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The Inquiry Based Approach (IBA) - a facilitator's handbook

Authors: Westin, M., Calderon, C. & Hellquist, A. (eds.)
Publication date: 2014

The Inquiry Based Approach (IBA) has been developed to facilitate multi-stakeholder collaboration for the transformation of situations which are contested, uncertain and complex; known as “wicked situations”. Drawing on learning theory and the action research tradition, the IBA revolves around an inquiry, a question that enables collaboration among various stakeholders. 

This handbook can be used as course material in training for facilitators or as a standalone guide for designing and facilitating collaboration. 

From best practice to best fit: understanding and navigating wicked problems in international development

Authors: Ramalingam, B., Laric,M. & Primrose, J.
Publication date: 2014

This Working Paper summarises the findings of a series of small-scale pilots of selected complex systems methods in DFID’s wealth creation work. The pilots contributed to improved analysis and understanding of a range of wicked problems, and generated tangible findings that were directly utilised in corporate and programmatic decisions. 

CognitiveEdge class: SenseMaker® Environment

A self-paced introduction to SenseMaker® and how Cognitive Edge approaches narrative as applied to team, organizational, marketplace or environment issues and opportunities. While it is not facilitator-led, you can also learn from and collaborate online with other participants. The course materials go through the process of working with SenseMaker®, introduces the important terms and key concepts, and illustrates typical results.

Shifting the way we co-create. How we can turn the challenges of sustainability into opportunities.

Authors: Kuenkel, P. & Schaefer, K (for The Collective Leadership Institute)
Publication date: 2013

In May 2012, the Collective Leadership Institute started a research project to explore the factors and patterns that help engender a collective way of leading for sustainability. The insights gained from this study show that isolated action needs to be replaced by collective leadership – a paradigm shift in how individuals find their leadership roles in the spirit of co-creation and contribution to the common good.

SAS2: A Guide to Collaborative Inquiry and Social Engagement

Author: Chevalier, J.M. & Buckles, D.J.
Publication date: 2008

This guide represents a significant international effort to support the creation and mobilization of practical, authentic knowledge for social change. The guiding principle behind SAS2 (Social Analysis Systems) is that group dialogue and social inquiry are crucial for local and global development.

Social issues must be addressed socially and in a multistakeholder mode, not by private interests and experts alone, and the insights that emerge fully integrated into processes of knowledge production, planning, and decision-making.

Social learning for adaptation: A descriptive handbook for practitioners and action researchers

Authors: Cundill, G. et alii.
Publication date: 2014

This handbook presents the experience of a participatory social learning process that evolved to support individual and community level adaptation to the myriad of stressors affecting rural people. The most critical factor emerging through the experience of this social learning process is how facilitators see their roles and their relationships with participants.

Negotiation-support toolkit for learning landscapes

Author: Noordwijk, M.v. et alii. (for the World Agroforestry Centre)
Publication date: 2013

In landscapes around the world, active learning takes place with experiments that involve changes in technology, farming systems, value chains, livelihoods’ strategies and institutions. An overarching hypothesis that is being tested in this publication is:

A guide for managing projects and programmes in the face of complexity

Authors: Hummelbrunner, R. & Jones, H.
Publication date: 2013

Complexity heightens the importance of effective management, but poses challenges for the tools and approaches used most widely to manage international development projects.

This ODI guide, which follows 'A guide to planning and strategy development in the face of complexity', addresses the challenges managers face steering development interventions towards their intended goals in the face of three types of challenges: