|
This
section requires you to purchase a user licence and register via
email to obtain a password.
The password
will be emailed to you after we have received the registration fee.
If you would
like information about prices please click
here. Please indicate if you require a password for Development
Design, Project Cycle Management and/or Facilitation and Consulting.
These "teach
yourself" modules contain technical terminology. A glossary
of terms is provided to assist you. At any point you may look up
a term in the glossary by clicking on the "Glossary"
link on the navigation bar on the left.
A detailed list of contents...
The
Design of Development Interventions
Introduction
- What can you expect from this module
- Learning objectives
- The structure of this module
- Learning hints
General
Approach
- Why
a general approach to development design
- Theory/Background
- Historical
perspectives: concepts, paradigms
- 1950s
to 1970s: growth phase
- 1973
onwards: distribution phase
- 1980s
onwards: emancipation phase
- Summary
of insights
- Design
and implementation difficulties: lessons from international
experience
- Lack
of target group and gender approach
-
Lack of participation
-
Inappropriate
solutions
- Demand
and resource limitations
- Political
interference
- Limitations
of state bureaucracies
- Overburdening
of self-help organisations
- No
ecological orientation
- Summary
of lessons learned
- Objectives
and principles for development interventions
- Poverty
orientation
-
Sustainability
- A
multi-sectoral approach
- Self-help
orientation / Production orientation
-
Ecological
sustainability
- Economic
sustainability
- Participation
- Target-group
orientation
- Institutional
sustainability
- Methodology
- Some
theoretical elements as background to the methodological
approach
- Development
as a process
- The
cycle of change
- Development
as a stage
- The
role of the state as change agent
- The
intervener and the need for analysis
- Methodological
principles
- Problem
focus
- Analysis
of problem-causing factors
- Analysis
of potentials
- Systems
thinking
- Analysis
of options/ alternatives
-
Planning
procedure
- Tools
- Problem
analysis
- Potentials
analysis
-
Participants
analysis
- Alternatives
analysis
Economic
dimension of Development Design
- Economic
development theories and concepts
- Context
of selected theories
- Theories
in detail (including economic terminologies)
- Modernisation
and growth theories
- Theory
of dependency / Theory of peripheral capitalism
- Economic
development strategies
- Difficulties
encountered by development interventions w.r.t. economic
frame conditions – international experience (re. economic
policy, state budgets, producers)
-
The functional
and territorial principles
- Local
economic development (incl. the concept and its limitations,
employment/unemployment scenarios, economies and dis-economies
of scale)
- Types
of justifiable subsidies
- Tools:
economic analyses
- Economic
and financial analysis
- Macro-
and micro-economic analysis (incl. gross margin calculations
and break-even analysis)
Ecological
dimension of
Development Design
- Principles related to ecologically oriented development
interventions
- Ecological objectives in relation to
other development objectives
- Natural resource management (NRM)
- Ecological problems: experience and strategies used –
international experience (ecological problems and typical reactions)
- Strategy:
land use planning (LUP)
- Tool for
environmental impact assessment (EIA)
Socio-cultural
dimension of
Development Design
Ø
Target group and gender
- Theoretical
background
- The
concept of multiple realities and the need for facilitation
- Poor
people’s survival strategies
- Understanding
of target population and target groups
- Gender
orientation
- Strategic
elements in target group and gender orientation
- Strategic
principles in target group and gender orientation
- Target
group identification
- Adjustment
of measures to specific target groups
- Tools:
target group and gender analysis
- The
context
- Expected
results
- The
steps of the analysis
- Gender
analysis as a specific example of target group analysis
Ø
Participation
- Background:
what is participation, and why?
- A
definition of participation
- Reasoning:
why participation?
