Managing in the face of complexity (part 4.5): Appropriate approaches – 5. Deliberative processes
This article is part 4.5 of a series of articles featuring the ODI Working Paper A guide to managing in the face of complexity.
This section [parts 4.1 to 4.8 of the series] outlines specific methods that can be used for managing in the face of complexity. Most of these approaches were originally developed in corporate business, where the shortcomings of centralised ‘command and control’ models were first noted, but have since spread into public sector management. These approaches are aligned with the general principles for managing complex interventions outlined … [in the previous parts of this series], but each has a specific focus and is tailored for particular circumstances or purposes.
5. Deliberative processes
‘Deliberation’ should be a central process guiding decision-making, by mobilising and combining various perspectives and drawing on many types of knowledge. This involves carefully designed processes where different types of evidence are combined and weighed up in a reasoned fashion, through an inclusive and transparent dialogue1. The aim is to make decisions that are relevant, feasible and implementable by combining different perspectives and building consensus prior to a decision2. Key stakeholders should be brought together to discuss and consider appropriate action and policy responses: sharing knowledge, considering different perspectives on an issue and reaching reasoned, consensual decisions where possible. Another characterisation of this kind of process is ‘collaborative learning’, or a process of ‘collective inquiry’ – a kind of collaborative action research working towards a shared ideal and collective governance and decision-making. Dialectical methods of inquiry – e.g. Contradiction Analysis, Circular Dialogue – can also be applied in the framework of deliberative approaches3.
There are some practical considerations in implementing deliberative approaches. Generally, they require face-to-face meetings, typically combinations of workshops, consultations and roundtables, at which actors convene to discuss and debate pressing issues. They require detailed and in-depth discussion and carefully structured and managed processes, allowing groups of people to engage in reflection, interaction and learning. Deliberative processes must be action-oriented rather than functioning as just a ‘talking shop.’ Not only should they be aimed at producing an explicit decision on an important issue4, but if possible participants should also have a role in ‘doing’ as well as discussing, to ensure that new possibilities are explored and reflected on immediately. A number of areas of good practice in how to manage constructive deliberation are emerging from the various on-going efforts. The following characteristics are important5:
- Participation must be voluntary, including a broad range of stakeholders affected by the decision who must be committed to the process.
- Discussions must be structured and led by skilled facilitators, and guided by explicit rules and procedures.
- All participants have an opportunity to speak, with all contributions respected, and with speakers identifying their own and others’ values and judgements and balancing enquiry and advocacy.
- In order to facilitate the learning process, participants must engage on the basis of communication and open discussion. As far as is possible, proceedings need to be transparent and accessible.
Next part (part 4.6): Appropriate approaches – 6. Viable System Model (VSM).
See also these related series:
- Exploring the science of complexity
- Planning and strategy development in the face of complexity
- Taking responsibility for complexity.
Article source: Hummelbrunner, R. and Jones, H. (2013). A guide to managing in the face of complexity. London: ODI. (https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/8662.pdf). Republished under CC BY-NC-ND 4.0 in accordance with the Terms and conditions of the ODI website.
Header image source: pxhere, Public Domain.
References:
- Lomas, J., Culyer, T., McCutcheon, C., McAuley, L. and Law, S. (2005). Conceptualising and Combining Evidence for Health System Guidance. Ottawa: Canadian Health Services Research Foundation. ↩
- Culyer, A. J. and Lomas, J. (2006). ‘Deliberative Processes and Evidence-informed Decision-making in Healthcare: Do They Work and How Might We Know?’ Evidence and Policy, 2(3): 357-371. ↩
- Williams, R. and Hummelbrunner, R. (2011). Systems Concepts in Action: A practitioner’s toolkit. Stanford, CA: Stanford University Press. ↩
- Cash, D., Clark, W., Alcock, F., Dickson, N., Eckley, N., Guston, D., Jager, J. and Mitchell, R. (2003). ‘Knowledge Systems for Sustainable Development’, The Proceedings of the National Academy of Sciences, 100(14): 8086–91. ↩
- Brown, R. and Tyler, S. (2009) ‘Multi-stakeholder Deliberation’, in Swanson, D. and Bhadwal, S. (eds) (2009). Creating Adaptive Policies: A Guide for Policy Making in an Uncertain World. Winnipeg and Ottawa: IISD and IDRC. ↩
