really it was a conversation took
0:33:54	a long time interaction contractually just
0:34:00	in an for example
0:34:04	and that that's something that's really a call
0:34:12	sure
0:34:13	and i think that's where story really interesting to is talking either word as well
0:34:20	so they're doing these experiments there figuring out what works
0:34:25	what does not work these disposable outcomes are probably generally loss
0:34:30	so what does not working for us
0:34:33	no one in real-world mexico is everything here about that they're gonna try to replicate
0:34:38	the same
0:34:41	at what they only view
0:34:46	and it how can we
0:34:52	i think that's
0:34:54	and the impasse given right of the attention
0:34:58	but it's only small outcomes where i think all the only is taking place
0:35:02	and how we can
0:35:04	still that are so that people and they are
0:35:07	because it's a waste of resources to bp those that's over and over and over
0:35:11	here but that's what we do
0:35:13	only someone is tried something similar with bus companies another batteries are maybe
0:35:19	where
0:35:20	different a housing in the m is the same how do you can ask you
0:35:25	only the people so that you can
0:35:27	these issues come over
0:35:31	right
0:35:32	absolutely i think there's a balance there because a lot of the time coming from
0:35:36	complexity theory
0:35:38	and the moment that spent so depending on kind of the history of the system
0:35:44	and the current state
0:35:45	something might work somewhere that doesn't work
0:35:48	you know places right so that's
0:35:50	but there are some common out that words learnt for at least word understanding why
0:35:55	those disposable outcomes
0:35:57	but was tough place
0:35:59	and you can make kind of a context based decision but that's relevant i think
0:36:04	it situation
0:36:05	so but that's
0:36:07	so really good point
0:36:33	so i think you say something that might
0:36:36	you mean for years result by the way
0:36:38	i don't know is it can tell from this side so huh is okay sure
0:36:46	i'll put something out on the screen with the caviar that this is just something
0:36:50	i did
0:36:53	i
0:36:56	definitely not
0:37:02	which works from
0:37:07	i tried to take a look at band right views were used the most instruments
0:37:14	and
0:37:15	we can this and i didn't
0:37:23	so this is the first eight months
0:37:25	roughly no first year
0:37:30	what is your implementation so visually the program actually started in october of twenty twelve
0:37:36	but then staffing analysis et cetera all occur before this is all stuff were in
0:37:41	the field and working at this point as the resistance
0:37:44	six years like around the time we're status no idea what
0:37:49	so that's were also i would say the highest level of experimentation was taking place
0:37:53	and then it completely even once they can define the results jane and really started
0:38:00	working on one and then there was another
0:38:04	quarterly review at actually there was a quarterly review you know to rate around that
0:38:08	spike
0:38:08	and then there was another review in
0:38:11	just before last term so many
0:38:15	so that was right ready and a strong
0:38:17	so i and i mean i could go back on minor jack because all of
0:38:21	them are digitised speech
0:38:23	to go for
0:38:25	and of the questions are in the global formant people in just go in there
0:38:28	and then fill out
0:38:30	i will cable would intended to participate in what was the goal you into g
0:38:34	we did user why this happened what happened
0:38:38	and you submit in and
0:38:40	all staff of access to the in going to look at anybody else's i
0:38:47	so that was so there's i mean there's bikes and then i spoke to stuff
0:38:50	about
0:38:53	why that was the case and the syllable is not used for just that really
0:38:57	was not so big question and this is an unresolved question is that how do
0:39:01	you figure out
0:39:02	how do force it to happen when it needs to happen again
0:39:07	because it will need to happen again
0:39:09	especially when kind of the current initiatives in current pushes and mostly associated with the
0:39:16	season
0:39:17	so once the rainy season is and religious right now
0:39:20	what people and what we didn't work sitting now's the time where
0:39:26	lightly stuff need a little bit of the k two
0:39:28	to start thinking you attribute again and
0:39:32	jane seymour ar so it's contextual it depends on management you have