- The
strategic elements in participation
- Some
international experience
- Principles
for participation
- A
model of the elements of participation
- Tools: what are participatory methods? (incl.
participatory tools kits: PRA, PLA, PIM, Farmer to Farmer)
Political-institutional
dimension of
Development Design
- Theoretical
elements
- Cornerstones
of general and institutional development
-
Different ways
in which people organise in a society
- Roles
of state and civil society (incl. the issues around decentralisation
and local government)
- Purpose
and types of self-help organisations
- The
internal workings of organisations
- Strategic
elements
- Promotion
of institutions and organisations in general
-
Promotion of
state agencies
- Promotion
of self-help organisations
- Tools:
organisational analysis
- The
context of organisational analysis
- Methodology
- The
steps in an organisational analysis
- Identification
of service structures and change agents
- Tools:
measures for institutional and organisational improvement
- Change
in organisations
- Capacity
building with service agencies
- Capacity
building with self-help organisations
The
roles of projects in
Development Design
- Problematic roles of development interventions
(projects)
- Development deficiencies and possible
problem-solving strategies and methods
- Definition of the role of a project
- Strategic objectives of development
projects
- Roles of external support agencies
- Roles of projects and external support
agencies in development programmes
Conclusion:
Development Design
Project
/Programme Cycle Management
Analytical
methods in planning
- Introduction to planning
- Introduction
- A
definition of planning
- Planning
in the context of socio-economic development
- The
role of a planner
- Objectives-oriented
planning (incl. Logical Frameworks planning)
- Background (some theoretical elements)
- Development
as a process
- The
cycle of change
- Development
as a stage
- The
role of the state as change agent
- The
intervener and the need for analysis
- Methodological Principles
Analysis of problem-causing factors
- Analysis of
potentials
- Systems thinking
- Analysis of options/ alternatives
- Planning
procedure
- Tools
- Problem
analysis
- Potentials
analysis
- Participants
analysis
- Alternatives
analysis
LogFrame
planning
- The
planning matrix (PM)
- The
LogFrame or planning matrix
-
What is a planning
matrix?
- The
intervention strategy in the PM
-
The vertical
logic in the PM
- Assumptions
in the PM
- Indicators
in the PM
-
Means of verification
in the PM
- The
horizontal logic in the PM
- How
to formulate a LogFrame or PM
- How
to formulate a LogFrame or PM
-
How to formulate
an intervention strategy
-
How to formulate
assumptions
-
How to formulate
indicators
- How
to formulate means of verification
- Examples:
PM / LogFrame applied
- Rural
bus system
- Community
project fund: agriculture
- Decentralised
development planning
Managing
implementation
- General approach
- Approaches
to implementation management
- Implementation
management
- Tools
for project implementation
- Operational planning
- What
is a PlanOp?
- Tools
for compiling a PlanOp
- What
does a PlanOp look like?
- Further
hints
- Financial management
- Financial
accountability
- Financial
management tools
- Organising
- Organising
concepts
- Organisational
set-up: tasks and responsibilities (incl. analysing an organisational
set-up – individual level and the organisation as a whole)
- Organisational
procedures: internal decision-making (incl. decision-making
for the short- and long-terms)
- External
relationships
- Monitoring
- Monitoring:
overview and approach
- Monitoring
skills
- Organising
monitoring systems: tools
- Hints
for hiring monitoring consultants
- Evaluation
- A
definition of evaluation
- Evaluation
and implementation
- Performance
and impact evaluation
- Evaluation
for whom?
- Internal
and external evaluation (incl. tools and procedures)
Facilitation
The
essentials of facilitation in an overview
- A
facilitator works with …
- Characteristics
of facilitation
- Essentials
of facilitation
- Communication
- The
group
- The
facilitator
- Procedures
- The
process
- The
frame
- The
context
- The
topic
-
Expected outcomes
- Resources
- Real outcomes
Facilitation contents in detail
Management
by facilitation: Theory / philosophy
- What is facilitation?
- What is management by facilitation?
