Principles of PDIA

The BSC team uses the Problem Driven Iterative Adaptation (PDIA) approach, which rests on four core principles:

local solutions for local problems
pushing problem driven positive deviance
try, learn iterate, adapt
scale through diffusion

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Learn more about how the Building State Capability program is being applied.

What is PDIA?

Recent Publications

Public Policy Failure: ‘How Often?’ and ‘What is Failure, Anyway’?

Observers claim that public policies fail ‘often’. This paper asks, ‘how often’? It is an important question, because public policies absorb resources to address major social issues. We should know if policies are proving bad social investments; routinely failing to solve focal problems at high costs. Unfortunately, it is not easy to assess this. Many public policy organizations—governments in particular—do not provide accessible views onto overall success or failure. The World Bank does, however, provide such view—and it supports policy interventions one finds in governments across the world. The paper thus examines World Bank failure rates. It finds that there are different answers to the ‘how often’ question, depending on responses to a second question, ‘what is failure anyway?’ In studying both questions, the paper identifies a bias in the World Bank—and probably all organizations adopting rational ‘plan and control’ policy processes—to measuring ‘project and product success’ rather than a broader view of success as ‘problems are solved with development impact’. This means that policy organizations like the Bank judge success based on whether planned products are delivered through an efficient process; not whether policies solve the problems that warranted intervention in the first place, or whether the policies promoted development outcomes. Is this how citizens would want their public policy organizations to conceptualize success?

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Opening Adaptation Windows onto Public Financial Management Reform Gaps in Mozambique

Andrews, Matt, Tim McNaught, and Salimah Samji. 2018. “Opening Adaptation Windows onto Public Financial Management Reform Gaps in Mozambique”. Abstract

Governments across the world regularly pursue reforms that achieve less than was originally expected or is needed to make the state function better. The limits to reform success are often obvious in even the early days of reform, where gaps and weaknesses manifest. Many governments have no mechanisms built into their reform processes to see these gaps and weaknesses, however, and persist with predefined reform plans instead of adapting designs to close the gaps and address weaknesses. One antidote to this challenge is to create reflection points where reformers scrutinize their progress to identify weaknesses, reflect on these weaknesses, and adapt their next steps to address the weaknesses. In the spirit of John Kingdon’s work on ‘policy windows’, we call these reflection points ‘adaptation windows’—moments where reformers acknowledge problems in their reforms, adapt reforms to address such, and mobilize support for this adaptation. This paper discusses an effort to open an adaptation window for reformers to ‘see’ and then respond to public financial management (PFM) reform gaps and weaknesses in Mozambique. The paper details why and how this work was pursued, and also reflects on results of the government’s reflection at the adaptation window. 

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Enhancing Public Health Outcomes in Developing Countries: From Good Policies and Best Practices to Better Implementation

In rich and poor countries alike, a core challenge is building the state’s capability for policy implementation. Delivering high-quality public health and health care – affordably, reliably, at scale, for all – exemplifies this challenge, since doing so requires deftly integrating refined technical skills (surgery), broad logistics management (supply chains, facilities maintenance), adaptive problem solving (curative care) and resolving ideological differences (who pays? who provides?), even as the prevailing health problems themselves only become more diverse, complex and expensive as countries become more prosperous.

The current state of state capability in developing countries, however, is demonstrably alarming, with the strains and demands only likely to intensify in the coming decades. Prevailing ‘best practice’ strategies for building implementation capability – copying and scaling putative successes from abroad – are too often part of the problem, while individual training (‘capacity building’) and technological upgrades (e.g., new management information systems) remain necessary but deeply insufficient. An alternative approach is outlined, one centered on building implementation capability by working iteratively to solve problems nominated and prioritized by local actors.

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Autonomous Reform vs Global Isomorphism: Explaining Iran’s Success in Reducing Fertility

A long-standing literature in the sociology of organizations (e.g., DiMaggio and Powell 1983) suggests that, as change agents face uncertainty about actions and outcomes, they often seek legitimacy through isomorphism: adopting structures, policies and reforms similar (at least in appearance) to those deemed successful elsewhere. We examine history’s most rapid reduction of fertility—from 8.4 in 1985 to 2.4 in 2002, in rural Iran—as an example of successful autonomous reform. The Iranian state, which was self-consciously cut off from nearly all of the traditional vectors of global isomorphism, initiated a successful behavioral change in a domain (family planning) perhaps unexpected for an Islamic state. We describe and explain the Iranian approach, in particular the rural program, contrasting it with the global strategy of adopting universal "best practices."
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Spotlight

Toolkit CoverDownload the new PDIAtoolkit

The PDIAtoolkit is designed to guide you through the process of solving complex problems which requires working in teams. We call it a Do-it-Yourself (DIY) kit, where the ‘you’ is a committed team of 4-6 people mobilized to work together to solve a complex problem that cannot be solved by one person.