0:39:36	i i'm a big believer in
0:39:37	in good hearts law
0:39:39	you know when to measure becomes a targeted fill to begin
0:39:42	which is like if you is just realise process
0:39:46	it becomes less the purpose behind the process gets lost so
0:39:49	as in
0:39:50	it would when managing think how do you do that in a way that appears
0:39:54	in helpings to show less
0:39:56	as is gonna give a choice but i
0:39:59	so that you kind of genomic exactly
0:40:03	distance
0:40:04	sorry you think number so weighting
0:40:08	timing i in phase
0:40:11	six fine
0:40:13	well so it's a cumulative
0:40:15	it's a is a cumulative over time
0:40:18	so you have to action
0:40:21	for forty five and primarily done by t
0:40:29	i mean you think topic something different components right okay
0:40:35	and i also tried to this is this is where i'm not an evaluator some
0:40:39	their young triggers
0:40:40	i looked at the average number of words in the what have you learned part
0:40:45	of the review and tried to see if it is consistent was fairly consistent across
0:40:50	the teams of like how many words they were using to describe the various thirty
0:40:54	five
0:40:55	average
0:40:57	but a weak suggesting
0:41:00	definitely lead to completing an activity and it can be efficiently not state
0:41:06	no so it is left up to the team and where people call last is
0:41:10	every time there was a major each action
0:41:13	in major meeting with the government i
0:41:16	and the cost here a major event then brought together traitors
0:41:22	anything that was more than just at
0:41:24	just your regular day today
0:41:28	so i that that's probably where the holstein actually interestingly enough use the abstract interviews
0:41:34	as i kind of correlation tools as well
0:41:38	because they're spread across three districts and they're working the government
0:41:42	so that they kind of needed to know who's talking to whom and seven
0:41:46	as they found that the properties that is a discussion
0:41:51	so you started by individuals are killing or
0:41:58	with the team the error rate or
0:42:02	is there really small laser units
0:42:05	so each of these teams as
0:42:07	three people
0:42:09	it's really small
0:42:11	pretty fast well yes you know what people are i
0:42:22	i'm how long as there are processed
0:42:26	have four
0:42:28	and what you get at all
0:42:30	absolutely i think that's where the can really the national messaging in black women to
0:42:35	you hire
0:42:36	comes into play
0:42:38	there is
0:42:40	i mean i think in every developer program and this is
0:42:42	i around the side of caution when it comes to
0:42:46	money's sake
0:42:47	i think there should be very limited access to decide
0:42:50	anything i think in this program choose partly index page
0:42:55	at those of the two people can decide what everything in there is a limit
0:42:58	between the two
0:42:59	this will and i think that's a necessary because there is a danger and extrude
0:43:04	quantity of finding that syllable
0:43:07	but
0:43:08	at the same time
0:43:09	there needs to be a huge amount of come for
0:43:12	first out to feel like the incoming talk about an idea
0:43:15	with the manager without feeling that there
0:43:19	that
0:43:19	the lower feeling intimidated any issue
0:43:23	and a lot of as a role modelling filial role modelling yourself
0:43:27	kind of opposing ideas yes she's have to be
0:43:31	very human stuff so there's it is a fine line
0:43:37	so how predicting an initial or if you
0:43:43	and if you can imagine what we were can hang on higher predicts that are
0:43:49	based on a green light
0:43:52	i do describing effects how exactly things like that splits angry i have something to
0:44:03	work i just haven't i know that and the freedom to
0:44:08	and i know i you know that management when you know that i don't see
0:44:15	that in your you use a contract thing to
0:44:21	this someone
0:44:24	send
0:44:25	we do
0:44:26	the problem can
0:44:28	mappings
0:44:29	right
0:44:30	that comes to a or whatever
0:44:33	known to
0:44:34	the selection hindi
0:44:36	you have unit or what it is important to
0:44:40	the principle
0:44:45	because the
0:44:46	for what we're probably we need
0:44:50	you miss for all the
0:44:53	for sure
0:44:54	for sure and it's i mean it's an ongoing and i think this is where
0:44:58	you enter the soft realm of relationship between
0:45:00	don't implement or
0:45:02	and it really depends on how you navigate those conversations the individuals involved
