Planning and strategy development in the face of complexity
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Planning and strategy development in the face of complexity series (part 13): Useful resources
Additional useful resources relating to planning and strategy in the face of complexity, and on planning approaches.
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Planning and strategy development in the face of complexity series (part 12): Conclusions
Improved planning and strategy development in the face of complexity relies on more than awareness and knowledge of tools. There…
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Planning and strategy development in the face of complexity series (part 11): Examples of complex planning with logical frameworks
Some of the underlying assumptions of logical frameworks (logframes) are not valid in complex situations. To mitigate these limitations, adjustments…
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Planning and strategy development in the face of complexity series (part 10): Appropriate approaches
An outline of specific methods that have been used for planning in the face of complexity.
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Planning and strategy development in the face of complexity series (part 9): Move from comprehensive to diversified planning
Planning cannot encompass everything and should be selective about purpose and content.
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Planning and strategy development in the face of complexity series (part 8): Move from prescriptive to flexible planning modes
It may be appropriate to use forms of planning that do not specify a single route but identify options and…
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Planning and strategy development in the face of complexity series (part 7): Move from static to dynamic planning
Plans should be regarded as hypotheses about programme effects and future developments, not as blueprints.
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Planning and strategy development in the face of complexity series (part 6): Tailoring approaches to complex situations – Core principles
Planning does not become obsolete in the face of complexity, but it does require different approaches and formats.
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Planning and strategy development in the face of complexity series (part 5): Task 3 – Assess the distribution of knowledge and capacities
Top down planning approaches often disempower actors at lower geographic or organisational scales, which comes at the expense of the…
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Planning and strategy development in the face of complexity series (part 4): Task 2 – Assess the level of agreement
Planning processes that don't consider divergence create a culture of reduced collaboration and relationship building.
