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1、Photo:UNDP Tajikistan Listening to the Present,Designing the Future:A Guide to Deep Listening Social Innovation Platforms(SIP)Foreword From a global pandemic and growing inequalities to the rapid digital transformation and rising conflictsthe challenges of today have eroded democratic institutions,f

2、rayed trust and social contracts and as a consequence changed the landscape of development.For United Nations Development Programme(UNDP),governments and other development partners,this reality requires questioning our processes,becoming more agile and unleashing our creativity towards systems appro

3、aches that promote accountable,inclusive and effective governance to ensure no one is left behind.Key in this endeavor is greater investment in peoples participation and agency to shape public policy,ensuring people are empowered to drive societal change and that the rights and voices of women,youth

4、 and marginalized groups are respected.This involves the creation of platforms and civic spaces,such as Social Innovation Platforms(SIPs),which foster new forms of collaboration between governments,people and businesses and facilitate the listening to people,learning from them and ultimately leverag

5、ing their solutions.SIP is a UNDP initiative in collaboration with the Agirre Lehendakaria Center(ALC)to strengthen governance,inclusive participation and foster socio-economic development at the subnational level.At its heart lies a people-centered approach that utilizes Deep listening a tool that

6、gives us insights into the state of things,and glimpses of what might be to come.This is crucial for the process of Co-creation where people with diverse backgrounds come together to formulate development solutions.The purpose of this guide on Deep Listening is to encourage development practitioners

7、 to add a community listening perspective to their programming,which can lay the groundwork for further co-creation and portfolio design.The guide is a useful resource that provides practical tips,step-by-step guidance,tools and examples on the process of Deep Listening,including systems mapping,rap

8、id ethnographic research,sensemaking and analysis.Drafting this guide has been a joint effort with SIP practitioners across the globe and is built on the hands-on experience from Pakistan,Indonesia,Thailand,the first three adopters of SIP.The guide was further enriched by the growing SIP work in Mal

9、dives,Lao PDR,Bangladesh,Uruguay,Mozambique and selected cities in Europe.Patrick Duong Senior Governance Advisor,UNDPGorka Espiau Director,Agirre Lehendakaria Center2Acknowledgements Listening to the Present,Designing the Future:A Guide to Deep Listening was collaboratively developed by the Local G

10、overnance team at the UNDP Bangkok Regional Hub(BRH)and the Agirre Lehendakaria Center(ALC)with support from UNDP Pakistan,Thailand,and Indonesia.The guides main authors are ALC team members,Stan van der Leemputte,and Yi Zhang.Also,special thanks to Apichaya O-In and Beenisch Tahir who have thorough

11、ly reviewed this guide and provided valuable inputs and comments with UNDP Country Office perspectives.The views expressed in this publication are those of the author(s)and do not necessarily represent those of the United Nations,including UNDP,or the UN Member States.The designations employed and t

12、he presentation of material on this map do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations or UNDP concerning the legal status of any country,territory,city or area or its authorities,or concerning the delimitation of its frontiers or boundarie

13、s.Copyright UNDP 2023All rights reserved3Background to Social Innovation Platform(SIP)What is SIP?SIP is a systems approach that leverages real-time data,human-centric design thinking,and portfolio logic to tackle complex development challenges at the subnational level and help accelerate SDG locali

14、zation.At a time of rising challenges and declining citizen trust,SIP explores innovative practices that enhance local participatory processes for community change by putting individuals and communities at the heart of solutions development.Through deep listening and sensemaking,SIP strengthens comm

15、unity engagement and facilitates a better understanding of local challenges and opportunities.Moreover,it fosters inclusive participation through Co-creation and testing of integrated solutions,from community actions to new regulations.The SIP approach was developed by the UNDP Bangkok Regional Hub

16、in collaboration with the Agirre Lehendakaria Center(ALC)and has been tested and iterated in Asia-Pacific,Central Europe,South America,and Africa.SIP work is a timely practice for UNDP in line with the UNDP 2022-2025 Strategic Plan and Governance for People and Planet Programme to support integrated

17、 solutions for systemic transformations on governance.Its core components are:At the core of SIP lies the ability to surface underlying dynamics around peoples beliefs,attitudes,needs,and opportunities and reframe them to understand development challenges from different perspectives.To do so,SIP lev

18、erages systems mapping and Deep Listening,a collection of(ethnographic and digital)listening tools designed to engage with people in their lived experience and discover different meta-narratives and local insights,with the potential of further engaging participants in transformative actions.Put simp

19、ly,these tools can reveal peoples untold stories;stories that give insights into local communities key challenges,needs,and opportunities that are otherwise hidden or invisible.Complemented with quantitative data,Deep Listening can identify the most relevant leverage points for development intervent

20、ions.Moreover,Deep Listening paves the way for effective co-creation and portfolio development.II)Sensemaking and Co-creationConvene a variety of stakeholders to make sense of the existing data,collaborate on co-creating and integrating solutions into portfolios for development challenges at the sub

21、national level.III)Portfolio design and activationTest portfolios(including exploring new financing mechanisms)to shift from implementing standalone projects to supporting portfolios of integrated solutions.I)Systems Mapping and Deep ListeningVisualize key stakeholders,most important initiatives and

22、 existing(or lack of)connections.Unravel local community narratives and reveal in-depth needs,challenges,and opportunities.4How can Deep Listening help UNDP?UNDP,governments,and development agencies around the world are increasingly moving away from old models of problem-solving and searching for ne

23、w tools and approaches that are systemic and avoid the pitfalls of single-point solutions.Key in this endeavor is the understanding of the deeper social,economic,environmental,and cultural dynamics behind local development challenges.SIPs Deep Listening facilitates this understanding by mapping stak

24、eholders and existing initiatives,developing collective intelligence through community listening,and verifying it with communities through sensemaking.This enables development practitioners to tap into the potential of change that exists in a social system,find pertinent leverage points to solve pro

25、blems,and facilitate the co-creation of portfolios of interventions that align well with peoples real-time needs.Earlier experimentations of Deep Listening have shown the following key benefits:Strengthen inter-and intra community trust.Build adaptive capabilities in contexts of rapid change,crises,

26、and emergent opportunities based on community needs and aspirations.Create a safe space for experimentation,imagination,and inclusive action.Add value to other UNDP strategic processes or projects in ways that become adaptative in a continually changing context,and scalable to different levels of in

27、terventions and contexts.How can this guide help?For UNDP teams that aim to add a community listening perspective to their programming,this guide will provide practical step-by-step guidance on how to conduct a(rapid)systems mapping and Deep Listening process to complement existing data with qualita

28、tive community narratives,analyze the extracted data and gain additional insights.The guide offers both entry points for integrating Deep Listening to traditional UNDP project formulation as well as how it can lay the groundwork for co-creation and portfolio design.Given real-world constraints(time,

29、finances,and human resources)SIP advocates for the adoption of a rapid Deep Listening process at the outset and/or during portfolio and project development work.1SystemsMapping01CollectiveSensemakingScallingOur Theory of ChangeCultureChange12345KCultural Factor Systemic TransformationValues andConte

30、xtNewNarrativesCo-creationPrototypingListeningProcess0203040506Community actionsSmall and mid scale initiativesLarge scale initiativesNew public servicesNew regulation mechanismsThoery of Change,Agirre Lehendakaria Center5About this publication Recognizing the importance for the United Nations Devel

31、opment Programme(UNDP)to scale up its programming at the sub-national level through systems and portfolio approaches to respond to interconnected local development challenges SDG integration,and test new forms of collaborations between people,governments and the private sector Next Gen.Governance,UN