0:45:08	and systems available to use i can give you two examples from here is
0:45:13	i used to thank and i am saying i used to because i don't think
0:45:16	of with this anymore
0:45:17	a strongly
0:45:18	the cooperative agreements
0:45:20	with you see id were much more flexible
0:45:23	phonetic instrument but this type of program you speakers
0:45:25	you have a kind of shared about control between measured already can
0:45:29	the budgeting is a lot a lot of loose
0:45:33	say and then contracts
0:45:35	however the time to take project that's functioning at c
0:45:39	phenomena i is a contract a and that was this is just a great
0:45:45	see large okay that's
0:45:47	the their the these speak all the time they're onboard and they also the plan
0:45:51	to
0:45:52	the in order to things are gonna change so the budgeting is done not based
0:45:57	on specific activities but a little bit more on the dialogue so there's
0:46:02	the but the budget lines a bigger
0:46:04	but fewer of them
0:46:07	and so in there is a that that's ongoing conversation but it can be done
0:46:11	i think it's to more about having the right
0:46:13	i an discussions that the error like that this was not all kinds but we
0:46:17	can see how kinds that are more
0:46:20	right i can avoid all
0:46:26	to see
0:46:29	something
0:46:30	suppose that when i
0:46:32	that position there
0:46:35	it's
0:46:39	one of the things you well we found then depends on the outcome
0:46:43	is we sometimes look for this is now looking purely in a market facilitation axle
0:46:48	account grill
0:46:50	is that we try and see
0:46:51	once in a reading with the business a be supported them with a certain number
0:46:54	of activities if we now stop also for what happens
0:46:59	and that's the definition of whether a success for us is able to recall sharing
0:47:05	on promotional joint promotional that's for
0:47:08	for in the steelers just to
0:47:11	do you can
0:47:12	capacity be reduce the risk
0:47:14	of investment on can small-scale retailers and also there's
0:47:18	to do speech reformers and then go out to market days and setup
0:47:22	events and actually the promote promoter products and information
0:47:26	and to reduce that risk we give stable if we
0:47:29	if we call share and then
0:47:32	for the first one or two and then we can talk about with that this
0:47:35	is how affected that was
0:47:36	and interchange mechanism because the business find that to be a profitable to the issue
0:47:41	i do you taking them unless the
0:47:44	that's so in order to test that you just for tract
0:47:48	watch for a few months so you can where you're working with other partners you
0:47:51	doing other thing you're not doing anything that
0:47:54	anymore and then if x doesn't work and you can start getting evidence to are
0:47:59	saying that was not a very useful information
0:48:05	but you just go back to
0:48:08	really point much will be role to search more complicated
0:48:12	i two pretty straightforward
0:48:15	my experience is not true in every country of one example for good ashcroft work
0:48:20	to sort
0:48:22	and
0:48:23	they're by works two little works with the ministry
0:48:28	rules which those national
0:48:30	rose
0:48:31	non-words useful because the local government engineering department those roots
0:48:36	we propose these agencies bike
0:48:38	to build a two colour operational risk assessment
0:48:41	try to figure out what we're three
0:48:44	managerial shoes that would affect whether back operation would succeed or fail building roads
0:48:50	and the little all the kind of this is processes
0:48:53	in each of these two different organisations so which are
0:48:58	but it will actually engineering design
0:49:02	you're emotions
0:49:03	a crossroads management's various types and so forth
0:49:08	and they found that in the beaches syllables an actual roads
0:49:12	the risk were so great that the by just couldn't work with the ministry social
0:49:17	darpa program
0:49:19	whereas with three we wrote agency we found the roots were manageable little to the
0:49:24	agency was really will lead to the things that we do in order to address
0:49:28	also think when the second
0:49:31	operation there
0:49:33	trouble is to get to the rule two d mesh well that's what happens amount
0:49:39	of the large so this wasn't sure that because this
0:49:43	role buildings there is can be can were also we cannot construct good
0:49:49	i would agree and i have a propensity for calling things complex
