1. Capturing and nurturing innovative practice

Within the area of organisational capacity there are frequent references to the need for new, alternative, innovative or best practice approaches to development. While creative or innovative approaches are often encouraged, the nature of the two is rarely defined. Some understanding is emerging about which factors foster, or constrain, creativity and innovation. These include creating the space and time for reflection, and the encouragement of experimentation and ‘risk taking’.

Exploring Creativity and Innovation

Creativity is often seen as the process of nurturing ideas while innovation is seen as the usable results of these ideas. In nearly all parts of the world creativity is seen as positive. Even though the understanding of what it means, and how it can be helpful, may differ, it is almost universally portrayed as something desirable. Innovation does not necessarily have the same degree of positive correlation. It is seen as implementing new ideas to add value, often directed at what is perceived as a ‘problem’ or challenge, and as doing things differently, exploring new territory, taking risks. This can be perceived as new and worthwhile, but it can also be seen as difficult, or even destructive, when the change that results from innovation has negative or destabilising impacts.

This idea of ‘newness’ and change can depend on the context and how it is perceived by the individual or organisation. What is normal practice in one context can be seen as innovative in another. Equally, practices which are considered as ‘traditional’ in one context can be perceived as innovative in another. There is a western tendency to perceive the creativity that is associated with innovation as particularly geared to the individual. This ignores the fact that in some cultures it may find expression through collective action and group goals. Thus from an external perspective it may seem that individuals within an organisation have no room to innovate, whereas in fact they may feel more secure developing ideas through a group dynamic, even though ‘ownership’ of any final innovation is lost.

While innovation is frequently claimed to be a key attribute of non-governmental organisations (NGOs) many seem to show little inclination to try new methods or give priority to creating an environment where innovation is valued and can flourish. There may be inbuilt resistances to change, to learn and apply lessons, to be open to experimentation and risk-taking or to allow failure. With NGOs there may be an added tension in that the needs of a wide range of stakeholders (donors, partners, beneficiaries or however defined) need to be balanced with individual and organisational priorities. Many agencies continue to insist on project frameworks that are inappropriate for capacity development because of their emphasis on results, short time frames, rigid implementation schedules and flag flying. This doesn’t always fit with the view that ‘development is about resourcefulness’or the need for individuals and groups to have skills to adapt to unforeseen circumstances, local needs, and rapidly changing environments.

So how can development organisations, whether donors, international agencies or local NGOS, allow for more creativity? There are several distinct elements that can help creativity and innovation to emerge and flourish. Critical factors include providing the space, time and other necessary resources to allow thinking and ‘incubation’ of ideas. While individuals will themselves influence the organisational culture, leadership can also provide a supportive steer. There has to be openness to experimentation and risk taking, but also to the possibility of failure without blame. External actors can also play a part. Donors and partners can provide mentoring and positive incentives, the necessary investment of resources but also the flexibility to adapt processes rather than stick rigidly to pre-determined results. However, there are fundamental challenges associated with finding a balance between old and new, traditional and modern, stability and change.