32、DP in Asia and the Pacific embarked on experimenting a new platform approach,going beyond traditional linear projects,to address socio-economic challenges at the local level and help achieve the Sustainable Development Goals(SDGs).Results from early adopter countries,namely Thailand,Pakistan,and Ind

33、onesia,showed how SIP can facilitate integration and collaboration with other thematic teams,help transition from implementing projects towards supporting portfolios,and develop a range of new capabilities for UNDP,including Deep Listening and Sensemaking.This publication is a how-to resource for UN

34、DP staff around the world,and is designed to help further SDG localization efforts around inclusion,accountability and effectiveness through Deep Listening and Co-creation within the UN and throughout the development field.About the United Nations Development Programme(UNDP)UNDP is the UNs global de

35、velopment network,advocating for change and connecting countries to knowledge,experience,and resources to help people build better lives.UNDP is on the ground in 177 countries and territories,supporting their own solutions to development challenges and developing national and local capacities that w

36、ill help them achieve human development and the Sustainable Development Goals.Learn more at undp.org or follow UNDP.About UNDP and ALC partnership Since 2019,UNDP in Asia and the Pacific,in collaboration with the Agirre Lehendakaria Center(ALC),a social innovation center specialized in systemic tran

37、sformations through portfolio approaches,has been supporting UNDP Country Offices in the Asia-Pacific region in piloting SIP to accelerate SDG localization.SIP is helping UNDP in Thailand,Indonesia,Pakistan,Lao PDR,Maldives,Uruguay,Mozambique,and Bangladesh to shift from implementing projects toward

38、 supporting integrated solutions for a wide range of complex development challenges at the subnational level including transforming local food systems,blue economy,sustainable tourism,air pollution,and inclusive policy making.UNDP is working collaboratively with ALC to support and scale Social Innov

39、ation Platforms across the globe including in Europe,Central Asia,Latin America,and Africa to help design people-centric integrated solutions that help translate the SDGs and 2030 Agenda into local reality.Learn more online at www.undp.org/asia-pacific/social-innovation-platforms.How to read this gu

40、ide This guide intends to assist practitioners in conducting Systems Mapping,Deep Listening and Sensemaking and provide the needed tools to do so.The guide is divided into five Modules(1)Systems Mapping,(2)Deep Listening(3)Narrative Analysis,(4)Sensemaking and Developing Personas(5)Preparation of Co

41、-creation and Portfolio Design.If youre just getting familiar with these terms,we suggest you go through the guide chronologically to make sure the concept is well understood before implementation.For readers who are familiar with Deep Listening,this guide can serve as a refresher.6Contents Matrix:k

42、nowledge management and analytical tool 8Module 1 Systems Mapping 10What is Systems Mapping?11Why is it important?11How to do mapping 11Mapping step by step:11Sensemaking:Contrasting the system mapping 12What is its goal?12Outcome:Systems mapping visualization 12Module 2 Deep Listening 14What is Dee

43、p Listening?15Why is it important?15Connection to Governance 15How to listen:step by step 16Essential elements of the Deep Listening 161.Listening channels 172.People 173.Questions 18Deep Listening Governance and Thematic Questionnaire 18Governance Questions:18Thematic Questions:194.Sensemaking 20Te

44、chnical aspects and basic interview process 201)Before the interview 202)During the interview 213)Once the interview is completed 21Module 3 Narrative Analysis 22Who should do the analysis?23What are narratives?23Why is it important?23How do we analyze the information?24Extracting the main quotes 24

45、Module 4 Sensemaking and Developing Personas 28What is sensemaking?29Why is it important?29What are personas?29How to get to personas 30Preparation,perform and systematization of a sensemaking session 31Preparation 31Perform 32Systematization 33Module 5 Preparation of Co-creation and Portfolio Desig

46、n 34Moving from Deep Listening to Co-creation 35What is Co-creation and how to do it?35Strengthening understanding of challenges,needs and opportunities 36Connecting the listening with the system mapping:identifying gaps 36Co-creation team dynamics 377 Annex Trainingproposal 38Photo:UNDP UgandaMatri

47、x:knowledge management and analytical tool8Matrix:knowledge management and analytical toolDeep Listening generates rich qualitative data on local peoples perceptions,experiences and beliefs on a wide range of topics.To manage this,we use a customized matrix that functions as a useful knowledge manag

48、ement tool for organizing and helping to make sense of the data during the process of analysis.For each phase,whether it is Systems Mapping,Deep Listening or Sensemaking,the matrix will be utilized.Thats why for each of the guides modules,the role of the matrix will be illustrated.The Matrix functio

49、ns to:Organize,code and store Deep Listening data that come from multiple sources.Document key information about your stakeholders and interviewees.Monitor and track changes in narratives,interventions and stakeholders in the development context.Assign attributes to data(e.g.,demographics)for analyt

50、ical purposes.Searching data,adding interpretations and notes.Access the Matrix template tool here:shorturl.at/koQX3In this guide we will focus on the first 6 tabs of the Matrix:(1)Engaged people,(1.1)Stakeholders,(2.1)Primary sources,(2.2)Secondary Sources,(3)Narrative analysis,(3.1)Personas,(4)Exi

51、sting actions It is standard practice within existing SIP platforms to have an online,shared version of the matrix to enable access and effective collaboration between different teams.Photo:UNDP Indonesia9Matrix:knowledge management and analytical toolPhoto:UNDP PakistanModule 1Systems Mapping10Modu

52、le 1 Systems MappingWhat is Systems Mapping?Systems mapping is a process of identifying,listing,and graphically representing the key stakeholders and existing initiatives of a target area and system.A solid system map is constructed by displaying all existing initiatives and stakeholders clustered a

53、round 5 levels of intervention(see the list below)with their interlinkages highlighted.These levels of intervention aim to balance the activity of the portfolio but each intervention can generate its own strategic levels of activity and impact.i)Community initiatives,e.g.,Creation of reading awarene

54、ss campaign ii)Small and medium scale actions,e.g.,Rural entrepreneurship support actions.iii)Large-scale actions,e.g.,Training center for agriculture,gastronomy,and tourism.iv)Public services redesign,e.g.,Solar energy systems installed in the city with the help of an investment fund.v)Regulatory o

55、pportunities,e.g.,New food regulations.Why is it important?Systems Mapping is important because through cataloging and visualizing initiatives,agents,and institutions,it provides an understanding of a system and the interlinkages between actions and actors.A system map clarifies how different existi

56、ng actions respond(or not)to each other,identifies the gap between initiatives and peoples needs,and presents potential entry points for interventions.Framing the mapping into a structured portfolio will allow the innovation team to identify leverage points places in the system where well-focused ac

57、tions can produce significant and lasting impact on local communities.The mapping exercise is continuous throughout the whole implementation cycle and should be updated regularly.How to do mapping Mapping step by step:1.The first step is to map all actors and initiatives of the environment you are w

58、orking in and/or in relation to the thematic areas that your programme is focused on.However,if you dont have a thematic area pre-defined,and you go into an area with fresh eyes,then the stakeholders and existing initiatives of such an area will define the prioritized thematic area for the platform.

