:Day 1 : Collaboration on Dev. Maps helps improve individual ones
Quick wins are a great tool for building social capital
Developments is more sustainable when begun from within and branches out
Day 2: Focus on quick wins
Get a broad picture by working top-down, get details by across
from bottom up
Monitoring is about managerial task
Isolated projects do not have a lasting/significant
impact—and often time causes dis-development
The goal goes beyond the project. Multiple projects share a
single goal
Start with a vision (goal) not activities
Creating a problem and objective tree shows the relationship
between circumstances
Outputs are noun!!
Causes are effects, effects are causes
Vicious cycles, victorious cycles
Have to choose the assumption that is most important.
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Day 3:
1. It is possible to stimulate demand by changing conditions of the offer, even when demand seems to be inelastic
2. When you look at a problem tree, ask 'why' and go back to test its logic
3. Importance of indicators, and of selecting the correct ones to measure progress of project
4. If you build on health, can buy your way into wealth
5. given the same set of information, different groups will come up with different project plans and depictions and perceptions of an analysis
6. Need a baseline value for an indicator to measure a project
7. May be difficult to determine differences between causes, effects, and manifestations and therefore may be difficult to decide where to start (which comes first?)
8. Work toward a vision (more of something), rather than towards less of something. This is empowering and helps to build social capital
9. Technology can be an incredible means by which to demonstrate ideas and present data
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Day 4:
1. It was hard!
- Need to be patient with collaboration; lots of ideas
- Quite a bit remains to be done - where do we start?
- Knowledge that many development projects have been unsuccessful. How do we make ours work?
- Terminology is important - choose words carefully
- Many ways to look at at a problem (project, portfolio, top-down, bottom-up)
- Build on past successes to build empowerment and highly leveraged change
- Limited information makes it difficult to determine causes and effects
- Ensure that you can tackle what you are attempting to tackle. Sometimes is out of your control
2. Development projects should be reflective of the uniqueness of each situation, country, and/or community
3. A change in knowledge doesn't equal a change in behavior!
4. Planning, analysis and tools should be used in all aspects of life: ex/ quick wins, causal relationships, etc....
Day 5:
BIG IDEAS FOR THE WEEK
Skills/technologies learned: how to design and evaluate projects, how to use a problem tree to analyze problems, CMap, Mind-Manager, Twitter
Distinction between the terms: Program and Project, Output
and outcome
How to build indicators and make assumptions
Big wins
Cause and effect
Development philosophy
Creative tension from group work can be a cause of inspiration and make you
question your own assumptions Learning how to use tension to work productively
but not walking away from it
Collective intelligence, group work are key
Aha at the end (ask Daniel)
Development is iterative (keep going back where you start back and forth)
Insights don’t come
in linear fashion
Pay now vs. pay later (spend longer time on analysis until
it is clear pays off later)
Work toward the vision!
High performance learning---take something that you learn
back to other things in life
Be specific with terminologies (know what you mean when you use a term)
Recognizing that something is hard but you can manage it
successfully
The importance and utility of causality
Local and community ownership is crucial in the sustainability and success of a project
