Learning to make a difference

1. Learning to make a difference a value-creation framework for social learning Etienne and Beverly Wenger-Trayner KM4dev, Seattle, April 7, 2017

2. We visited The Hunger Project in 2015 and they took us to the field in Bangalore to see what they do. We met them we fell in love. We saw ourselves and our work in what they do. And we felt a great rapport and sympathy. Something that interested us on this trip was the way they have a five year cycle strategy. In other words they have different strategies for women’s empowerment depending on where they are in the election cycle. Our own election was coming up and we recognized that we were in the cycle called “pre-election mode.” We crammed ourselves with information about what happens in this cycle. Back in Bhutan we adapted their pre-election mode strategy to our own context. We worked on sensitizing officials on the ground to the election process and we rolled out a series of potential leaders’ workshops. We zoomed in on those women with the most potential and who were most likely to stand for election. We mobilized around 3,000 women for local elections. As a result 80% of women standing for elections passed the Functional Literacy Test and women's representation went up from 6.9% to 11.2%. Out of 205 local governments we increased the number of women chairs from 1 to 2 and deputy chairs from 12 to 24. I work with BNEW - a network for empowering women for political participation in Bhutan. LOGIN set us up with The Hunger Project in India who have been working on women’s empowerment for 15 years. Phuntshok, Bhutan

3. A value-creation story … 1What you experienced 2 What you got 3 What you did 4 The result 0 Activity As a result 80% of women standing for elections passed the Functional Literacy Test and women's representation went up from 6.9% to 11.2%. Out of 205 local governments we increased the number of women chairs from 1 to 2 and deputy chairs from 12 to 24. In Bhutan we adapted their pre-election mode strategy. We worked on sensitizing officials to the election process and rolled out a series of potential leaders’ workshops. We zoomed in on those women with the most potential and who were most likely to stand for election. We mobilized around 3,000 women for local elections. Something that interested us on this trip was the way they have a five year cycle strategy... We recognized that we were in the “pre-election cycle" and crammed ourselves with information about what happens in this cycle. We visited The Hunger Project in 2015 and they took us to the field in Bangalore to see what they do. We met them we fell in love. We saw ourselves and our work in what they do. And we felt a great rapport and sympathy.

4. Making a difference in practice Learning activities What you experience What you get out of it What you do with it value-creation cycles The result

5. Stories that made a difference Hon. Vincent Mwale Chair ,Public Accounts Committee Zambia

6. Making a difference in practice Any radical changes?(in you or your culture) Learning activities What you experience What you get out of it What you do with it value-creation cycles The result

7. Making a difference in practice Strategic conversations with external stakeholders? Any radical changes?(in you or your culture) value-creation cycles Learning activities What you experience What you get out of it What you do with it The result

8. Making a difference in practice Strategic conversations with external stakeholders? Any radical changes?(in you or your culture) value-creation cycles Learning activities What you experience What you get out of it What you do with it The result What kind of support made this possible?

9. Making a difference in practice Strategic conversations with external stakeholders? Strategic value Any radical changes?(in you or your culture) What you experience What you get out of it What you do with it The result Transformativevalue value-creation cycles Applied value Realized value Potential value Learning activities Immediate value What kind of support made this possible? Enabling value

10. A value-creation framework how to vision, plan, sustain, and monitor a social learning space management end-clients Strategic value Productive conversations:with key stakeholders funders Radical changes: The experience: Learning imperative And this results in: We produce: AspirationsRisks Back at work we see: fun imperatives insights meet others facing same issues change in practices new tools greater effectiveness People & identities confidence new collaborations strong network cost savings interesting Learning activities Transformative value Boundaries Immediate value Potential value Applied value Realized value History & context identities Boundaries Context logistics routine activities Internal and external enablers: resources Enabling value leadership Learning loops

11. Making a difference in practice indicatorsdata Strategic value indicatorsdata indicatorsdata indicatorsdata indicatorsdata indicatorsdata indicatorsdata Transformativevalue value-creation cycles Realized value Potential value Immediate value Learning activities Applied value indicatorsdata Enabling value

12. A value-creation framework two types of data integrated into a value-creation matrix Effect data Strategic value Learning imperative Contribution data People & identities Learning activities Transformative value AspirationsRisks Boundaries Immediate value Potential value Applied value Realized value History & context Enabling value Learning loops

13. A good value creation story … told in the first person - by the carrier of value • … has a clear story-teller • … is about something specific • … does not miss any steps • … gives the logic of value flow • ... leads to success or failure • … makes a plausible claim better small and concrete than big and vague at least the basic four – with others as relevant each step has enough detail to show how the next one follows - and no more even as aspiration or apprehension illuminates the value in context - without overstating the claim of contribution

14. A value-creation framework how to vision, plan, sustain, and monitor a social learning space Aspirations Strategic value Conditions Aspirations Aspirations Aspirations Aspirations Aspirations Aspirations Learning imperative AspirationsRisks People & identities Learning activities Immediate value Potential value Applied value Realized value Transformative value Boundaries History & context Conditions Conditions Conditions Conditions Conditions Conditions Aspirations Conditions Enabling value Learning loops

15. A value-creation framework how to vision, plan, sustain, and monitor a social learning space AspirationsRisks Assumptions ConditionsMitigations Evidence Strategic value AspirationsRisks Assumptions AspirationsRisks Assumptions AspirationsRisks Assumptions AspirationsRisks Assumptions AspirationsRisks Assumptions AspirationsRisks Assumptions Learning imperative AspirationsRisks People & identities Learning activities Immediate value Potential value Applied value Realized value Transformative value Boundaries History & context ConditionsMitigations Evidence ConditionsMitigations Evidence ConditionsMitigations Evidence ConditionsMitigations Evidence ConditionsMitigations Evidence ConditionsMitigations Evidence AspirationsRisks Assumptions ConditionsMitigations Evidence Enabling value Learning loops