59、2.Display a list of key actors and stakeholders:The composition of the stakeholders should contain a diverse range of strategic actors considering different sectors.3.Classify them accordingly:category,name,sector,thematic area and contact.4.Assign all existing initiatives to five levels of interven

60、tion.Agirre Lehendakaria Center.Access the tool here:shorturl.at/lmtz3Agirre Lehendakaria Center.Access the tool here:shorturl.at/pzEG1ECOSYSTEM MAPPINGCommunitary actionsSmall-medium scale actionsLarge scale actionsNew servicesNew regulationPUBLICSECTORNGOs/CSOsPRIVATESECTORUNAGENCIESUNDP11Module 1

61、 Systems MappingWhat is Sensemaking?Sensemaking is defined as the activity that extracts insights,creates space for reflection and validation.It is a process through which people interpret and give meaning to their collective experiences.Sensemaking should take place in the different phases of the p

62、rogramme implementation as a way of contrasting and validating,at all times,the information obtained.It is standard practice to conduct Sensemaking during Systems Mapping,Deep Listening,and Co-creation.5.Sensemaking session:Present,review,and validate the map with relevant stakeholders.Sensemaking:C

63、ontrasting the systems mapping At this stage,Sensemaking is used to verify and contrast the conducted Systems Mapping.It consists of multiple reflection sessions with key stakeholders to extract insights,verify the findings of the mapping exercise,and induce learnings.It is important because it show

64、s where the gaps and leverage points are in the existing development context.And most importantly,it will identify the role and value of each of the stakeholders in that context.What is its goal?The final intent is to frame the mapping into a structured portfolio that establishes a common system for

65、 innovation activities in all sectors.Validating the mapping through Sensemaking will improve your insights,garner support and help develop a network of stakeholders for innovation activities.Gather feedback to enrich the mapping of stakeholders and initiatives and identify relevant interconnections

66、.1 To learn more about the concept of Sensemaking,please go to Module 4 Detect gaps,overlaps,and missing data;contrast and reflect on the first mapping visualization and generate a 2nd iteration.Engage with potential collaborators.Quick ethnographic could be conducted as part of the listening proces

67、s.Outcome:Systems mapping visualization The final product of this step is a visualization of the system map which represents the various initiatives and their interconnections in one single frame.The map outlines the interconnections between existing initiatives and stakeholders.It lays the groundwo

68、rk for understading peoples narratives,collective interpretation of ethnographic profiles(Personas),and developing a People Powered Portfolio.12Module 1 Systems MappingA restaurant as a metaphor A platform approach requires working with multiple actors and parties and involves different phases of im

69、plementation.These components do not necessarily have to happen in a linear fashion,but each of them has its importance and relevance.To illustrate the approach we will use,throughout this guide,a restaurant as a metaphor.Imagine that your team is opening a new restaurant and wants to define its bra

70、nd and design a co-created menu.To find the magic recipe,it is important to understand how the process unfolds and how,using all the key ingredients,to shape the processes to achieve the highest quality outcomes.Mapping exercises:Explore and identify what is going on around you.How are other local r

71、estaurants doing?What are their teams?How do they operate?What are the local ingredients we can start using?What is the best kitchen equipment?Identify all the people and entities related(or close)to the food industry in the region.Dont forget to research in depth,taking into consideration the diver

72、sity of actors and initiatives on the 5 levels:community,small and medium scale,large scale,public service redesign,regulatory opportunities).An initial portfolio.Agirre Lehendakaria Center123Citizen survey(Manifesta).Grr-Grr Co-creation platform.Termokiss Community.45679617188Impact Spac

73、e PrishtinaEU-CoE ROMACTED ProgrammeGreen Debate Tournament Kosovo Sustainable Development WeekThe Green School Green City Action PlanSunny Hill Foundation/Festival Balkan Green AcademyRural Economic Sustainability Initiative (RESI Project)Lets talk about Food WasteArchitecture Heritage Center of Pr

74、ishtinaKosovo Spatial PlanKosovo Digital Economy(KODE)UBT AcceleratorUSAID/Kosovo Social ContractCEF 3(PRISHTINA)12DokufestEduPrizrenVirtual Clasroom at Dokufest“In our Language”Increased Participation for good governance3456910111278Western Balkan Investment FrameworkThe Capacity Building in Prizre

75、nKosovo Digital Economy ProjectDigital Platform for Public Participation/OSCECEF 2(PRIZREN)First Portfolio Prishtina Cultura&Heritage Innovation/Economy Urban Education Sustainability Social Cohesion2The Revival of Lumbardhi CinemaFostering youth development and employment thro

76、ugh a cross-border digital entrepreneurship academy(Y.D.E.A.)in Lezha and PrizrenITP Project415 34416175Community InitiativesSmall and mind ScaleLarge ScaleServicesRegulationsCommunity InitiativesSmall and mind ScaleLarge ScaleServicesCommunity Initiatives Small and mid Scale Initiatives

77、Large Scale Initiatives ServicesRegulations5 Interconnected LevelsDesigned by angelicabarcostudio in collaboration with ALCK13Module 1 Systems MappingPhoto:UNDP BangladeshModule 2Deep Listening 14Module 2 Deep ListeningWhat is Deep Listening?Deep Listening is a set of qualitative tools that,when com

78、plemented with quantitative data,can unravel a communitys narratives and reveal in-depth needs,challenges and opportunities.In addition to identifying the communitys narratives,the listening process also outlines potential ideas for dealing with these needs and opportunities.It is precisely these di

79、scoveries that connect the listening process with co-creation and prototyping.Through the Deep Listening process we identify a diverse range of narratives2,which are patterns of subjective perceptions and experiences that people and communities have in their lived experiences.These narratives decisi

80、vely influence what is believed to be possible or what can or cannot be achieved,and can even determine the success or failure of the socio-economic initiatives put in place for the transformation of the territory.Why is it important?The Deep Listening process is iterative and opens space for UNDP p

81、rogramming teams to engage in a deep process of community listening and ecosystem mapping,taking into account the context in which the programme is taking place.Deep listening adds value to culture,territorial development,innovation,as well as strategic decision-making at different levels,through bu

82、ilding understanding across differences and inviting individual and collective creativity to manifest and build social capital,which leads to greater community resilience,social cohesion,and creates conditions for positive socio-economic change.Deep Listening provides UNDP with essential foundations

83、 for building and iterating better portfolios and programmes with the potential to:Strengthen inter-and intra-community trust.Build adaptive capabilities in contexts of rapid change,crises,and emergent opportunities,and based on community needs and aspirations.Create a safe space for experimentation

84、,imagination,and better collective action.Add value to other UNDP strategic processes or projects in ways that become adaptative in a continually changing context,and scalable to different levels of interventions and contexts.Connection to Governance Increasing complex and uncertain challenges and t

85、he barriers to find effective and inclusive solutions have prompted UNDP and its partners to reflect on the future of governance and how collective public decision-making should take shape in the twenty-first century.There is a need for new ways of collaborating to find common ground and foster tran

86、sformative actions.This holds particularly true for challenges that erode trust and social contracts but require trade-offs and sustainable long-term solutions.To remain relevant,UNDP must go beyond building the capacities of governments to deliver services towards helping countries,define their vis

87、ion(anticipate)and equally important,build their capacities for Anticipatory,Agile,and Adaptive Governance(AAAG).Governance is a key enabler(bearing structure)in this regard and will enable sustainable and inclusive development and systemic transformations.UNDP recognizes the key role of local gover

88、nments due to their proximity to local communities.Moreover,local governments are central in the provision of basic services including water,waste management,health care and housing.As such,they have a profound impact on critical areas such as safety,rule of law,healthcare,food security and gender e

89、quality.Thats why UNDP recently launched the Governance for People and Planet(GPP)Programme to support countries in exploring and realizing accountable,inclusive and effective modes of governance.There are four mutually reinforcing priorities in this programme:1.People have better access to goods an

90、d services.2.People are empowered to drive changes.3.Gender Equality underpins all governance systems.4.Governance mainstreamed across all UNDPs work.At the sub-national level,inclusive community participation is a core element of socioeconomic progress and,in connection,the design and access to pub

