A participatory tool to detect and understand the best entry points to improve the use of knowledge in a government agency.
It’s widely recognised that context plays a big role in how research and policy interact. But there’s significant room to improve our understanding of how context matters for evidence use in policymaking. This framework is a participatory tool to help detect and understand the best entry points to improve the use of knowledge in a public agency. ‘Knowledge’ here includes different types of evidence for policymaking – such as research, M&E data or citizen perspectives.
ABOUT THE FRAMEWORK
A SYSTEMATIC TOOL THAT EMBRACES COMPLEXITY
To understand how an organization works, you need to look at the context in which it operates and its relationships – we call this a systemic approach. For example, a government agency is part of a larger policymaking system; the agency and the wider system interact with one another and both are influenced by a complex web of relationships, institutions and individuals, as well as the macro context.
The framework is like a lens through which you can look at the internal and external context in which your organization is working. It identifies six interrelated areas to help break down the complexity, so that you can better understand your organization, the blockages and opportunities for positive change. Four areas focus on the organisation itself, two look externally to the organisation. VIEW FRAMEWORK
THREE PRINCIPLES TO GUIDE CHANGE IN A COMPLEX SETTING
We have identified three key principles, or practices, that underpin the framework and its application. These principles help you to plan and act, while recognising that we’re operating within a dynamic and complex system.