strategic spatial planning and sustainable environment why participation olomouc, may 16th-17th...
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Why participation Provisions of laws and regulations devolution and decentralisation improved effectiveness and efficiency IF…TRANSCRIPT
STRAtegicSpatial planning andSustainableEnvironment
WHY PARTICIPATION
Olomouc, May 16th-17th 2006
FABIOLA DE TOFFOL, PMP
[email protected] Consulting Team – Progettazione Partecipata in Ambito Locale
reasons and values contribution to innovative processesinvestment in methods and peoplecritical knotspossible formsparticipation in Innorefconclusions
Why participation
• Provisions of laws and regulations• devolution and decentralisation
• improved effectiveness and efficiency IF…
THE VALUESSharingCo-operationPartecipationCo-ordinationTrustDelegationRespectAttentionCare
dialogue among actors&
spur to creativity
Complex synergies
Structured methodologies
Interdisciplinary skills
Clear rules
INNOVATION
New way of doing things
New way of organizing
dangersLack of strategic visionIncapacity for networkingPoor deputation/representativenessCompetition and conflictsDifficulties in comunicationNeverending consultationNon-coherent initiativesLow quality in projects managementsWaste of resources
Collingridge DILEMMAInnovation Paradox
“Watching the development of a new form of technology,social interest in its possible application increases just when possibility of influencing the development of the same technology decreases "
Technical margins
Social participation
Time
If social interest reaches the tip only when
control and social influence on possible technology innovation
development have become impossibleincrease
frustration, discontent, conflicts
Frustration
Resistance to change
Solution…
...involving stakeholders from the start up, when innovation is planned
“The closer the interaction between social groups and the innovation community at an early stage of the technological trajectory, the more fruitful it will be, since it will facilitate and stimulate societal influence at the moment that the margins of freedom in the trajectory are still relatively wide...”
www.cordis.lu/easw
“…At the same time the opportunities for a successful introduction of the technology will increase, as the innovation community learns more about the societal demands which the new technology may try to address. The chances of successful innovation increase with a better understanding of market needs”
www.cordis.lu/easw
Innovative projects are sustainable
if
Key actors are inolved
Invest in methods and people
Invest in methods
• Identification of beneficiaries problems
• Construction ov shared vision
• Analysis of the obstacles• Sharing and agreement
Invest in methods
Capacity building
Project Management
Participative methodologies
Facilitation
Invest in PeopleIdentification of key actors
Involvement of key actors
Promotion of networking
Setting –up networks
TOO MUCH agreement about participation?
generalist vision…
no consideration of critical knots…
CRITICAL KNOTS OF PARTICIPATION
• Impact on organisations• Sistemic views• Communication management• Dynamic cognitive ability• Relevant competence and
evaluation systems• The need for process and
procedural re-orientation• The complexiti of relationship
and conflicts• Ability to read the territory
Fonte: Forris – LdV “Papais”
CRITICAL KNOTS OF PARTICIPATION
IMPACT ON ORGANISATIONSParticipative itineraries create internal stress that sometimes requires adaptation and the management of inter-organisational mediation
Fonte: Forris – LdV “Papais”
CRITICAL KNOTS OF PARTICIPATION
SYSTEMIC VIEWSProcesses, connections, multi-discipline do not require a monothematic approach
Fonte: Forris – LdV “Papais”
CRITICAL KNOTS OF PARTICIPATION
COMMUNICATION MANAGEMENTThe choice of participation an involvement includes a prejudicial element in the possibility of agreed circulation of information
Fonte: Forris – LdV “Papais”
CRITICAL KNOTS OF PARTICIPATION
RELEVANT COMPETENCEThe management of partnership and network processes ask for the exercise of competence in relational and process values(es. project management, consensus building, alternative dispute resolution, ecc.)
Fonte: Forris – LdV “Papais”
CRITICAL KNOTS OF PARTICIPATION
ABILITY TO READ THE TERRITORYIntegrated analysis can only be helped and sustained by a co-mobilization of different skills and knowledge
Fonte: Forris – LdV “Papais”
SO WHAT?
Politicians and P.A. Executives
who initiate participative processes
Project Managers
who manage processes - expediters, facilitators
ACTING PARTICIPATION through MOTIVATING STRATEGIES
PRINCI PLES
APPROACH
(behavioural principles)
METHODS
Involving people as subjects not objects
Reversing the traditional role of outside “experts” ( a reversal of learning – from extracting to empowering)
Meetings and field workshops at various levels
Respect for local knowledge and skills
Facilitating local people to undertake their own analysis (handing over the stick)
Periodic informal exchanges of views
Ensuring influence over development decisions, not simply involvement
Self-critical awareness by facilitators
Briefing sessions and documents on participatory development
A learning process as much as an outcome
The sharing of ideas and information
Inclusion of participatory experts in project teams
An approach and attitude rather then a specific set of technical skills
Flexibility in preparing project documents, offering beneficiaries sufficient scope
Incorporation of participatory issues in the project charter
Livelli di PartecipazioneINFORMATION - Support other levels
- “Take or Leave” approach-Apparently least effort-Need clear vision., identified audience, common language
CONSULTATION -Give limited options-Important to have a clear vision of the problem- Need realistic options, ability to deal with responses
DECIDING TOGETHER
-Consensus building process-Involvement decision-makers-Need of more structured techniques, readiness to accept new ideas and follow them through
ACTING TOGETHER
-Partnership building process- Common vision on how to carry out joint decision together-Need willingness to learn new ways of working
SUPPORTING -Community development process-Commitment to empowerment (help to achieve….)-Need committment to continue support and clear limit definition
IF participation is to be more than superficial consultation
It must be treated as a PROCESS which takes some time
PARTECIPATIONCONTINUATION
INITIATION PREPARATION
Participation as a process
PREPARATION is crucial for the organisations promoting
participation
• aren’t clear about what they want to achieve
• are fearful of sharing control• seldom speak with one voice
Management methodologies conceived for integrated multi-
actors projects expedite processes
• analysis• comunication• planning• management
Sotto-progetti in sinergia con obietSotto-progetti in sinergia con obietttivi INNOREFivi INNOREF• Crescita sostenibile• Aumento del valore aggiunto• Processi partecipativi• Diffusione dell’innovazione• Miglioramento dell’efficienza
nell’uso delle risorse• Aumento della capacity
building • Rafforzamento delle reti
Effect
Time2005 2006 2007
STSPRO AGRI
TOUR
RECOVER
AEDES
BRIE
INNO-MED EWARU
STRASSE
Participation as a tool
• What does the organisation want to achieve from the participation process?
• What are the boundaries of the task? What is fixed, and what is still open?
• What level of participation is appropriate with the different outside interests?
• Can the organisation respond to the outcomes of the process or are they intending to manipulate the participants towards pre-determined outcomes?
• What is the ‘real’ agenda? Are there any hidden agendas? • …..
Participation as a tool
• …..• What is the history of the issues, and what are the positions
of the various parties? • Who owns the process within the organisation? Is there
more than one owner and if so how will this be managed? • Are the senior officers and politicians prepared to make a
public commitment and to be accessible to the participants? • Who is involved internally? Have they got their internal act
together? Are they really committed to the process? Will they stick at it when the going gets tough?
• What resources are available? How much time is there?
Behind participation processes are issues concerning control and power
understanding participation involves understanding power
“Since power is not uniques, it can not be managed by a single idea”
(James Hillman)