0:49:53	i see the complexity in it before it is you the complicate is that's just
0:49:57	as an example
0:49:58	when you've got all the politics in the social dimensions
0:50:05	and i don't question about the actual content of the after action is i and
0:50:10	then much like to do that i
0:50:14	i was wondering if i don't know if you've had a chance to
0:50:18	i one at prosody not that
0:50:20	i was wanting that in terms of the content is that's consistent things that and
0:50:25	were identified as not having by myself okay patterns in the challenge happens in
0:50:33	solutions even in a strategies of how they without the right so i'm probably can
0:50:38	question very well
0:50:40	and the reason for that is a not
0:50:42	team leader is a small team so i so for example in the l t
0:50:46	i i spoken to know how you would be a team leader manner
0:50:52	really in proc
0:50:54	she she's princeton out presented you need to be roughly a week
0:50:59	and d discussed it and whiteboard in figure out of the patterns are right shows
0:51:04	that they are dating
0:51:07	and then information conforms to weekly yes i do the weekly hold it can sell
0:51:20	so this is kind of two
0:51:27	one
0:51:28	well
0:51:30	and this example as i paint included in that had yes so it's
0:51:36	the s is what result you working on what success looks like what do you
0:51:40	try this week
0:51:41	what we're signs of progress negative side we didn't work
0:51:45	and you to try x a
0:51:47	and that's so that comes out of each team
0:51:53	t prepared of course
0:51:57	well
0:52:01	the offencive results shown
0:52:06	and
0:52:10	roughly every for six months
0:52:11	on this program
0:52:14	stonewall process
0:52:15	i'm sorry cluster
0:52:17	but this one's mercy corpora to check yes there that's
0:52:20	the outcomes are
0:52:22	very that it did not standard format for work that the city will this one
0:52:27	sure which is really for and the resulting probably visors to the doctor visits a
0:52:32	lot less often
0:52:34	well i mean just
0:52:35	just natural it's a it's a for each way
0:52:39	so
0:52:40	i think there are involved in terms of they have access to
0:52:45	but it's a little bit less delay and so on
0:52:51	yes i mean but there is a there is an for
0:52:54	i do quarterly report that's
0:52:56	for normal and the device results change
0:53:02	based on your experience making a little bit about
0:53:07	christine is groups challenge
0:53:09	the bottom two levels there's
0:53:12	how do you promote individual during this way so how do project he's economies characteristics
0:53:19	so that they're running and stuff
0:53:21	and then there are challenges how you at a scale well that it will arrange
0:53:26	their institutional
0:53:30	what are some of the cr characteristics of people really take the start i guess
0:53:36	station really take this are they get just the way that they do business first
0:53:42	how c
0:53:45	does anybody else
0:53:46	i and
0:53:52	that's true that's true i will be these two learned like utterances it's that's a
0:53:58	very effective
0:53:59	set of principles
0:54:01	i mean i think you have to demonstrate the utility that'll develop have "'cause" i
0:54:06	mean if you're not you it's just like i think your try literature
0:54:10	kare
0:54:11	just a scalar actual signature
0:54:16	is to be demonstrated that it was for the onset of programming and even though
0:54:21	you saw fall off real suspect worse still solve it addresses
0:54:27	with the with this direction
0:54:30	so we get drilled out of it and cy that is areas
0:54:35	see just what happens
0:54:37	why certain g
0:54:41	well that's
0:54:43	what was the impact of this on roger
0:54:45	right so that it is clearly not with roger
0:54:51	i very
0:54:52	i think so too
0:54:53	as i think so too we try to qualify this
0:54:56	for a colourful it's a just describe the form in that case study but not
0:55:00	so much the latter
0:55:03	it is to let me and it also
0:55:07	entering your three in october
0:55:09	i first
0:55:12	and
0:55:14	i am i how they are defined
0:55:17	so there is there is a just a the one of the big
0:55:21	initial and final evaluations that that's one p and p and then the there is
0:55:27	another very like there is a really interesting set evaluations that are gonna come from
0:55:31	right side
0:55:32	because when we started off
0:55:33	we said we don't really know where or is gonna be
0:55:38	cell
0:55:39	the five stein center came out and did what are the most
