We all know and feel the work of transformative change is stretching in every way. It calls on us as people, organisations and networks to step into the unknown and be prepared to change ourselves in order to change the systems we are a part of.
Anyone who is familiar with this experience also knows that working with this complexity means we are constantly learning. Every time we make an intervention – whether large or small – insights emerge about the environment we are working in and the impact of our actions.
The big challenge is how to make this learning systemic, beyond the individual and generating new ways of being and doing as individuals, organisations and networks. So that the continual process of making systems more equitable deepens, rather than snaps back to the status quo.
Lifting learning up to be systemic and collective is where the role of designing, facilitating and ensuring a robustness about strategic learning comes in. Those in the thick of the work of ensuring communities have the agency to create equitable systems, communities and their partners like those featured in our July eNews, know that there is no blueprint for change. Therefore, strategic learning – and the value of learning partnerships to hold us in this learning – becomes a key anchor for the work of change .
Alongside the technical work of setting up evidenced and robust learning systems, there are some common principles we’re seeing that give learning partnerships that transformative quality. For this work we need:
As I look to where we as CFI are stretched most, it’s in the relationships of deep and shared learning with communities, government, philanthropy and others across our networks. It’s what makes our collective work powerful and transformative. Here are some of the recent stories of how this is happening locally and nationally.
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