Designing a development project requires knowledge, experience, and problem solving skills. Often, the success of a project depends on the quality of its design as well as the contribution of all stakeholders in its implementation. A development project that aims to solve a community problem and boost economic growth is not an isolated activity because other factors affect implementation. Even though a development problem appears to be a technical problem, which requires a technical solution, the problem’s scope is likely much larger and goes beyond its sector. For example, providing or improving small scale farmers’ access to improved seeds and fertilizers may be used to solve the technical problem of low agricultural productivity; however, low productivity is a complex problem for which development professionals have been struggling for years to find appropriate and efficient solutions. Several intertwined factors, technical and non-technical, need to be addressed not only during the design process but also during implementation. Often, these factors go beyond the sector boundaries of the project and require the intervention of development actors in other sectors such as infrastructure, education, health, and environment. Given the interdependency of different sectors, addressing a development issue calls for a new leadership approach.
The current strategy for solving a problem in the development industry emphasizes on silo approach or sectoral approach. Indeed, development projects are still categorized into different sectors, such as agriculture, food security, infrastructure, energy, healthcare, environment, water and sanitation. Even though they aim to achieve a shared development goal, each sector has its strategy and technical approach to address a defined issue. Furthermore, development actors in one sector rarely communicate and coordinate with actors in other sectors to solve complex and interdependent problems. Therefore, the technical aspect of a project and its multi-sectoral implications often define its complexity.
In the above example, improving farmers’ access to the agricultural inputs alone is not sufficient to ensure increased agricultural productivity. If farmers have difficulty selling their products because the roads necessary to transport the products to the market are very bad or cannot be used during the rainy season, then farmers do not have an incentive to increase production. In addition, other aspects, such as cultural and political practices, also play a role in shaping the final results. Often the silo approach delivers limited and mixed results, but unfortunately, this approach still dominates the current working practices when addressing a development problem.
Since development professionals understand the complexity of the issues they tackle, addressing development problems requires a leadership that transcends sectoral boundaries. The type of leadership “I will show you how to solve the problem,” which is a common practice in a silo approach, doesn’t work. In fact, in a sectoral approach, actors in the sector attempt to solve issues through their perspective and within the sector’s boundaries, often overlooking the influence of other factors for which they do not have expertise. Moreover, given the various uncertainties related to a new approach, certain leaders prefer the status quo. These leaders do not want to create internal tension and conflict by changing the routine and embracing other problems that can jeopardize the survival and reputation of their organization in a competitive environment. Such status quo ends up with limited and unsustainable results, sometimes even complete failure of projects.
How should leaders approach a complex problem?
To address development problems across sectors and in a larger scope requires collaboration and coordination between leaders. A leader cannot solve a complex problem alone; a development problem requires a network of leaders who are able to manage internal and external challenges with courage and determination. These leaders should be able to cross sectoral boundaries and build bridges between sectors. However, implementing this type of leadership can create challenges and internal conflicts. Often, moving individuals or groups from their comfort zone into a discomfort zone creates anxiety, uncertainty, and distrust. Moreover, people may lose things that they cherish, such as benefits, reputation, and values, which often explain their resistance to change. Leaders should manage and contain these issues carefully. Fluid communication between leaders and staff, in addition to regular feedback from leaders, helps to curb, or at least soften, these issues. Leaders empower colleagues and partners; if a problem is too complex, facing too many fronts at the same time can create an unmanageable situation and enemies. In this case, leaders may address challenges and cross boundaries one at a time.
Thus, in integrated development, leaders do not work and solve problems alone, but they promote, support, and encourage people to work across sectoral boundaries. Furthermore, they also stimulate the problem solving skills of their colleagues by creating an environment of trust.
Marius Ratolojanahary