Search

Explicitly integrating reflection in the learning process of multi-stakeholder processes (MSPs) increases the likelihood that purposeful change will occur. When reflexivity is made part of learning in MSPs, learning will become clearer and better articulated and it will contribute more strongly to purposeful change in a complex context. MSP facilitators should deliberately include reflective learning sessions and tools in the process design and implementation. The paper also addresses the topic of selecting the most appropriate reflection tools such that they will be more effective in relation to the objectives when compared to randomly selecting a tool or to leave it solely to the preference of a facilitator.

This issue of the Knowledge Management for Development Journal focuses on the connection between the knowledge function in knowledge management for development (KM4D) and the facilitation function within multi stakeholder processes (MSPs). Both functions are key functions in innovation processes. Within KM4D, the emphasis is on knowledge sharing and learning, both at organisational level as well as within networks at systems level. MSP addresses systemic learning in society, involving various actors and addressing institutional functions that need to be improved.

This paper examines different practical methods for stakeholders to analyse power dynamics in multi-stakeholders processes (MSPs), taking into account the ambiguous and uncertain nature of complex adaptive systems. It reflects on an action learning programme which focused on 12 cases in Africa and Asia put forward by 6 Dutch development non-governmental organizations (NGOs). The authors facilitated this action learning programme in 2011-12, and supported a team of 12 local researchers who worked with stakeholders to better understand the dynamics of power in MSPs, and learn practical ways of dealing with power imbalances when dealing with, participating in or embarking on MSPs. The cases range from a Nigerian NGO coalition dealing with oil spills in Niger Delta, to gold mining negotiations in Ghana, to a seaweed value chain in Philippines, to land planning for palm oil in Indonesia. The ambition of this programme was to translate academic insights into easy-to-use packages, suitable for researchers and facilitators with limited academic experience. In trying to make this work, lessons were learned on how to ensure quality action learning across different cultural and sectoral backgrounds. Also, lessons on developing capacity for action learning on power in MSPs are shared. Finally, the authors report insights on the process of synthesizing data from all 12 cases into generic and shared conclusions.