Most problems in the public sector are wicked hard and need to be deconstructed before they can be solved. In this video, Matt Andrews, builds upon the maternal mortality example and the ishikawa diagram to illustrate how you can sequence a reform in a contextually sensitive way, by involving the stakeholders to create a strategy…Continue Reading BSC video 28: Problem-driven sequencing
Most problems in the public sector are wicked hard. It is like getting stuck in quick sand. In this video, Matt Andrews, uses an ishikawa or fishbone diagram to illustrate how meta problems can broken down into manageable problems that you can mobilize support for and ultimately solve. You can watch the video below or…Continue Reading BSC video 27: Deconstructing sticky problems
A problem that matters is one that gets attention and mobilizes action. In this video, Matt Andrews, uses an example of program budget reform in an African country to illustrate how deconstructing problems can create the space to find and fit solutions. You can watch the video below or on YouTube. If you are interested…Continue Reading BSC video 26: Constructing problems that matter
Solving problems that matter ensure that you are doing something contextually relevant. In this video, Matt Andrews, uses an example of civil service reform in Uganda to illustrate how constructing local problems is the entry point to begin the search for solutions that ultimately drive change. You can watch the video below or on YouTube….Continue Reading BSC video 25: Real problem driven reform
When asked to name a problem, people often name a solution (i.e. the lack of a solution). This leads to designing typical, business as usual type of interventions without addressing the actual problem. In this video, Lant Pritchett, uses an education example to illustrate the difference between problems and solutions. You can watch the video…Continue Reading BSC video 24: Selling solutions vs. solving problems
An analytical typology can help you answer the question, building capability to do what? In this video, Lant Pritchett synthesizes the four analytical questions you need to ask in order to determine the implementation capability required for your activity, to create five category types of activities. He uses examples from health and the financial sector to…Continue Reading BSC Video 23: Putting the typology framework together
An analytical typology can help you answer the question, building capability to do what? This is the last of four videos that addresses the analytical questions you need to ask in order to determine the implementation capability required for your activity. In this video, Lant Pritchett explains the meaning of known technology using examples from…Continue Reading BSC Video 22: is there a known technology for your activity?
An analytical typology can help you answer the question, building capability to do what? This is the third of four videos that addresses the analytical questions you need to ask in order to determine the implementation capability required for your activity. In this video, Lant Pritchett explains the meaning of service delivery and an imposition…Continue Reading BSC Video 21: Is your activity a service or an obligation?
An analytical typology can help you answer the question, building capability to do what? This is the second of four videos that addresses the analytical questions you need to ask in order to determine the implementation capability required for your activity. In this video, Lant Pritchett explains the meaning of local discretion using examples from…Continue Reading BSC Video 20: Is your activity locally discretionary?
An analytical typology can help you answer the question, building capability to do what? This is the first of four videos that addresses the analytical questions you need to ask in order to determine the implementation capability required for your activity. In this video, Lant Pritchett explains the meaning of transaction intensive using examples from…Continue Reading BSC Video 19: Is your activity transaction intensive?
