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Apa yang kita jalani dalam masa hampir 3 bulan lebih ini tak ubah sebuah shifting culture. Dalam theory of change, untuk menghadirkan perubahan yang berdampak dan berkelanjutan kita selalu diminta untuk mendefinisikan dan membedah secara mendalam "problem apa yang hendak kita selesaikan" terlebih dahulu sehingga kemudian kita bisa merancang outcome dan output yang diharapkan dari perubahan prilaku sebuah kelompok masyarakat untuk dapat mengatasi masalah bersama melalui langkah-langkah yang terukur. . Demikian pula dalam fase kita menghadapi global pandemic Covid-19 ini. Kita berangkat dari bagaimana kita bisa menekan penyebaran virus dan menghindari dampak terburuk bagi kemanusiaan dan juga sosial ekonomi dari krisis ini. Kita tahu ada banyak skenario dan langkah yang dikeluarkan oleh pemerintah, namun kita paham tak semuanya mudah dilakukan. . Kita berharap gugurnya para tenaga medis karena dedikasi mereka kepada kemanusiaan, dan beragam tindakan heroisme para petugas di lini terdepan bukanlah sekedar angka deret hitung maupun deret ukur di atas kertas yang berlalu begitu saja. Sedangkan jumlah pasien yang terinfeksi tak juga kunjung melandai secara signifikan. Pertumbuhan dan penambahan pasien belum lagi zero namun kondisi kita sudah didorong untuk segera menjalankan fase "berdamai" dengan krisis ini. Semoga berdamai ini bukan diartikan dengan "menyerah." . Di fase The new normal inilah saatnya kita tetap jalankan banyak kebiasaan dan paradima baru. Ada banyak value yang kita bisa kembangkan setelah menjalani fase 3 bulan terakhir ini. Saatnya kita "tumbuh" dan "riding the corona wave".. . #thenewnormal #covid19 #coronavirus #sketchnote #theoryofchange #snote #draw (at Jakarta, Indonesia) https://www.instagram.com/p/CA-9CZPjdnx/?igshid=1w1lek5oy9qjn
One of the frameworks that has been designed to help organizations and individuals working towards social change think their interventions through is the Theory of Change. We had the privilege of having Dr. Dana Taplin, Director of Actknowledge and a practitioner of the Theory of Change (TOC), share his experiences with us last term, using this approach with a number of different clients.
TOC is a methodology that forces you to think about your intervention in terms of deliverable outcomes and their preconditions, by first defining your long term goal. Starting with your goal, you work backwards to determine the preconditions you would require to achieving every step that you need to make in order to reach your goal. It’s kind of like a game of chess, where by first deciding on your end-game, you are able to determine the direction and the steps you need to take in order to get there.
One of the most interesting and useful aspects of the TOC is that it requires you also to rationalize every step and precondition that you lay down. Is it logical to think that Step A would lead to Step B? And if it is, then why so? TOC also forces you to take a hard look at your assumptions, by making them explicit. Frequently, it becomes difficult to rationalize causality that we would otherwise assume to be true, and frequently this is exactly why interventions fail to deliver.
Let’s take the example of microfinance, which was for a time heralded to be the next big poverty alleviation strategy. Proponents of microfinance believed that access to capital would help poor people invest in their micro-businesses, which would eventually allow them to lift themselves out of poverty. However, there have been several studies that show that microfinance has not always delivered the kinds of results that were first intended. One of the big reasons for this is that the proponents assumed that the poor would invest all the money that they borrowed in to their businesses, but this was not necessarily true in numerous cases. Many borrowers of microfinance loans live under or just above their national poverty lines, and use a part of the money for stop-gap or emergency purposes – which could at best result in not moving much further out of poverty, or at worst making them worse off, entering a spiral of debt. If the intention was, instead, to use microfinance as a tool to increase financial inclusion - then it has proven to be much more successful, offering millions of people around the world access to an alternative for informal borrowing.
Given the amount of resources – both monetary and physical – that social enterprises, practitioners of development and policy-makers use on designing social programs, it is worth questioning both the logic of their interventions as well as the assumptions that support them. So the next time you come up with a great solution, make sure you’ve first completely defined the problem it is intended for, and rigorously challenge your own assumptions! It can never hurt to think things through again.
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