91、lic goods and services.2 To see the definition of narratives go to page 23.Module 2 Deep Listening15Evidence shows that an open public sphere in which people have agency to shape public policy leads to reduced inequalities,inclusive and accountable decision-making,and,ultimately,better solutions.In

92、line with GPP,SIP contributes to governance transformation by emphasizing the link between people and local governments as a strategy for development.Its approach is rooted in listening to communities and giving voice to those who are traditionally unheard and at risk of being left behind,such as wo

93、men,ethnic minorities,and displaced populations.This is an important tool for governments,policymakers and other stakeholders as it helps to gather valuable information,insights,and perspectives from community members.By actively engaging with them the local context and the challenges and opportunit

94、ies faced by communities can be better understood.It also helps to ensure that peoples needs,concerns and priorities are taken into account in decision-making processes and that outcomes are responsive and leave no one behind.Moreover,SIP helps to strengthen local governance by empowering community

95、members to participate in the decision-making process and by promoting greater transparency and accountability.When community members can voice their concerns and participate in the decision-making process,they are more likely to feel a sense of ownership and responsibility for the outcomes of those

96、 decisions.This contributes to the development of more inclusive,participatory,and accountable governance systems at the local level.Furthermore,SIP utilizes community listening to enable new forms of collaboration between people,governments and private sector to co-design solutions and inform polic

97、ymaking at the subnational level.3 To see the definition go to Module V.Agirre Lehendakaria Center.Access the Observation Tool Pack here:shorturl.at/bM258How to listen:step by stepEssential elements of the Deep ListeningFor a Deep Listening process to be effective and inclusive,there are four import

98、ant elements to be considered.1.Listening channels 2.People 3.Questions4.Collective Interpretation session314Deep listening-Canelones,Uruguay5 How do we bring this process to Canelones?Module 2 Deep Listening161.Listening channelsListening channels are information gathering tools that can be both di

99、gital and analogue.For instance,semi-structured interviews,field observations,focus group interviews,public theaters,photography,participatory processes are commonly used listening channels among others.The qualitative data collected must be complemented by quantitative ones such as UN,UNDP,and gove

100、rnment reports.Adapting the channels:To facilitate and integrate projects already underway and avoid possible duplications,it is important to adapt to the existing listening channels in the development context we are working in.For example:if a village or municipality already has a community listeni

101、ng process such as participatory assemblies,suggestion boxes or any listening mechanisms implemented by local stakeholders,you should include them in your data collection perspective.Choose at least two listening channels:Include at least two types of ethnographic listening channels mentioned above.

102、The table below is designed to help you choose the right tool:2.PeopleIf you are choosing semi-structured interviews as one of the listening channels for your programme/portfolio,its important to talk with a wide range of people from varied representative profiles in order to draw a breadth of ideas

103、,perceptions and perspectives.Below is a list of recommended steps to help you achieve this and keep track of your data:Create the first list of potential interviewees:An initial list of 5 to 10 people can be drawn up.These people will make suggestions for expanding the network.This is known as snow

104、ball sampling.This list can be drawn from the stakeholder mapping conducted in the Systems Mapping and it should always have a balance of gender,age,educational levels,territories and any other important factors related to the territory.Organize and manage your interview agenda.It is recommended to

105、organize your interview schedules on a calendar,and manage the collected information in the Matrix.Manage the list of potential respondents.The engaged people tab in the Matrix can help you keep track of your potential interviewees,their basic information,and the status of the interview.Engaged Peop

106、le SIP Hushe Valley Matrix.Module 2 Deep Listening17Deep Listening Governance and Thematic QuestionnaireBelow is a list of guiding questions on governance and other thematic topics.They function as examples and aim to give you suggestions for designing interviews and surveys regarding local governan

107、ce and other topics(e.g.,Gender Equality&Inclusion,Youth,Environment&Climate Change and Disaster Risk Reduction&Resilience).The list is indicative only and by no means exhaustive.Governance Questions:Inclusive participation Do you feel there are enough opportunities for peoples participation in your

108、 community?Are you willing to participate in local community consultation and planning?(e.g.,advisory groups,public forums,workshops,etc.)?Would you rather participate in traditional(e.g.,town-halls,forums and public consultation sessions)or alternative forms(e.g.,co-creation,online platforms,digita

109、l surveys)of citizen participation?Accountability and Responsiveness Do you feel there are sufficient public mechanisms to raise your concerns and claim your rights to public authorities?When you request support from public authorities on specific issues do you feel your problems get addressed?3.Que

110、stions To obtain a comprehensive understanding of the development context,the listening process is structured with multiple layers of different depths.Thus,the questions that will guide the listening process are designed to harvest information from a broad spectrum of levels and dimensions that push

111、 the understanding deeper as the listening process continues.Iteration I:If you are just starting the programme and there is no listening conducted previously,you should start with a set of questions that will help you to understand what is happening in the development context and explore the main c

112、hallenges,opportunities,barriers,enablers and power relations.15We think of the first profilesLinked to this last point,it is important to start with a list of key stakeholders in Canelones.We start with a selection of initial generic profiles,which will gradually expand the sample by snowball effec

113、t,asking each one of them with whom we should talk.This avoids bias on our part and helps us to enrich the sample.Likewise,this sample should always have a balance of gender,age,educational levels,territories and any other important factor in Canelones.We collect informationAfter contacting these fi

114、rst people,we conducted a series of quick interviews with them(10-15 minutes).These first quick conversations allow us to begin to generate the network for the process and to analyze the general narratives.Normally,in this first iteration we reaffirm elements that we already know or intuit,but a fir

115、st contact is important to be able to go deeper later.These first conversations have four main axes/questions,to generate a framework on which to deepen(FLYVBERG,2006).bcDeep listening-Canelones,Uruguay5 How do we bring this process to Canelones?1.2.What is happening right now?What are the current n

116、arratives and who is involvedWhat are the current narratives and who is involvedAnd barriers and enablers for changeWho wins and wholoses with this situation(and through which mechanisms)ChallengesOpportunitiesPower dynamicsThoery of Change,Agirre Lehendakaria Center1Our Theory of ChangeDeeper Highe

117、rAt first,the innovation waves are smaller.Then they begin to resonate deeper and higher through the listening process.A transformation movement consists of many interconnected waves flowing in the same direction.Iteration 1Iteration 2Iteration 3Module 2 Deep Listening18 Are you satisfied with how y

118、our public authorities are listening to the needs of your community?Effectiveness When government agencies introduce new public services in your community(e.g.,new programs,regulations,etc.),do you feel they will improve your life?Do you feel that the domestic budget is allocated and spent effective

119、ly in a way that makes peoples life better?Thematic Questions:Gender Equality and Inclusion:What do you feel are the most pressing issues regarding the position of women and girls in your communities?What needs to change most urgently?Can you explain the position of women and girls in your community

120、?And in connection to decision-making and participation?What do you feel should be done to better protect womens rights?What do you feel are the most pressing issues facing vulnerable groups in your community(e.g.,ethnic and religious communities,youths,PWDs,LGBTQ,etc.)?Disaster Risk Reduction and R

121、esilience:What do you feel are the biggest risks/disasters facing your area?Are disasters becoming increasingly common in your area?Do you feel your community is prepared for a possible next disaster?Does your community have a disaster response or emergency plan?Environment and Climate:What kind of

122、climate hazards have you/your community faced so far?What challenges do members in your community face in coping with climate change?How can people participate in actions of climate change adaptation?What group do you feel is the most vulnerable in your community as a result of climate change?Youth:

