Learning to make a difference a valuecreation framework

Learning to make a difference a value-creation framework for social learning Etienne and Beverly Wenger-Trayner KM 4 dev, Seattle, April 7, 2017

We visited The Hunger Project in 2015 and they took us to the field in Bangalore to see what they do. 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 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.

A value-creation story … 0 Activity We visited The Hunger Project in 2015 and they took us to the field in Bangalore to see what they do. 1 What you experienced 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. 2 What you got 3 What you did 4 The result Something that interested us on this trip was the way they have a five year cycle strategy. . . We recognized that we were in the “preelection cycle" and crammed ourselves with information about what happens in this cycle. 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. 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.

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

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

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

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

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

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

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

Making a difference in practice value-creation cycles Strategic value indicators data Immediate value Potential value indicators data Applied value Enabling value indicators data Realized value Transformative value Learning activities indicators data

A value-creation framework two types of data integrated into a value-creation matrix Effect data Strategic value Learning imperative Boundaries Learning activities Aspirations Risks Immediate value Potential value History & context Enabling value L e a r n i n g l o o p s Applied value Realized value Transformative value People & identities Contribution data

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

A value-creation framework how to vision, plan, sustain, and monitor a social learning space Aspirations Strategic value Immediate value Potential value Applied value Realized value Conditions Conditions Aspirations imperative People & identities Boundaries History & context Aspirations Conditions Enabling value L e a r n i n g l o o p s Conditions Aspirations Transformative value Aspirations Learning Risks Aspirations Learning activities Conditions

A value-creation framework how to vision, plan, sustain, and monitor a social learning space imperative Boundaries Aspirations Risks Assumptions Immediate value Potential value Applied value Realized value Conditions Mitigations Evidence Conditions Mitigations Evidence Aspirations Risks Assumptions Enabling value L e a r n i n g l o o p s Aspirations Risks Assumptions Conditions Mitigations Evidence History & context Aspirations Risks Assumptions Transformative value People & identities Aspirations Risks Assumptions Aspirations Learning Risks Aspirations Risks Assumptions Strategic value Learning activities Conditions Mitigations Evidence