|Getting up close and personal with Farmer Pedro at the Minbuza|
Since late September I've been collaborating with Bart Doorneweert on an exploratory project for the Dutch government, taking a closer look at the design process for policy and planning related to private sector development of sustainable agriculture value chains. We've been thinking a lot about the user, the end user or the producer, that little guy at the bottom of the pyramid and where and how he fits into the grand scheme of things.
Bart's most recent posts have been giving me much food for thought as they articulate the familiar (user centred design process, planning and thinking) in a wholly new way and I'd like to share some key snippets here:
Immersion is a project development time allowance for identifying patterns of behavior and capturing unpolluted data, which explain current behavior (also called exploratory user research).
Even before you start working on developing a potential solution, you begin with finding focus by asking what would define the problem you are trying to solve.
Immersion is a form of subjective inference: something, which depends entirely on an individual’s perception. However, if patterns check out and tend to repeat themselves in other circumstances, or replicate concisely, then subjective judgment is compounded to a more objective phenomenon, and becomes verifiable by others.
It is then, when actionable insight appears, because the pattern has provided an insight and become a structure that organization can use to craft solutions.What I liked about the way he's framed this activity of Immersion (call it exploratory user research or simply fieldwork), the first phase in the user centered design process, is how he has connected its relevance to dealing with the challenge of uncertainty and rapid change.
The purpose of immersion is to discover patterns, which can evolve to a new basis for objective decision making.
Immersion can be seen as a mechanism for mitigating the constraint that uncertainty imposes on organizational decision-making.
With the pace of change accelerating, the immersion exercise increases in value and in necessity. It will need to be done more widely and frequently to update our current objective decision making frameworks, and prevent them from becoming an obsolete representation of the actual world.
Uncertainty is the only certainty, I've often said, when it comes to the conditions in the operating environment at the Bottom of the Pyramid, and strategies demand flexibility and responsiveness in order to cope effectively with the perceived chaos of the developing world. But what he's added here is this little insight from the perspective of policy and planning for sustainable development programmes:
It was once the wish of social engineering to control for uncertainty in the social environment. The premise was that you could make decisions based on a certain desired outcome, and hedge against the risk of it turning out otherwise. But through a couple of decades of iterating on the concept of social engineering we now know that it can only achieve so much. The power to coerce people to choose one type of behavior over another dissipates under change and uncertainty. The framework has shown to be ineffective, or too costly at best, and the social environment has increased in dynamics thereby making it less controllable.It has been said that 96% of innovations fail and much of it is a hit and miss spaghetti on the wall affair. Human centered design planning has claimed to increase the success rate of the new - whether a product or service - by starting with understanding the intended target audience i.e. user research, exploratory and broadly focused, in order to identify opportunity spaces (and unmet needs) for design and development of products or services that offer value and resonate with users' worldview. This is critical for ensuring that relevant, appropriate and affordable solutions are ultimately designed for the intended target audience. The aim, naturally, is to lower the barriers to adoption and decrease the dropout rate.
Conceptually we can take this thought one step further by applying the same approach to solution development for policy and planning of sustainable programmes for development in the agricultural value chain. We can begin our user centered approach by questioning and validating our assumptions about Farmer Pedro and refreshing our perceptions of his current day status, situation and aspirations, as much as any multinational mobile manufacturer, but in practice, how would this work in an arena that has traditionally been top down and on a grand scale?
Is it enough to be inspired by the human centered process, in a complex multi-stakeholder context such as this, to simply remember his presence in the meeting rooms of the first world, or is there a way to add his voice, far away though he may be, to the design and development process?
As Bart has written, too many programmes fail to continue once donor support is withdrawn i.e. they are not sustainable in and of themselves:
Rather than focusing on the results of a project, I propose to take a different perspective on the purpose of private sector development. The task of a private sector development project is to create a temporary organizational vehicle, which is geared to search for the new business model that will deliver replicable and scalable ppp impact. In other words, it’s not the impact itself we’re after, it’s the business model that will deliver the impact. Private sector development, as a complementary coalition of for-profit, and non-profits, should limit its resources to validating such a model, ie. a feasible, viable, and desirable model.
Exit comes after such validation.