Consider the 5 C’s
General advice for how you go about the five different phases are presented throughout the guide, however at this initial stage it is useful to think about the 5C’s, listed in box 4.1 (context, culture, capacity, cognition and creativity), as a way to start tailoring the process design to the specificities of your context.
The 5 C’s will influence for example how many workshops and meetings that are appropriate, what kinds of meetings that will be most useful, or what kind of data and information that needs to be collected. Identifying these issues up front will enable you to design a process that effectively meets the existing needs and challenges.
Discussion around these issues among coalition members will help you determine how different phases of the process should be carried out more precisely (see attached activity sheet).
Box 4.1 prompts for tailoring the process
Context – What is the general landscape like? Is it remote with low population or are there large urban areas? What is the climate like? Does the landscape or climate represent any challenges for engaging with stakeholders? What has been the history of interventions, and how have people tried to solve problems in the past? What are the important spatial and temporal scales in the system that might influence how you run the process? The context will influence, for instance, how often it is appropriate to bring stakeholders together in a workshop setting, or where meetings should be held.
Culture – This refers to both ethnic culture but also to the social culture. Generally, is it open to change? Have current ways of doing been fixed for long periods of time? Are stakeholders willing to come together? What are potential conflicting interests related to this process? Which specific religious or cultural norms need to be observed and respected during the process? How is gender inequality specifically addressed in the design of the process? The culture will influence, for instance, the timing and format of stakeholder meetings.
Capacity – Do the skills and resources exist to support the Wayfinder process? Where there are gaps, how will these be filled? Are there governance arrangements to support the Wayfinder process and to implement outputs? Who are the changemakers in the system? Who has power in what areas and who hasn’t? The capacity in the system will influence, for instance, who is invited to participate, and in what way they are brought into the process.
Cognition – How do key stakeholders think about the problems the area faces? Do people engage with ideas of complexity and systems thinking, or are other explanatory models dominant? Is there a heavy reliance on external help to solve problems? How do people think about change, risk and unexpected events? Cognition will influence, for instance, what you do during stakeholder consultations, what kind of capacity building you might need to design into the process, and what expert input that might be needed at different phases of the process.
Creativity – Where do new ideas come from? Can you see signs of innovation in the system? Are there groups of people experimenting with different ways of doing things in the system? Where and how can other forms of creativity and expression be incorporated into the process? Is there a willingness to experiment? Creativity will influence, for instance, who you engage with in the process and how you ensure that solutions stemming from the Wayfinder process are truly innovative. You may need to stimulate innovation or connect to people outside the system to generate new ideas.