123、What do you feel are the most pressing issues regarding the position of young people in your communities?What are the main challenges facing young peoples participation in your community?What do you feel can be done in your community to better support young people?Another example of guiding question

124、s can be found in the below example of the first iteration of Deep Listening conducted as part of the work on SIP in the Maldives:Agirre Lehendakaria Center.Access the tool here:shorturl.at/eBDPZNAME:SURNAME:AGE:GENDER IDENTITY:RELIGIOUS BACKGROUND(if relevant):ETHNICITY(if relevant):LIVES IN:WORKS

125、IN:What is going on right now in the Maldives?What are the main challenges related to work and employment in the Maldives?Do you think the unemployment rate its too high?Why?Why not?How can you tell this is afecting the area?How do you feel about this?Do you think this change is possible?If so,why?I

126、f not,what are the barriers you see and how would you overcome them?What are the biggest opportunities that the Maldives have for transformation?Are they the same as years ago or are they new?Are they the same for everybody?What would you like to see happening in the future?Who wins and who loses wi

127、th the current situation?How do you see the near future of the Maldives if the employment situation does not change?Reactions,contradictions,context,language Literal quotesModule 2 Deep Listening19 Iteration II:If an initial listening process has already been conducted in your programme and the firs

128、t narratives have been analyzed and validated4,a second batch of information will be collected in the medium term with more in-depth interviews,with as many people as possible.With the interviews of the second iteration,we are taking a step further in the quick interviews we have already conducted a

129、nd digging deep into the data.This second iteration requires the programming team to reach the hidden narratives and go beyond the information on the surface.4.Sensemaking Sensemaking is an essential element of the Deep Listening process because it helps us contrast the information collected in the

130、Systems Mapping and Deep Listening.UN agencies like UNDP,governments,private sector,civil society and individuals take part in this process.While the purpose of the Sensemaking sessions that follow Systems Mapping exercise is to contrast,validate and seek leverage points for development intervention

131、s,the purpose of the Sensemaking sessions following the listening process and analysis is to contrast and validate the narratives uncovered in the listening process.For further information please go to chapter V.Technical aspects and basic interview process 1)Before the interview Begin with a brief

132、explanation of the programme,its goals and objectives.Consider specific sensitivities that may affect the interviewees receptivity and confidence.For instance,controversies about local history,perceptions the interviewee may have about the identity of the interviewer or his or her organization,perso

133、nality traits of the interviewee,gender issues,etc.Confidentiality and consent.You need to obtain interviewees consent before you can proceed to conduct the interview.It is recommended to record the interview.Explain that you would like to record the interview and take some notes and observations an

134、d obtain interviewees consent.Also explain that you will use the comments made by the interviewee,but will keep their names or any other personal data confidential.Reinforce that the whole process is confidential.If you want to take photos and make videos,always ask for permission to use them(if nec

135、essary,you can give them consent forms).Interviews can be supplemented with field notes and photographs.Take notes on key phrases,words,and themes during the interview.Write a summary account immediately afterwards;note down things that are said but not recorded:the context,impressions of the To see

136、 more examples and guiding questions for the second iteration access the link:shorturl.at/hrTUVCase StudySecond iteration of listening in SIP Hushe ValleyIn the second iteration of Deep Listening in the Hushe Valley,more than 50 in-depth interviews were conducted.In this phase,the questions were foc

137、used on expected changes in relation to the SIP,perceptions of existing initiatives and assets of the economy(agriculture,tourism,SMEs).In addition,we reached out to a large number of women and explored their perceived challenges and opportunities in more depth:Guiding questions:What changes would y

138、ou like to see in Hushe?Give us examples.(Examples:this may be related to infrastructure,job opportunity,education,waste management,health,etc.)Are there initiatives to help the community overcome these difficulties?v What are the biggest assets for the economy?Why?What are the main challenges faced

139、 by women in the valley?4 To see how to systematize the information go to chapter VI.Module 2 Deep Listening20A restaurant as a metaphor Talk and listen Talk and listen to people of different profiles:who extends the license for the restaurant?Who are the potential customers?Who are the harvesters y

140、oure going to get the food from?Whos going to be on the cooking team?When they are all on the map,start tracing connections between the entities.Be sure you contact them so you can listen to their perceptions and needs in greater depth.This process is a necessary condition to link the future portfol

141、io with real time perceptions of different stakeholders and communities.relationship,mistakes,ideas and so on.2)During the interview Start with basic descriptive questions:name,age,employment,place of birth,place of residence,etc.Continue with ice-breaker questions.For example,Can you describe a nor

142、mal day in your daily routine over the past few years?How has it changed with Covid-19?Tell me more about your job and responsibilities.Use the tool provided in this guide to ask more specific questions(template for the first iteration or template for the in-depth interview).Ask for more examples to

143、 encourage interaction and collaboration.You can ask more sensitive questions later,when the interviewee feels more relaxed.Write down key phrases,words,and topics during the interview.3)Once the interview is completed Final questions:Is there anything I havent asked you about that you would like to

144、 comment on?Do you have any further questions?Besides yourself,who else do you think we should talk to about these issues?(snowball)Do you know of any ongoing or future initiatives that you think would be interesting for us to hear about?Inform the interviewee of the next steps.We will analyze and p

145、rocess the information,and present these insights to stakeholders and community members in collective interpretation sessions.At the end of the interview,always thank the participant for their time and opinions.Make sure that the person being interviewed has a way to contact you.Also collect their c

146、ontact information(e-mail,telephone,and/or address),so that they can receive information about the project or new proposals for participation.Write a summary account immediately afterwards;note down things that are said but not recorded such as the context,impressions of the relationship,ideas and s

147、o on.Module 2 Deep Listening21Photo:UNDP Timor LesteModule 3Narrative Analysis 22Module 3 Narrative AnalysisImportant Definitions Narratives are perceptions locals and communities have about their own lives,challenges and opportunities.Perceptions are opinions,ideas and perspectives people have abou

148、t specific topics.Patterns are repeated perceptions and thoughts appearing in the scope area.Patterns are helpful when analysing narratives for social change.Coding the analytical process in which quantitative and qualitative data is categorized.The aim is to translate the data into a simpler and mo

149、re visual way.In SIP,we use the Matrix as the tool for coding.Personas are ethnographic profiles that reflect unified perceptions and experiences of a certain group of people.These profiles represent the diversity of age,social origin and occupations with respect to a set of people and thus aim to s

150、how the diversity of the community.Who should do the analysis?The process to systematize the data collected through quantitative and qualitative listening channels should be carried out by the implementation team,pre-determined at the beginning of the programme and/or portfolio planning process.The

151、data analysis should be constantly contrasted(e.g.,weekly meetings)with other internal team members,and at least once a month with stakeholders and partners involved in Sensemaking sessions.The recommended profiles are those who combine analytical and research skills with experience in developing ne

152、w initiatives around social innovation,community work,women empowerment,and inclusive participation;and are part of the participating organizations(e.g.,governments at national and subnational levels,UNDP COs,etc.).It is important to integrate the work of the participating organizations into the SIP

153、 work from the beginning of the listening process.What are narratives?Narratives are subjective perceptions that people and communities have about their own lives.These narratives have a decisive influence on what is believed to be possible or not achievable,and can even determine the success or fai

154、lure of the socio-economic initiatives implemented for territorial transformation.Identified narratives can reshape the status quo,challenging dominant norms,values and beliefs;form a collective identity by developing a shared sense of belonging,which structures actions and meaning on the basis of a

155、 common perspective on social reality and a desired future;and thus guide action by inviting people to imagine alternative futures.Why is it important?Narrative analysis is important because it allows us to segment different patterns of perception of the same reality.While these patterns can be cont

