At the IKM table: linearity, participation, accountability and individual agency on the practice-based change menu (1)

(Originally posted on KM for me… and You?)

On 20 and 21 February 2012, the  London-based Wellcome Collection is the stage for the final workshop organised by the Information Knowledge Management Emergent (IKM-Emergent or ‘IKM-E’) programme. Ten IKM-E members are looking at the body of work completed in the past five years in this DGIS-funded research programme and trying to unpack four key themes that are interweaving the work of the three working groups which have been active in the programme:

  1. Linearity and predictability;
  2. Participation and engagement;
  3. Individual agency and organisational remit;
  4. Accountability

This very rich programme is also a tentative intermediary step towards a suggested extension for the programme.

In this post I’m summarising quite a few of the points mentioned during the first day of the workshop, covering the first two points on the list above.

On linearity and predictability:

Linear approaches to development – suggesting that planning is a useful exercise to map out and follow a predictable causal series of events – are delusional and ineffective and we have other perspectives that can help plan with a higher degree of realism, if not certainty.

Linearity and predictability strongly emphasise the current (and desired alternative) planning tools that we have at our disposal or are sometimes forced to use, and the relation that we entertain with the actors promoting these specific planning tools.

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