0:55:44	kinda
0:55:46	and perhaps not as figures
0:55:49	initial baselines i participatory baseline something called it a and it looks at task it
0:55:56	goods and services
0:55:58	and ran very experiential focus groups
0:56:02	all around term budget
0:56:05	looking at how important certain gives are everything from retail goods access to
0:56:11	to transform to energy to like just really just blank it
0:56:16	and said what's more important was less important people what are people's perceptions category c
0:56:21	d availability of certain things since it is an excellent e i is unlike any
0:56:26	study of that
0:56:28	people using stones to try to look at her movements
0:56:32	and see you cut out years in people's perception have
0:56:36	about the size of the words were all are
0:56:39	and they perceive them to be feature like this
0:56:41	kinda trying to correlate
0:56:43	people's perceptions of reality and
0:56:45	and across the whole spectrum of topics we're gonna have another one those
0:56:50	in the middle
0:56:51	which interesting to see how that changes
0:56:57	and then we didn't do activities and probably fifty percent as here is that there
0:57:02	were evaluated we didn't know
0:57:06	as the leadership inconsistent
0:57:08	right
0:57:09	it has been so far
0:57:11	the data are gonna go through translation
0:57:13	so
0:57:20	i and the design was
0:57:22	the present in
0:57:24	let it for the first for years also design project spent two years
0:57:31	but the rule changes not to all
0:57:36	to change and principles a real common seven principles as
0:57:41	that the project by
0:57:44	you said that the mission doing so
0:57:48	so that a evaluation or a broader direction is just a more so system or
0:57:53	kind of traditional indicators household based evaluation
0:57:59	and so i mean that'll be interesting but we also want to get kind of
0:58:02	this all the level of qualitative data
0:58:04	i just to see what changes
0:58:08	an interesting approach because i to make sense that you
0:58:12	do impact evaluation project level someone doesn't make sense because part is by definition are
0:58:19	necessarily having the prior
0:58:21	right program of
0:58:23	projects the are expected to have
0:58:29	the interesting to see that they take it approach to their evaluation as well
0:58:34	is minus n is the bank still tries to do impact evaluation at the project
0:58:39	the whole
0:58:44	to various
0:58:45	various programs
0:58:47	successful
0:58:48	right
0:58:51	right
0:58:58	what are is there anyway
0:59:01	in that easier
0:59:04	it's an adaptive management
0:59:07	so this i mean there's mattering the and there is more and more that are
0:59:11	there now coming to are so i just of the speaking with the
0:59:15	been more secure is really great to
0:59:18	to catch up with and learn what over these past few years they're trying to
0:59:22	find the same approach in liberia
0:59:24	the group programs is the first see that funded all and for p programs it
0:59:30	should be interesting
0:59:32	due to see where that goes into there the caff your everything
0:59:36	adaptive management have really switched on a set of folks that are there and the
0:59:41	ratio so that would be interesting to watch t just are there just started
0:59:46	there is
0:59:51	can you mark distrust is another want to look at l
0:59:55	i think that there there's been a bunch of changes in the distant funded market
0:59:58	access for us not up to date with regard to where they are right now
1:00:02	but at least well as their
1:00:05	they're fantastic
1:00:07	also adopted similar kind of the adaptive a structures and
1:00:11	taking more experiment
1:00:16	or some other ones i've heard so now this is all your things are supposed
1:00:20	known things
1:00:22	there is a program to all cost a marked
1:00:25	no fall it's implemented by
1:00:28	it can sort through the springfield
1:00:31	and a bunch about this practical actions as well
1:00:34	a there are also the they actually released
1:00:37	is a case study that that's a good companion to this one that's both think
1:00:42	i
1:00:44	is and the kind of camelot you're the two we're using
1:00:47	and there's
1:00:48	both similar and different so that that's interesting one
1:00:52	to look at
1:00:53	it in a t i you know management comes from now
1:00:57	i don't from q or how the that everything you know it's that you know
1:01:02	in managing
1:01:04	i