156、radictory to each other,and sometimes easily discredited with reports and data,they are the underlying dynamics that affect the ecosystem.Moreover,it allows us to address complex systems and integrate a people-driven perspective into our programme or portfolio of actions.While narratives reflect sub

157、jective perceptions,it is essential to know them and take them into account when designing and implementing initiatives because they provide insights into local reality in depth.That is why we also need to share all the information collected,and work collectively on its interpretation(Sensemaking).I

158、f we work in this way,we will be able to contribute different points of view,verify the findings and gradually build new shared narratives of what is happening.23Module 3 Narrative AnalysisHow do we analyze the information?In the Matrix tool,there is a specific tab designated for the analysis of the

159、 interviews,titled:Primary Source.The most important quotes from each of the conversations are stored,coded and organized here.Extracting the main quotes Each quote has a general code(to preserve the identity of the interviewee and to facilitate the systematization process).For instance,in the tab o

160、f the Matrix named Engaged people,add the code next each name.A main topic area and subtopic must be determined together with tags words(key words).In addition,a total of six parameters should be applied to each citation quote in order to identify patterns of thought(HATCH,J.A.,20025):Similarity(per

161、ceptions similar to others)Difference(different perceptions from others)Frequency(perceptions that are repeated)Correspondence(perceptions that happen in relation to other activities or event)Sequence(perceptions that happen in a certain order)Causality(perception that one element leads to another)T

162、hrough these parameters,we identify thought patterns and carry out the analysis of narratives considering three different layers of discourse depth:Surface narrative:These narratives are opinions expressed openly in conversations but they do not necessarily inform our actions in a coherent way.We ca

163、n say one thing(“I am fully committed with human rights”)and behave differently.These are,therefore,public and superficial narratives about the situation people/community find themselves in but they are normally conditioned by the context and the interlocutors of a particular conversation.They provi

164、de valuable information but we need to dig deeper to fully understand the real perceptions that are conditioning behaviors and actions.Hidden narrative:They are connected perceptions that are normally not presented directly but are implicit in the discourse.They are beliefs about causality why thing

165、s are the way they are.They are identified by analysing textual quotations that through patterns indicate narratives hidden behind the public discourse.(e.g.,repeated institutional commitment to human rights might indicate the need to reinforce certain aspects or gaps in that field.)Metanarrative:Th

166、ey are underlying convictions that lie beneath the core of the issue.In this guide,metanarratives are considered as assumptions/values that should be segmented and addressed in order to reach systemic transformation.Specifically,we are trying to understand if local communities believe that in the cu

167、rrent context real change is possible and what the core elements are to generate new relationships(at the community level but also in relation with local authorities).5 Hatch,J.Amos.Doing Qualitative Research in Education Settings.State University of New York Press,2002.Project MUSE.Module 3 Narrati

168、ve Analysis24Example 1a.“Transport and public management are basic things that should have been fixed by now.”b.“The city is stuck and doesnt move any step forward in creating innovative activities and actions”Narrative Analysis 1(with parameters)If basic issues are not fixed,it is impossible for in

169、novation to take place in the citythis is a causation.These narratives show how people perceive the city and within the analysis we see how one element leads to another.Example 2(explanation of 3 level-narratives iceberg)“Something has to be done about climate,we cant go on like this.”“I use the car

170、 for everything,for work,family”(this can also be identified by observation)“Its terrible for the next generation.”Narrative Analysis 2 The visible narrative is clear:the speakders are fed up with the climate crisis.However,in another conversation they mention how much they use the car or in other l

171、istening channels we observe the number of cars that the city uses is very high unraveling the hidden narrative that“Im concerned about climate change but dont commit to solving it”.To get to the metanarrative and keep enriching it,it is always important to have in-depth interviews with people,contr

172、ast narratives,and get feedback with diverse agents in Sensemaking sessions.Agirre Lehendakaria Center.Access the template here:shorturl.at/DENSUModule 3 Narrative Analysis25Case StudySIP Gorontalo IndonesiaNarrative AnalysisCASE STUDY-SIP Gorontalo-Indonesia Narrative Analysis Agriculture continues

173、 to provide a livelihood for a large share of the Gorontalos population and many interviewees mentioned that improvements in agriculture productivity and diversification towards higher-value-added commodities are likely to have a significant impact on the income of the families.Agriculture is highly

174、 labour intensive,making little use of capital investments,and even though it creates jobs for a large part of the population,it is unlikely to result in significant increases in the per capita income of agricultural workers.If there is a significant improvement in agriculture it will depend largely

175、 on increasing investment in capacity building,infrastructure and market linkage to create high added value.“What is needed is the capacity development to enable the people process the agricultural and fisheries products to add value to local products and to get better economic gains.For instance,sn

176、acks and other types of food creations from corn.”According to most of the farmers that we talked to,irrigation is one of the main barriers of agriculture development.Investing in irrigation will bring high returns in terms of agricultural productivity.According to the interviewees,they showed that

177、irrigation has a significant impact on production.This is because irrigation is one of the main inputs for the production of maize,rice,etc.In provinces with higher irrigated land coverage,farmers harvest fields more intensively and the land is more productive.“More than two hundred households in th

178、is village rely on only two wells.We have to queue and even look for additional income to buy clean water from the Kwandang sub-district.This condition needs to be resolved immediately.There are only two wells,and when only four households are queuing,the water is running out and they have to wait 4

179、-5 hours before the water comes back.We must prepare more than IDR 500 thousand per month to buy clean water,not including renting the boat for transportation costs.”Module 3 Narrative Analysis26Photo:UNDP IndonesiaModule 3 Narrative Analysis27Photo:UNDP BangladeshModule 4Sensemaking and Developing

180、Personas 28Module 4 Sensemaking and Developing PersonasWhat is Sensemaking?Sensemaking is defined as an activity that extracts insights.It is a process that induces learning and creates more meaning from experience.“Sensemaking is the process by which people give meaning to their collective experien

181、ces.It has been defined as the ongoing retrospective development of plausible images that rationalize what people are doing.(Wick,Sutclieffe,&Obstfeld,2005).In the SIP approach,Sensemaking can be described as the collective interpretation of the information generated by the Systems Mapping and the D

182、eep Listening process.UNDP,public institutions,corporates and civil society organizations take part in the Sensemaking process.Sensemaking consists of presenting the identified narratives and contrasting and verifying them with stakeholders.This will help to legitimize and validate the analysis of t

183、he collected listening data.In a Sensemaking session,the identified challenges and opportunities are presented,mainly through personas,highlighting similarities and discrepancies on the part of the attendees,as well as possible solutions.Why is it important?Developing new tools and capabilities to c

184、apture perceptions and understand social dynamics in greater depth,including the ability to connect local insights to collaborative design processes.To get there,local insights such as narratives,metanarratives and profiles,need to be scrutinized in public spaces for deliberation and participation.T

185、his process,which we call Sensemaking,extracts insights,induces learnings and creates meaning from experiences.More specifically,within SIP,Sensemaking refers to complementing and legitimizing the information gathered during the Deep Listening.This helps to ensure a more complete analysis of local s

186、entiments and the challenges and opportunities perceived by the people,communities and other stakeholders involved.Sensemaking is conducted by repeatedly validating and socializing local insights during collective interpretation workshops.These sessions have proven to be very helpful in portfolio-de

187、sign.They enable the comparison of local narratives with existing interventions and policies,which in turn can help generate new interventions and policies that address identified gaps.Moreover,Sensemaking promotes collaboration between people and institutions that oftentimes have little contact or

