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Doing Problem Driven Work

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  • Andrews, Matt

    (Harvard University)

  • Pritchett, Lant

    (Harvard University)

  • Woolcock, Michael

    (Harvard University)

Abstract

We often observe that more successful efforts to establish complex state capabilities are problem driven; focused relentlessly on solving a specific, attention-grabbing problem. This is the first principle of Problem Driven Iterative Adaptation, which we are introducing in pieces in a series of working papers over the coming months. The current working paper starts with a discussion about why problems matter as entry points to complex state capability building challenges. It then offers practical ideas and tools to help those trying to use problems to foster change (given the need to construct problems, deconstruct problems and then promote problem driven sequencing). The working paper should help readers who wonder why we emphasize problems as entry points and positive motivators of change (we don't agree that problems demotivate or disempower) and how we work practically to define and tackle problems.

Suggested Citation

  • Andrews, Matt & Pritchett, Lant & Woolcock, Michael, 2015. "Doing Problem Driven Work," Working Paper Series 15-073, Harvard University, John F. Kennedy School of Government.
    • Handle: RePEc:ecl:harjfk:15-073
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    File URL: https://research.hks.harvard.edu/publications/getFile.aspx?Id=1283
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    References listed on IDEAS

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    1. Claire Dambrin & Caroline Lambert & Samuel Sponem, 2007. "Control and Change. Analysing the Process of Institutionalisation," Post-Print halshs-00170562, HAL.
    2. Andrews, Matt & Pritchett, Lant & Woolcock, Michael, 2013. "Escaping Capability Traps Through Problem Driven Iterative Adaptation (PDIA)," World Development, Elsevier, vol. 51(C), pages 234-244.
    3. Andrews, Matt & Pritchett, Lant & Woolcock, Michael, 2013. "Escaping Capability Traps Through Problem Driven Iterative Adaptation (PDIA)," World Development, Elsevier, vol. 51(C), pages 234-244.
    4. Andrews,Matt, 2013. "The Limits of Institutional Reform in Development," Cambridge Books, Cambridge University Press, number 9781107016330, September.
    5. William Easterly, 2002. "The cartel of good intentions: The problem of bureaucracy in foreign aid," Journal of Economic Policy Reform, Taylor & Francis Journals, vol. 5(4), pages 223-250.
    6. Pritchett, Lant & Woolcock, Michael, 2004. "Solutions When the Solution is the Problem: Arraying the Disarray in Development," World Development, Elsevier, vol. 32(2), pages 191-212, February.
    7. Andrews, Matt & Pritchett, Lant & Woolcock, Michael, 2015. "The Challenge of Building (Real) State Capability," Working Paper Series 15-074, Harvard University, John F. Kennedy School of Government.
    8. Verena Fritz & Kai Kaiser & Brian Levy, 2009. "Problem-Driven Governance and Political Economy Analysis : Good Practice Framework," World Bank Publications - Reports 16777, The World Bank Group.
    9. repec:unu:wpaper:wp2012-64 is not listed on IDEAS
    10. Miyazaki, Tomomi, 2014. "Fiscal reform and fiscal sustainability: Evidence from Australia and Sweden," International Review of Economics & Finance, Elsevier, vol. 33(C), pages 141-151.
    11. Kim S. Cameron, 1986. "Effectiveness as Paradox: Consensus and Conflict in Conceptions of Organizational Effectiveness," Management Science, INFORMS, vol. 32(5), pages 539-553, May.
    12. Andrews, Matt, 2015. "Explaining Positive Deviance in Public Sector Reforms in Development," World Development, Elsevier, vol. 74(C), pages 197-208.
    13. Andrews, Matthew R. & McConnell, Jesse & Wescott, Alison, 2010. "Development as Leadership-led Change," Scholarly Articles 4449099, Harvard Kennedy School of Government.
    14. Matt Andrews & Jesse McConnell & Alison Wescott, 2010. "Development as Leadership-led Change," CID Working Papers 206, Center for International Development at Harvard University.
    15. Lant Pritchett, Michael Woolcock, Matt Andrews, 2010. "Capability Traps? The Mechanisms of Persistent Implementation Failure - Working Paper 234," Working Papers 234, Center for Global Development.
    16. Pollitt, Christopher & Bouckaert, Geert, 2004. "Public Management Reform: A Comparative Analysis," OUP Catalogue, Oxford University Press, edition 2, number 9780199268498.
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    Cited by:

    1. World Bank Group & New Zealand Ministry of Foreign Affairs and Trade & Australian Department of Foreign Affairs and Trade & Overseas Development Institute, 2016. "Strengthening Public Financial Management Reform in Pacific Island Countries," World Bank Publications - Reports 25070, The World Bank Group.
    2. McConnell, Jesse, 2019. "Adoption for adaptation: A theory-based approach for monitoring a complex policy initiative," Evaluation and Program Planning, Elsevier, vol. 73(C), pages 214-223.
    3. Bakibinga-Gaswaga Elizabeth, 2019. "Something Old, Something New – Which Way to Go for Rule of Law Projects in the Agenda 2030 Era?," The Law and Development Review, De Gruyter, vol. 12(2), pages 595-625, June.
    4. Srikrishna Ayyangar & Sham N. Kashyap & Prateeti Prasad & Rishikesh B.S., 2020. "School Choice and Implementation: Survey Evidence Across Indian States," Studies in Indian Politics, , vol. 8(2), pages 170-185, December.
    5. Soohyon Kim & Wook Sohn & Changyong Choi, 2020. "The North Korean Economy: Sustainable or Muddling-Through?," Sustainability, MDPI, vol. 12(20), pages 1-23, October.
    6. Matt Andrews & Lant Pritchett & Michael Woolcock, 2016. "Managing Your Authorizing Environment in a PDIA Process," CID Working Papers 312, Center for International Development at Harvard University.
    7. Matt Andrews & Lant Pritchett & Michael Woolcock, 2016. "Doing Iterative and Adaptive Work," CID Working Papers 313, Center for International Development at Harvard University.

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