Max Halty - UNDP Sudan
This document discusses the challenges and dangers of measuring results and implementing information systems in organizations. It notes that decision-makers often resist and sabotage improved information systems because they threaten the decision-makers' power and freedom. However, the document argues that coordination and monitoring cannot be effective without good information. It provides tips on how to introduce new information systems and frameworks subtly to consolidate new power configurations and produce quick successes, while avoiding direct involvement oneself. The document advises that change is inevitable as information flooding increases, and organizations must build systems to navigate this change or risk being overwhelmed by it.
Max Halty - UNDP Sudan
- 1. Why measure? And if so, how?
- 2. Increasing “chatter” about results-driven/led/oriented interventions, “evidence-based” programming, “delivering results”, M+E and impact assessments At same time, increased avoidance of , even sabotage of, improved information systems by decision and policy makers Who cares? How do they care?
- 3. Killing the messenger is a time-honored tradition for those in positions of power The messenger poses a double threat: possessor of critical info (therefore a sharer of power), and also – because of this- a “limitator” of the freedom of decision of the person informed. The dangers of measuring
- 4. Two other threatened species: Coordinators and M+E officers Coordination without info= cat-herding M+E without info= non-flavor jelly But both activities, if adequately based on real-time, actionable info, can quickly become relatively trivial… More dangers of measuring
- 5. Never admit that the game is mainly about changing power relations: avoid policy descriptors (transparency, accountability, democracy) Use the techie cover: better command-and-control systems, enhanced supervision capacity for the policy and decision-maker(s), better stats, better maps, more knowledge at the top Forget to mention that this will also generate more knowledge –and power- elsewhere…. Info systems as traps: tips on how to set them up
- 7. Once “caught” in a new power configuration, the players will try to make the best of the new situation Assist the most adept in producing quick success stories that will consolidate the new configuration Keep a low profile throughout, and never become a direct player (do not get tempted into producing “branded” analysis or policy proposals, for example). Get other actors (the new future winners) to do this. Unless your goal is precisely creating a new player of course… How to make the best of (eventual) success
- 8. New and effective info systems can produce institutional change, and this change will produce new winners and losers Likely losers, if they see you coming, will oppose you, while likely winners, until they can grasp success, will not support you, so –in the middle of the stream, at least- expect to be alone. Remember Machiavelli
- 9. Change is coming to all organizations in terms of the way they manage info Info flooding is on its’ way, and organizations will either build their arks to navigate the flood or be carried away by it Good times are coming for ark-building, and builders…Just stick to your craft though, and let the captains sail the ships Build the Arks, they will be used
- 10. We are moving to real-time, all-the-time, individual “client”-tracking and analysis systems Traditional Observatories probably need to be folded into, or converted to, integrated MIS for their target counterpart institutions Or they should openly specialize as independent “watch-dog”, public-interest, research institutions But build modern Arks…