188、converge in spaces for discussion and exchange.One thing to consider is that narratives are peoples personal perceptions,which can be subjective and even false;nonetheless they decisively influence what people and communities collectively aspire and believe as the right direction of change.Hence,per

189、ceptions directly determine the success or failure of initiatives for local community development and socio-economic change.Therefore,besides validation,Sensemaking focuses on presenting different and even opposing community perceptions and sentiments to spur dialogue between people,community groups

190、 and institutions and ultimately establish common ground and understanding.What are Personas?Another important consideration is the way in which narratives are presented and communicated during the Sensemaking process.Traditional analytical reports can provide a thorough account,however,the outreach

191、 of such reports is often limited to a specific group of people who have the access and skills to interpret these reports.Therefore,within SIP,we use Personas(ethnographic profiles)as the main tool to 1)present the findings to the stakeholders;2)amplify the listening process by verifying the finding

192、s with the stakeholders;and 3)further engage with the stakeholders in solution design.One key in detailing and building the Personas is to constantly adjust them to the results of the listening.The narratives,challenges and opportunities identified in the listening process are reinterpreted and refi

193、ned,mostly through these Personas,highlighting similarities and discrepancies,as well as possible solutions.Personas are used to represent the patterns of narratives and nuances identified during the Deep Listening process that stand out in the context of local development.Personas are based on the

194、analysis of narratives and represent unified perception,behavioral and thinking patterns.They differ from traditional demographic data or quantitative analysis.29Module 4 Sensemaking and Developing PersonasExample of a Persona from the SIP in GorontaloExample of filled Persona pattern with represent

195、ative quote on the top,the metanarrative on the iceberg plus the challenges and opportunities.How to get to Personas?Building Personas We give each of the identified patterns a face and a name to represent the narratives as a whole.The structure of Personas includes perceived challenges and opportun

196、ities.Each one should be attributed with a key idea or metanarrative that is repeated or exists in the territory,whether it is publicly recognized or not.As general criteria:a metanarrative equals to a Persona.Personas also include:1.Quotes from listening segmented in the Matrix tool,by topic,codes

197、and subtopics.2.Quotes segmented by parameters.3.Quotes segmented by Challenge,Opportunity,Barrier or Enabler.4.Along with related challenges and opportunities identified during the social listening process.Access the templates here:shorturl.at/fJPTY They represent the diversity of age,social backgr

198、ound and occupation as a Persona set.Each persona has an underlying key idea.(metanarrative),a series of opportunities and challenges perceived and a relevant quote.30Module 4 Sensemaking and Developing PersonasProposed Agenda1.Introductions and programme presentation(10 min)2.Why collective sensema

199、king?(10 min)3.Goals(5 min)4.Present the Personas?(20 min)5.Discussion:What do you think?Do you agree?What are we missing?Who else should we talk to?6.Question&Doubts(20 min)7.Next steps(5 min)Preparation,perform and systematization of a Sensemaking session PreparationWho should we invite?The Sensem

200、aking session is established with UNDP and other UN agencies operating in the territory as well as local stakeholders such as public institutions at different levels,civil society organizations,private sector,academia and people from the community.Additionally,people that are engaged in the listenin

201、g process could also be invited to these sessions and give feedback on the personas.Evaluate whether it is possible to hold mixed meetings or whether,for specific matters,women are more comfortable discussing certain issues in non-mixed sessions.Where and how do we invite people?Choose a suitable ti

202、me:sessions should be held at times that allow all members of the society to attend.If its necessary,organize more than one session to reach as many stakeholders as possible.It is recommended to invite participants through different channels such as email,phone calls,social media,invitation letters,

203、etc.How long does it take the session?90 minutes is the recommended time but it will depend on the conversation flow.Checklist:1.List of participants:Balance in gender,age,educational background,occupation between different sessions.2.Audio recording.3.Transcription of the session(at least key quote

204、s).4.Translation of the transcription into English.5.Photographs.31Module 4 Sensemaking and Developing PersonasHow to present a Persona?Case StudyPersona from West Java SIP Naneng,36 years old,ex-migrant,homestay owner.(Bear in mind that this profile is just a simplified representation of a group of

205、 people from the community with some common patterns.)Quote:“It was difficult to find a job here,so I went to Saudi Arabia,Hong Kong,and Singapore.Two years for each country.After the establishment of Geo-Park(CGG)in 2013,many of the villagers rent their houses.I returned and built my own homestay.”

206、After the establishment of CGG park,many changes happened in the area.One of them was the arrival of returning migrants from Saudi Arabia,Hong Kong,Singapore and other countries,to their villages to build and manage their own homestays.A great number of these people are women,with no skills and no f

207、ormal education,but they saw(via social media)the arrival of tourists in their village as an opportunity to open their own homestay as a source of income.However,after the restrictions caused by the COVID-19,the biggest challenge they are facing at the moment is to keep their business running as the

208、re are no visitor in the area and as a consequence the income has decreased.One constant problem encountered for the management of the business in general is the lack of technological knowledge.Most of homestay and hostel owners are old people and they do not know digital technology for marketing an

209、d levelling-up their services.Another opportunity identified was related to the creation of small business enterprises focusing on the production of cakes and other products from seaweed led by women,to give a chance for the housewives to support and increase their family income.Metanarrative:The Ci

210、letuh Geo Park has given women economic empowerment even with a lack of skills.Perform How should the narratives identified be presented?32Module 4 Sensemaking and Developing PersonasA restaurant as a Metaphor Validate How do I know the idea for my restaurant and for my food menu isnt too unreasonab

211、le?Let the people come try your food and give you feedback.Sessions for deliberating and validating are useful to adjust the mapping to local needs.Be sure to invite important and diverse stakeholders and do it iteratively.This activity helps in understanding which aspects need to be improved or fur

212、ther explored,while promoting spaces for dialogue between people and institutions that normally do not coincide in discussion spaces.In those sessions you can use the tools shared in the annexes.Facilitation:After presenting all the profiles the following questions should guide the discussion:What d

213、o you think?Why?Do you agree?Why?What are we missing?Why?Who else should we talk to?Why?SystematizationOnce the profiles have been examined and validated,the new insights and suggestions added to the analysis and the profiles should be updated(if necessary).The actions resulting from the listening a

214、nd Sensemaking process must be connected with a co-creation process.SIPs operate in practice as a tool to systematize and expand the way in which UNDP brings together a diverse set of actors with the aim of developing integrated solutions.The fundamental difference with other coordination spaces(suc

215、h as those led by the United Nations representative in each country)is that the platforms place emphasis on building a joint response to a challenge for which there is no defined answer.SIPs expand the number and nature of actors with which UNDP usually relates and are the vehicles to bring new stak

216、eholders to a co-creation process.While traditional coordination focuses on sharing information and acting together,SIPs are building an integrated response in terms of experimentation.33Module 4 Sensemaking and Developing Personas Photo:UNDP BosniaModule 5Preparation of Co-creation and Portfolio De

217、sign 34Module 5 Preparation of Co-creation and Portfolio DesignMoving from Deep Listening to Co-creationThe initial steps of Deep Listening,collective interpretation and collaborative analysis lead to finding shared values,areas of opportunity,existing barriers,which can motivate involved stakeholde

218、rs to start a process of solution development through co-creation.This is an inclusive process which will lead to numerous sparks of ideas that will form the basis for co-design and prototyping.The process is initiated with the results obtained by the analyses of the interviews and the results of th

219、e Sensemaking sessions.Therefore,these opportunities that have emerged from the listening and contrast processes must be developed and specified as shown in the graphic below:The co-creation dashboard is another tool that can be used to systematically compile both the list of initial subjects and id

