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 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…
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.…
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…
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.
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…
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.
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…
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…
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.
