Bite-Sized Learning Reflection: CLA Saves the Day! Successful Activity Redesigns and Pivots

Many development practitioners have faced a moment in their work where they realized they have taken a wrong turn in some aspect of the Program Cycle, whether in design, implementation, or monitoring, evaluating and learning. Sometimes there are quick fixes. But other times you are presented with a big decision -- how to nimbly adapt to a major pivot in programming to salvage your activity. In our latest Bite-Sized Learning session, over 150 participants explored just that with 2023 CLA Case Competition winners from RTI International and the International Republican Institute (IRI) who spoke about their work in Laos and Ethiopia, respectively. Both teams spoke about how they adapted their activities based on new information they did not have when they started, and how they ensured that their partnerships with civil society organizations and other stakeholders remained strong despite the changes. 

While the cases took place in different contexts and engaged different stakeholders, both Mark Granius and Sengthong Phothisane of RTI International, and Marian Ware and Besawit Berhane of IRI touched on a few common themes that really resonated with me -- how to anticipate the necessary pivots and how to actually operationalize them. We heard how active listening and complexity awareness helped our panelists see when change was necessary, and then they used principles of CLA to really operationalize the change and move the work forward. 

The challenge and importance of active listening came through in a few different ways throughout our conversation. Mark and Sengthong explained that they initially struggled to engage with the government of Laos in a productive way. While conversations seemed to be going well, the activity was not moving beyond the initial design phase. It took the team a long time to see that their work was not in alignment with the government’s priorities and a change needed to be made. It took some time and navigation, but the team eventually found a way to build bridges and develop trusting relationships with the government. Similarly, the IRI team in Ethiopia noted the importance of understanding the priorities of local communities and crafting programming that was responsive to their needs. This eventually led to further funding for some of their partners from other donors, a real testament to the power of listening and being responsive to local needs. By creating space for listening and trust-building internally amongst the team and externally with partners and government officials, the teams in both Laos and Ethiopia were able to adapt programming to further their success. 

Active listening is a vital skill for any development professional, but another key ability noted by our panelists was that of complexity awareness. None of this work occurs in a vacuum. We often find ourselves working in consortia, partnering with others across positions, organizations, and levels of influence. It is crucial to be mindful of those layers when it comes to adapting. Mark mentioned the importance of tracking the details of the work and sharing that back with partners using tools such as pivot logs and meeting read-outs. Marian emphasized the importance of having a common learning agenda for cross-team learning and keeping everyone focused on key priorities even as adjustments are made throughout the activity life cycle. Similarly, panelists noted that adjustments need to be considered and made throughout an activity’s theory of change, where teams can highlight openings for new or different channels of work. 

While these skills supported important programmatic changes, our panelists also noted that incorporating those changes into the operational aspects of your work is key as well. As Chief of Party, Sengthong was managing not only the day-to-day management of the activity, but also working to build those trusting relationships mentioned above. It soon became apparent that the changes in the activity were too burdensome for just one person to manage. RTI opted to change the structure of their team, hiring a new colleague to support the administrative side of things allowing Sengthong to devote his time where it was really needed. 

Marian, Beza, Mark and Sengthong all highlighted the ways that active listening and complexity awareness can inform programming and lead to productive operational change. At the end of the day, change is inevitable in our work. CLA is here to support you in being ready and willing to adapt and understand where there are new opportunities for programming as they arise. What ideas do you have when it comes to pivoting and adapting? Let us know in a comment here, or on LinkedIn or X (formerly Twitter).