220、eas and other information generated throughout the process:Hence,the first step would be by ordering and grouping together ideas by thematic similarity,the Matrix that was earlier introduced is used for this purpose and can help to systematically compile themes,initial ideas and other information ge

221、nerated throughout the process.What is Co-creation and how to do it?In a co-creation effort,diverse stakeholders come together to develop new solutions and actions(or scale existing ones)that are of value to people and community and that traditionally would have emerged only from a bureaucratic,top-

222、down process(if,indeed,those values would have emerged at all).Central to co-creation is the element of co-design,which is the act of creating with stakeholders to ensure prototypes initial solutions that serve as testing grounds meet the needs of people and are actually feasible at scale.A key aspe

223、ct of SIP co-designing is that prototypes are conceptualized as an interconnected portfolio.By this we mean that each prototype is in some way connected to another prototype and to the portfolio at large.For instance a prototype on local food market redesign is connected to a prototype on local sust

224、ainable agriculture as they,together with other 35Module 5 Preparation of Co-creation and Portfolio Designprototypes,would impact the local food system.Co-design is essential in this process as it helps to establish these interconnections,address identified gaps and opportunities,ensure five levels

225、of intervention,and assure connections to the personas.Strengthening understanding of challenges,needs and opportunitiesIf your gathered narratives and identified local challenges and opportunities are well mapped,categorized and communicated with the stakeholders who will be part of the co-creation

226、 process actions resulting from the co-design process will likely be well connected to your Deep Listening process.If this is not well communicated,the co-design process will likely result in prototypes that are disconnected from the target communities and impact and transformation will not be achie

227、ved.Thats why we emphasize upon the importance of connecting the co-designing work to the listening process.A good rule of thumb is that any co-designed prototype should respond to at least one of the validated personas.Connecting the listening with the Systems Mapping:identifying gapsFrom the Deep

228、Listening process and narrative analysis,we segment the information in all its diversity of opinions and perceptions and create Personas.These Personas are validated during the collective interpretation sessions with diverse actors from the public sector,private sector,international agencies,and civ

229、il society.Cross checking the existing initiatives from the mapping exercise and the initial narrative patterns from the listening exercise allows us to identify the existing gaps in the area and start creating the people centered portfolio.It is interesting to see how,depending on the context,some

230、levels of intervention are significantly more covered than others.Example of a crossed analysis in the MaldivesThe SIP approach suggests that at least 5 levels of intervention need to be operating if we want to achieve a systemic impact.36Module 5 Preparation of Co-creation and Portfolio DesignCo-cr

231、eation team dynamicsWhen planning a co-creation process,its crucial that you consider the dynamics of the local context and take into account the knowledge and skills of possible local partners and key stakeholders.Portfolio design involves shared decision making everyone taking part has an equal le

232、vel of power to make an impact.The process involves people with the relevant skills and experience to create an interconnected portfolio of tangible products or services.Building an effective team can take time and it is essential that after you get buy-in from the wider community and key stakeholde

233、rs that you build out a co-design team that has the right skills to prototype and test ideas that will emerge from the co-design sessions.66 To go into more details on this,please consult the Co-creation guide.37Module 5 Preparation of Co-creation and Portfolio DesignPhoto:UNDP Papua New Guinea7Anne

234、x Trainingproposal 387.Annex TrainingproposalSession 1:Introduction to Deep Listening and Systems MappingObjectives:To learn 1)core concepts of the whole process;2)specific techniques of Systems Mapping;3)first level of Deep Listening and how they can be implementedTools1.Systems Mapping.Access the

235、tools here:shorturl.at/IJNOQ2.Guide for first iteration chats.Access the tools here:shorturl.at/afDEJ3.Kumu(an online software tool)Access the tools here:https:/www.kumu.io/AgendaPart 1:45 mins1.Welcome and quick introductions(10)2.Presentation of the agenda(10)3.SIP approach(15)4.Questions?(10)(15

236、break)Part 2:45 mins1.What is Systems Mapping and why does it matter?(10)a.Theory:What&Why of Systems Mappingb.Practice:UNDP SIP Case study2.Breakout rooms exercise 1 to decide their mappings focus:a topic or challenge(20)Access the exercises here:shorturl.at/eij683.Plenary:Questions?(5)4.Mapping Gu

237、ide&Exercise for in between sessions(10)Access the exercises here:shorturl.at/nqrSX(15 break)Part 3:45 mins1.What is the value of Deep Listening?(10)a.Theory:What&Why of Deep Listeningb.Practice:UNDP SIP Case study2.First Iteration Guide&Exercise for in between sessions(first iteration)Access the to

238、ols here:shorturl.at/ejopqa.Present exercise for in between sessions(5)b.Demo:first iteration(10)3.Breakout rooms(doc for taking notes)to discuss what theyve heard and see if questions arise(15)4.Plenary:Questions?(5)Session 2:Deep Listening and Sensemaking Objectives:To 1)unravel deeper understandi

239、ng of peoples lived experiences;2)pave the way for portfolio design;3)learn how to analyze and make sense of what is heard in listening processes.Tools1.For Deep Listening tools:shorturl.at/gnFQZ2.For Sensemaking tools:shorturl.at/ivxQW3.For tools for in between sessions:shorturl.at/fnpzNAgendaPart

240、1:45 mins1.Welcome and recap of Session#1(10)2.How did the tool testing go?a.Breakout rooms:What to keep?What to change?Something you learned?Suggestions?(20)b.Report back in plenary and discussion(15)(15 break)Part 2:45 mins7.Annex Trainingproposal391.What is the value of a Deep Listening process a

241、nd what listening channels can be used?(15)a.Interviewsb.Digital Listening c.Participant Observation d.Other channels(cultural interventions,theater,music,video games)2.Breakout rooms:What channels would be appropriate for our topic or challenge?(15)3.Plenary:report back/questions(15)(15 break)Part

242、3:45 mins1.What is the value of Collective Sensemaking?(UNDP SIP Case Study)(15)a.What patterns are we finding?(Coding and Matrix tool)b.Icebergs:narrative analysis i.Climate change exampleii.Example UNDP SIP Case Studyc.Personas:patterns of community lived experiencei.Example UNDP SIP Case Study2.B

243、reakout rooms(doc for notes)to share learnings,benefits and challenges of the approachmapping and listening experience,initial patterns;potential connections(ask each group to take notes for harvest)(20)3.Explain Iceberg and Personas tool and exercise for in-between sessions(10)Access the tools here

244、:shorturl.at/fnpzN4.ClosingSession 3:Co-creation and Portfolio Design&ManagementObjectives:To 1)understand Co-creation as a collective and creative ideation for portfolio design and prototyping of new responses to complex challenges;2)share the basics of portfolio management.Part 1:45 mins1.Welcome

245、and recap of session#2(10)2.How did the tool testing go?a.Breakout rooms:What to keep?What to change?Something you learned?Suggestions?(20)b.Report back in plenary and discussion(15)(15 break)Part 2:45 mins1.Breakout rooms(doc for taking notes):to share learnings,benefits and challenges of the appro

246、ach iceberg&personas experience and additional learnings;potential connections(ask each group to take notes for harvest)(20)2.Plenary:report back and discussion(15)3.Breakout rooms:for sharing,relationship deepening(15)(15 break)Part 3:45 mins1.What,why and tools of Co-creation and Portfolio Design&Management&Questions(30)2.Closing and Whats next(UNDP&ALC)(15)7.Annex Trainingproposal40Photo:UNDP Pakistan7.Annex Trainingproposal41www.undp.org