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Market systems development for Decent Work: the Lab – Phase II - Final evaluation

eval_number:

3210

eval_url:

https://webapps.ilo.org/ievaldiscovery/eval/3210

lessons_learned:

themes:

theme:

Knowledge management

category:

Organizational issues

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comments:

The ILO Large institutions

challenges:

n/a

success:

The Lab found that it was more effective in achieving its objectives when it pivoted its strategy:  from a ‘hierarchical’ institutionalisation strategy to a ‘network’ strategy – focusing more on relationships and influencers than on policies  from an influencing stance to a supporting stance, shifting away from dogmatic and idealistic language and moving towards understanding colleagues’ needs and using the approach to serve them  from producing knowledge to synthesizing knowledge that is in demand in the field, and publishing it in accessible, jargon-free outputs  from external language to internal language, particularly by minimizing use of the word ‘market’  from focusing solely on publications to employing a more diverse set of knowledge dissemination tactics including in-person events. Although there wasn’t a long period of time for testing and measuring, these changes seemed to lead to greater receptivity, easier identification of interested colleagues, and gradually, stronger signs of ownership and organic growth.

context:

One of the Lab’s objectives is ‘mainstreaming’ and ‘institutionalising’ market systems approaches to decent work. The ILO is a large, complex and sometimes bureaucratic institution. The Lab has learned a lot about strategies and tactics that are effective for promoting a relatively new approach in an institution like ILO.

description:

Certain tactics are more effective than others for promoting behaviour change in large, complex organisations.  In a large organisation like the ILO, an internal technical unit is perceived as more accessible and is more likely to be used than equivalent external expertise.  When introducing a new approach, informal, relational influence is more effective for generating ‘buy-in’ for innovation than formal attempts to institutionalise change.  It can ‘translate’ external expertise into more familiar terminology and ways of working, further increasing accessibility and overcoming some of the ‘self-sufficiency’ of large organisations that can slow innovation.  How an approach or change is presented makes a big difference. Informal perceptions are highly influential. Language and terminology matter.  High-quality technical knowledge is insufficient to trigger behaviour change on its own but when it is produced in response to demand, solves a problem for its target audience, and is presented in accessible ways it can be influential.  Knowledge dissemination is as important as knowledge generation.

administrative_issues:

N/A

url:

https://webapps.ilo.org/ievaldiscovery/lessons/231993

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location:

country:

Inter-Regional

region:

Inter-Regional

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eval_title:

Market systems development for Decent Work: the Lab – Phase II - Final evaluation