These are the points which can help in policy making.
• A new ground-breaking piece of research is completed which defines a problem and clarifies
appropriate courses of action to remedy it.
• There are good links between and within agencies whereby lessons learned from practical experience can be shared and acted upon.
• A development problem is analysed in a scientific, technical way, producing tangible data that offer something concrete to act on.
• A person in authority has a particular interest in a certain issue and as a result those around him/her are influenced to work on it and develop policy in that area.
• Events are timed in such a way that a person who is particularly interested in pushing forward an agenda is working at a time when a powerful political authority has reason to be interested in the same agenda.
• Similarly, timing is such that the publication of research work happens when a policy-making organisation is particularly interested in the issue being researched.
• A situation develops which is represented in a widely accepted scenario or narrative as a ‘crisis’, requiring rapid and dramatic action to avoid catastrophe.
• There are good connections between interested parties such as aid organisations, the research community, and government (making a ‘network’) through which ideas are exchanged and thoughts clarified about possible policy directions.
• There is a dominant epistemic community, a particularly influential group that has close links with policy makers, and forces an issue on to the agenda and shapes policy-making.
• There is a general consensus within an organisation or wider network (which may include the general public) that change is needed, a new policy direction is required, and that old strategies are not working as well as they could.
• A development problem is turned into a ‘story’ which simplifies it and sets out an agenda for action.
• A dominant discourse or way of thinking becomes established which makes clear certain priorities, thereby simplifying a situation and providing guidance towards certain policy direction.
• There is a code of conduct or best practice regarding a particular issue, creating guidelines as to how to act.
• An organisation and the individuals within it are open-minded and consider it important to adapt to new ideas from the external world, rather than seeing these as a threat.
• An organisation fosters innovation. People are encouraged to develop new ways of doing things and are confident their ideas will be considered with an open mind by others.
• There is an individual or a group of people who have an idea for a new policy direction. These ‘change agents’ carry the idea forward, explaining it to others and building a consensus towards the new position.
• There is a network of people around the ‘change agents’ who will respond to them and help them carry the process forward.
• An organisation has a sufficiently flexible organisational structure to enable the development of new groups or units, which will be effective in seeing a policy change through.
• Policy-making and implementing bodies have sufficient authority to push a new policy through even if it is not widely supported.
• Resources within an organisation exist, or can be gathered together, to respond to a new way of working.
• There is the required motivation and energy to use and mobilise these resources to achieve the
goals of a policy innovation.
• A new ground-breaking piece of research is completed which defines a problem and clarifies
• There are good links between and within agencies whereby lessons learned from practical experience can be shared and acted upon.
• A development problem is analysed in a scientific, technical way, producing tangible data that offer something concrete to act on.
• A person in authority has a particular interest in a certain issue and as a result those around him/her are influenced to work on it and develop policy in that area.
• Events are timed in such a way that a person who is particularly interested in pushing forward an agenda is working at a time when a powerful political authority has reason to be interested in the same agenda.
• Similarly, timing is such that the publication of research work happens when a policy-making organisation is particularly interested in the issue being researched.
• A situation develops which is represented in a widely accepted scenario or narrative as a ‘crisis’, requiring rapid and dramatic action to avoid catastrophe.
• There are good connections between interested parties such as aid organisations, the research community, and government (making a ‘network’) through which ideas are exchanged and thoughts clarified about possible policy directions.
• There is a dominant epistemic community, a particularly influential group that has close links with policy makers, and forces an issue on to the agenda and shapes policy-making.
• There is a general consensus within an organisation or wider network (which may include the general public) that change is needed, a new policy direction is required, and that old strategies are not working as well as they could.
• A development problem is turned into a ‘story’ which simplifies it and sets out an agenda for action.
• A dominant discourse or way of thinking becomes established which makes clear certain priorities, thereby simplifying a situation and providing guidance towards certain policy direction.
• There is a code of conduct or best practice regarding a particular issue, creating guidelines as to how to act.
• An organisation and the individuals within it are open-minded and consider it important to adapt to new ideas from the external world, rather than seeing these as a threat.
• An organisation fosters innovation. People are encouraged to develop new ways of doing things and are confident their ideas will be considered with an open mind by others.
• There is an individual or a group of people who have an idea for a new policy direction. These ‘change agents’ carry the idea forward, explaining it to others and building a consensus towards the new position.
• There is a network of people around the ‘change agents’ who will respond to them and help them carry the process forward.
• An organisation has a sufficiently flexible organisational structure to enable the development of new groups or units, which will be effective in seeing a policy change through.
• Policy-making and implementing bodies have sufficient authority to push a new policy through even if it is not widely supported.
• Resources within an organisation exist, or can be gathered together, to respond to a new way of working.
• There is the required motivation and energy to use and mobilise these resources to achieve the
goals of a policy innovation.
Comments
Post a Comment