1:01:05	because i mean to and i natural that's i with working with fish while i
1:01:14	fifteen years ago anywhere
1:01:17	and management
1:01:19	it's a man i might have
1:01:21	there was your approach which is adaptive management for
1:01:31	maybe a little bit about added to the starter
1:01:37	which one parallel to it
1:01:40	but they do a and another a colleague of mine just real paper
1:01:44	that
1:01:45	that takes leans started principles and it kind of license that of all the spectrum
1:01:50	happy to show well
1:01:51	i maybe else then all these resources to refugee there are in line with a
1:01:57	dog filters it is a little i mean they're all
1:02:02	so clean started a properties of the philosophies that
1:02:06	the quicker you make all the mistakes you need to make at the beginning of
1:02:10	a starter process the and
1:02:13	but chances that you're not gonna take
1:02:21	so that a silicon valley i mean coming directly from silicon valley startups is that
1:02:27	but so the way that they don't eight throughout the business
1:02:32	find as a business plan the first kind
1:02:36	sept first segment of their
1:02:39	what they do is begin okay
1:02:41	in the first of all that's
1:02:46	but there are the about the minimum viable product
1:02:49	which is the d kinda
1:02:51	lowest cost prototype
1:02:54	that will give you information about what you customers really one because you always come
1:02:58	into a start up with an idea of what your customers
1:03:00	a or problem that you want to solve on but often times you haven't already
1:03:05	come
1:03:07	so you come into you design a minimal while product
1:03:11	and then tested as quickly as possible do you gonna more information about what
1:03:16	what customers you cannot like and based on value product
1:03:20	as you generating a lot of intelligence very quickly
1:03:23	and
1:03:24	taking care of a lot of failure at the beginning no are intentionally and then
1:03:29	you then you get to a point where
1:03:32	so it okay now going to
1:03:34	power to invest heavily in one for type and
1:03:37	so that's where departs from to because
1:03:41	with
1:03:41	but because with the lean startup and we'll talk me talk about that in the
1:03:46	paper i mentioned is that
1:03:48	with clean start of the objective is to get to a product
1:03:52	that can make money as a development that the objective is to is to just
1:03:57	make intact and the four
1:03:58	so this so that there is a departure there but at least the principles
1:04:02	it beginning we have like you have a rough objective in mind
1:04:05	you need to generate a bunch intelligence you have to kinda get there
1:04:09	this principle useful
1:04:11	they also talk about differences to measure it engines of wrote well
1:04:15	and they have a whole bunch
1:04:17	settings for
1:04:18	i don't know if the if i
1:04:24	sticking to say or even if a okay to read that it may be but
1:04:31	it contains
1:04:34	you can adapt their cost
1:04:37	at a rate
1:04:38	is true and i think we need to make sure that we're not doing with
1:04:42	with our experimentation but the experimentation is necessary is not gonna get
1:04:47	or without
1:04:48	and then it would be interesting to what across the l c have a phrase
1:04:52	like right natural resources are a series where
1:04:56	well i landed
1:04:58	animals and made by something vol
1:05:02	and engineering probably management i
1:05:08	that's my back so i come from environmental engineer that's wise
1:05:12	it doesn't make sense from a career perspective but from a foreign concepts like to
1:05:17	that's what was couples
1:05:20	collected was rated of the teachers to
1:05:23	it's a experimentation but has a lower or whatever and i think the fight in
1:05:28	practice
1:05:30	we tell managers well the experiment or by dividing thirty gives on
1:05:36	when you be like how a so that our experiments
1:05:41	it's not just well that's trying to support a see what happens but there's this
1:05:45	major state that the data we decided if you give this particular take a decision
1:05:53	it's that will refer to this for experimentation it i think a thing is that
1:05:58	reminds me i resolve the quality management that schools in order where i was i
1:06:05	try to take a quality and it cannot was quality circles and always they totally
1:06:11	did only with regular of
1:06:13	the statistical side which is where all day
1:06:18	i mean was a statistician
1:06:20	it all of this
1:06:21	it is speaking this really big thing was