- Theories that have influenced our approach
- Learning and learning organisations
- Motivations for learning and change
- Action learning
- Experiential learning
- Un-learning
- Peter Senge
- Roger Harrison
- Learning organisations and people
- The role of a facilitator in a learning organisation
- Systems thinking
- Key tenets
- Key characteristics of systems
-
Level of systems
- Application
- The Gestalt approach to organisations and
systems development
- The cycle of experience
- Awareness
- The intervener
- Systems
- Complexity
- Chaos
- Change
- Relationships
- Key concepts of the Baobab facilitation approach
- Systems
- Boundaries
- Change
- Resistances
- Polarities
- Phenomenology
- Multiple realities
Communication
- A model of communication – some theory
- Communication is …
- The radio metaphor
- The communication cycle
- Characteristics of sender and receiver
- Sender and receiver in detail
- The four “news” in a message
- Contents, relationship, appeal, self-revelation
- Implications for a facilitator
- Communication skills
- Acknowledging
- Confronting
- Listening
- Feedback
- Questions and responses
- Visualised communication
- Mind-mapping
- Cards- and chart-techniques
- Verbal and non-verbal communication
- Presenting
- Presenting with visuals
- Presenting convincingly / persuading
- Report writing
- Four basic learning and teaching styles
- The facilitator as communicator
The
group
- Work groups
- Advantages and disadvantages of group work
- Composing work groups
- Roles of work group members
- Phases in group work
- Tasks of a facilitator of work groups
- Visualising group work
- Group dynamics
- Phases of group development
- Dealing with emotional realities
- How to deal with interruptions, distractions
and disturbances
- Dealing with group related dynamics
- Dealing with dynamics of individuals
- Conflicts
- Aspects of conflicts
- Factual intellectual aspects
- Socio-emotional conflicts
- Conflicts relating to cultural differences
- Optional conflict solving orientations
- Mediation
- Intercultural management
- What is culture?
- Hofstede’s cultural dimensions
- Power distance
- Individualism / collectivism
-
Insecurity avoidance / acceptance
-
Masculinity / femininity
The
facilitator
- Some theory
- The facilitator as sender and receiver
- The facilitator from a complexity perspective
- The facilitator as intervener (Gestalt perspective)
- The self as a tool
- Useful attributes
- Using energy
- Intervening
- Boundary management
- Working with own resistances
- Self-care
- Entry and contracting
Procedures
- Introduction and overview
- Background: unit of work
- Some standard situations and related procedures
- Lecturing
- Facilitating a discussion
- Guided dialogue
- Conducting meetings
- Using visualised communication
- Problem-solving and decision-making procedures
- Problem-identification and – analysis
- Strategising / Analysing alternative options
- Resolving a problem / Visioning, mission,
setting targets
- Decision-making
- Using creativity
- Brainstorming
- Collage
- Guided / focused imagery
- Reframing / Reversal
- Mind-mapping
- Role playing
- Socio-drama
- Sculpturing
- Raising awareness
- Awareness
- Flashlight
- BOMMI
- Forced choices
- Sociogram
- “Home” group formation
- Temple construction
- Confronting chairs
- Case consultation
- Shoe exercise
- Bread exercise
- Total learning community
- Switch points
- Body experiences
- X-mas tree
- Developing own procedures
- The mind-shift
- The guiding question
- Entry / middle / closure
- Using visualised communication
- Format for preparing a facilitated event
- Session format
- Common procedural mistakes and how to avoid
them
The
process
- Background
to process
- The context of facilitating processes
- Complex systems
- Boundaries
- Phenomenology
- Cycle of experience
- The intervener
- Change
- Unit of work
- Process skills
- Principles
- Observing
- Listening
- Reflecting
- Handling different personalities
- Handling group dynamics
- Handling conflicts
- Handling cultural diversity
- Taking care of oneself
The
frame
- Context
- Questions to ask upfront
- Loyalty between participants and client –
hidden agendas
- Topic
- What is talked about – what is processed
- Between ‘expert” and “nanny/scribe”
- Distinguishing between contents and purpose
- Expected outcomes
- Entry – defining a facilitator’s role
- What a workshop can do and can’t do
- Contracting
- Developing a preliminary agenda
- Resources
- People resources
- Terms of reference for support staff
- Survey of initial information on participants
- Physical resources
- Sample of materials box
-
Visualisation materials list with quantities
- Visualisation pinboards and flipcharts
- Workshop preparation checklist
- Useful formats
- Weekly schedule
- Daily schedule
- Evaluation format
- Real outcomes
- Assessing real outcomes versus expected outcomes
- Follow-up
- Documentation and reporting back
|
