How change happens…

Amsterdam, The Netherlands Theories of change Personal theories of change can shape our personal and work choices Disagreements on strategic choices are often about conflicting theories on change.

Amsterdam, The Netherlands Common sociological theories: 1.Society changes due to unintended results of aggregate action of many individuals 2.Environmental pressures/opportunities and technology shape the course of history 3.Different and/or new beliefs and values about what we do and what we know shape and change social behaviour 4.Change is an outcome of purposive individual and collective action 5.Change results from structural contradictions in society Adapted from From Eyben et al, Thinking about change for development practice

Amsterdam, The Netherlands Aggregate action of individuals Societal change is the unintended result of action by many individuals Individuals make rational choices in pursuit of their own best interest Creating change means creating an economic and political environment where individuals are free to act

Amsterdam, The Netherlands Aggregate action of individuals Examples of strategies: Providing basic human needs through social safety nets e.g., day care Introducing legislation (e.g., pay and employment equity) to reduce discrimination in workplace and increase women’s labour force rates Power? All individuals have equal capacity to make rational choices

Amsterdam, The Netherlands Environment and technology Change is created through the interaction of environmental opportunities or pressures, and technological development Technology brings progress! To achieve change invest in environmentally sustainable technology and education

Amsterdam, The Netherlands Environment and technology Examples: Projects that introduce new agricultural technology or labour saving technology (e.g., energy efficient stoves or efficient water pumps to reduce women’s labour or making mobile phones more accessible for women Power? An unequally distributed resource

Amsterdam, The Netherlands Values and beliefs shape social behaviour Culture is a conditioning force People’s actions are shaped by values, beliefs and social norms Change comes through wide-spread consciousness raising that shifts how people understand their rights, entitlements and choices. Creating change is about changing values and beliefs.

Amsterdam, The Netherlands Values and beliefs shape social behaviour Examples: Transformational learning to help oppressed groups recognize their oppressions e.g., REFLECT and other Freirian approaches to functional literacy that are also empowering Campaigns to change attitudes e.g., We Can campaign against violence against women Power? Culture as an instrument of power –inequalities and differences are seen as natural If we think differently, we will find the ‘power within’ to act differently

Amsterdam, The Netherlands Purposive collective action People have the capacity to change their lives and their society Technological forces and culture are important, but people can overcome these forces, especially by working together

Amsterdam, The Netherlands Purposive collective action Examples: mobilising groups for change social movements Power? Fluid, shifting Can be challenged, negotiated, captured “Power to” and “power with”

Amsterdam, The Netherlands Structural contradictions Structure is where and how people are positioned in a social order Position affects culture, scope for action, access and control of resources Contradictions within a structure can lead to social change To promote change: expose the contradiction and speed up the crisis

Amsterdam, The Netherlands Structural contradictions Example: Conflict between women as mothers and women as a necessary part of the labour force can lead to change in gender relations Power? Relational: ‘power over’ Structure results from those who control more resources transmitting this advantage over generations

Amsterdam, The Netherlands Archetypes of change Archetypes are another way to think about the beliefs individuals hold about how people and organisations can bring about desired changes. Oxfam GB identified 8 archetypes that staff held – that is 8 different beliefs about how change happens. From Eyben et al, Thinking about change for development practice

Amsterdam, The Netherlands The Ladder Change is achieved by allowing people to resolve immediate needs and gradually accumulate resources and voice.

Amsterdam, The Netherlands Enlightened elites Change is achieved by shifting the hearts and minds of people in power Through self-interest or threat Motivating them to make institutions, organisations, policies more responsive

Amsterdam, The Netherlands People in the streets Change is achieved by building political pressure from below Creating popular demand for institutions / organisations to uphold obligations and distribute power more equitably

Amsterdam, The Netherlands A good example Change is achieved by showing that ‘it can be done’ Successes create belief and support for other individuals, organisations or countries to follow the example.

Amsterdam, The Netherlands Shock to the system Change is achieved when power structures can’t cope due to natural disasters or other sudden collapse (i.e. economic crash) Weakness of the current system and elites becomes clear; new leaders and institutions emerge.

Amsterdam, The Netherlands Follow the leader Change originates from individuals who can inspire others to change. May be through their example, or due to personality. Change is infectious.

Amsterdam, The Netherlands The power of belief Change comes through wide-spread consciousness raising that shifts how people understand their rights, entitlements and choices. Creating change is about changing values and beliefs.

Amsterdam, The Netherlands Good old-fashioned democracy Change comes through formal democratic processes direct democracy community-based participation