1:06:24	had no it because you think it there
1:06:27	at experimentation
1:06:30	is the high potential a falling into that same where people say the right all
1:06:34	these experiments
1:06:36	but there's no reader to it is so data collected data just making decisions like
1:06:41	they did
1:06:42	anyway because
1:06:43	well i can see that are not easily there is consequences to properly prototype bridge
1:06:53	we wanna make sure
1:06:55	you know that triggering it
1:07:00	and apparently extending is pretty guy trying to say
1:07:05	at least in of teachers state
1:07:09	that is sitting down and if it is actually to adjust my right okay that
1:07:16	a
1:07:17	so very difficult because of their positions in of itself right although it sounds good
1:07:22	okay try you know these two
1:07:26	to the eighties way is that it is you know
1:07:30	it is there a way landau rate and style this like a data that's already
1:07:35	there and maybe look at different ways that different sticks to it and see how
1:07:40	state and the effect
1:07:43	can you get the information you need without
1:07:45	having to me then i think we define i will doing something
1:07:51	but can you is there is there are opportunities to experimental side because it possible
1:07:56	to run experiments with probably station or i something that doesn't require the amount of
1:08:01	political and
1:08:03	time investment of creating tree structure which is very process you break those with knives
1:08:09	you know can not
1:08:11	and things and it's and you try to find hey give more exactly
1:08:16	work
1:08:17	a that the method in thinking something interesting detecting connecticut
1:08:24	i a
1:08:27	i mean putting that any difference between you know what in an application okay try
1:08:35	okay i think marketing a good right
1:08:39	and not tell you we can
1:08:41	okay
1:08:43	so that night
1:08:44	well but obviously to some extent it might be interesting just like i think that
1:08:50	i think that predicts that between okay shining
1:08:53	just for stationary in scenes and scenes where can you
1:08:58	no and jane and i don't shoot at several
1:09:02	is less talking with that we know
1:09:06	we're talking about a project actually going on how they get medical care workers to
1:09:11	work
1:09:15	and they're looking at the what is it a to actually can it's to do
1:09:19	is in the medical care to go to these places where
1:09:23	you don't really want to be you already
1:09:26	if you most medical workers they're actually okay well how can i try different things
1:09:32	are regions to say
1:09:35	is it a descending some people here what do we had a pretty local people
1:09:40	and eighty hours so they are kind of doing this
1:09:44	has they go because it can just right one stressed because i don't tell it's
1:09:50	way too early so they're trying lots of works just see how they can get
1:09:54	medical care people go to these different communities
1:09:58	and i'll try to extrapolate it can find in come up with either strategy for
1:10:02	analysis of five experimentation
1:10:05	well adequate research going on okay be behavioural economics and it is really well for
1:10:12	this
1:10:13	and i o where
1:10:16	so i think it kind of place out that way and o
1:10:27	one coming on what thirty a and so he's mentioned several things does the video
1:10:32	once we get the you know ready
1:10:36	i think is a was the emails a central derivative nike it is also on
1:10:41	the paper it sounds on a paper you have a very interesting yes really or
1:10:45	video for
1:10:47	usa a that is a specific content of this right
1:10:52	rise more looking at the programming
1:10:55	and now
1:10:56	learning implies
1:10:58	so other people i wanna watch that a one
1:11:04	yes i wasn't thinking something the estimated by adding a new blind
1:11:11	reappointment
1:11:13	i and study some fate
1:11:16	great success
1:11:17	and you like to thank and let you know but that and we can contact
1:11:22	somebody be
1:11:25	okay
1:11:27	sure so i mean to there is
1:11:29	we couple of things that
1:11:30	uwb i'll talk about failures for this
1:11:34	b i mean word incubator
1:11:37	of sorts we need you very social change ventures in the broadest references not all
1:11:41	the marketing change all but all the more target word
1:11:45	some kind of change that is
1:11:48	like all and group is what i work for even though i work for each
1:11:51	b
1:11:52	the point is a like a norm that just works with
1:11:57	of facilitation projects looking at building locations such
1:12:01	means a very is and there is a sixteen different ventures
1:12:05	has incubator the last few years a better of varying stages of each page
1:12:11	so the failure the reason i bring you know is that bees pond off
1:12:17	e
1:12:18	in ventura called fill fork
1:12:21	and that's actually good runs fill for
1:12:24	is the brains behind he'd of these filler for now and then she spun that
1:12:28	all other organisations do the same social google fill forward you should be able to
1:12:33	find a lot of resources and contact on the website
1:12:36	so the idea that under free resources and plus a if you like to
1:12:41	soc
1:12:42	so this is a resource that's
1:12:45	but on uwb side with the fill your for
1:12:49	i systems is at one time for it's a great
1:12:53	symbol to mobilise organisational culture and because it's a statement of public statement
1:13:01	on that allows all over staff to
1:13:04	you'll come from over there and have conversations feel like it feels okay to talk
1:13:08	about failure because when no one
1:13:10	for the filler for the content of the feeling for
1:13:14	is very fail to actually you
1:13:17	it's just like i read some failure for articles all read them but they come
1:13:21	out a but at the end of the day i and we're not gonna go
1:13:24	back and we
1:13:26	we other people's feelings from five years ago
1:13:28	designing a program that the breathing
1:13:30	b veil
1:13:32	however
1:13:33	i think the impact does have that everyone is very comfortable saying and that's
1:13:39	i didn't work and that at least helps on data
1:13:43	being flexible and adaptive and media comparable to fail so it's fifty percent
1:13:51	and adding right is also trying to ask himself this question is how do you
1:13:56	use existing information in
1:13:58	not repeat mistakes and you guys are all here for that reason so are we
1:14:02	have the same problem
1:14:05	well
1:14:07	so we got us a scale filter four
1:14:13	i was cancerous our four star generals there's i average everybody's
1:14:24	but
1:14:26	while a lot of a sentence i
1:14:34	i have anything i shall and an okay
1:14:40	where
1:14:41	well
1:14:43	no i create miracles for these are about as
1:14:47	on the end of
1:14:48	if you're of your
1:14:50	responder onset rhyme and centralized to
1:14:53	allow for failure which was probably are evaluation process to what we
1:15:00	right so the query reduction absolutely and you know it's fascinating that and we just
1:15:05	be personally is that i
1:15:08	i mean
1:15:09	i live in read stuff but if you but mean environment
1:15:12	where i need to save face i will say face and i myself but l
1:15:18	studio out still kinda conform to the incentives that around socks
1:15:24	that this distance is terrible recognition
1:15:28	that we're it is very susceptible
1:15:30	your local structure
1:15:33	the travesty drops
1:15:36	with the previous failures stars show
1:15:45	and next compute
1:15:47	he was also process but this problem
1:15:52	it was thinking for
1:15:56	i feel i and huh
1:16:05	and then and then every subsequent layer management does the same thing
1:16:10	whereas in that be okay
1:16:15	and one not easy and name is it's flat is that they are trying to
1:16:20	the learning disability so everything that described is
1:16:24	kind of ongoing work
1:16:27	i it's weird because i mean it's i do then sure it's of the whole
1:16:31	idea of uwb is that
1:16:33	if we think that something is needed in a system
1:16:36	and it can be done and then x
1:16:40	then we push it out as a as kind of but probably neutral or a
1:16:44	for profit entity a support group is a nonprofit consultancy and the learning all this
1:16:50	based and you can to
1:16:51	that's focused on building
1:16:53	learning organisations in these task so working tanzania can you going to
1:16:59	working with and using programs to build a sculptor
1:17:02	and because we're based overseas are able to run kind of
1:17:05	learning events practitioner learning and bring people together
1:17:09	put out that you
1:17:10	a influence pieces
1:17:12	and then are brand or is working programmes directly
1:17:15	to build but for me i work for uwb correctly
1:17:19	toronto canada anymore
1:17:21	a learning stuff in terms of
1:17:24	articulation packaging
1:17:30	but you are coming i have to be after that
1:17:35	i

Adaptive Management, Experience from the "field"

BBL

Amir Allana, Engineers Without Borders Canada