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Understanding the Most Significant Change (MSC) Technique in Qualitative Research

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Abstract

In the swiftly advancing field of monitoring and evaluation, there is an increasing impetus to transcend traditional evaluation methods in favour of more participatory and complexity-conscious designs. One option is the participatory monitoring and evaluation method known as Most Significant Change, a narrative-based evaluation technique employed in numerous international development initiatives. It is distinctive for its hierarchical narrative selection and the active engagement of stakeholders. Engaging stakeholders across several governance levels reveals the values prioritised by each. The chosen narratives, along with the selection criteria, are subsequently conveyed to all other levels to establish a shared understanding of the most favourable or unfavourable outcomes of an intervention. This article presents MSC: its definition, key characteristics, process, and applications. We conclude that MSC can significantly enhance evaluation practice. Its distinctive methodology and results render it suitable for integration with other techniques and approaches.

Definition of the Most Significant Change methodology

The Most Significant Change (MSC) methodology is a participatory monitoring and evaluation approach that emphasises the collection and analysis of personal narratives to discern the most substantial impact of a programme or intervention (Davies, 1996).

The procedure entails gathering substantial change (SC) narratives from the field and the methodical selection of the most impactful stories by panels of appointed stakeholders or personnel. ‘Seeking’ project impact initially engages the appointed personnel and stakeholders. Once we document the revisions, we convene a group to read the narratives aloud and engage in frequent, thorough discussions about the significance of these reported changes. Upon effective implementation of the method, entire teams concentrate their efforts on programme impact (Davies and Darts, 2005).

Overview of MSC Methodology

The MSC technique was developed by Rick Davies in the 1990s to address the difficulties of monitoring and evaluating intricate development programs. Since that time, the technique has been extensively employed by numerous organisations, particularly Civil Society Organisations (CSOs). In 2005, a comprehensive manual on utilising MSC was created. This handbook remains the most exhaustive resource for utilising MSC and serves as the foundation for much of this paper (Davies and Dart, 2005). It underscores the collecting of qualitative data via narratives of transformation, enabling stakeholders to articulate their views on the changes they deem most significant (Davies, 1996; 1998). MSC encompasses not only the collection and reporting of narratives but also the establishment of methods to derive insights from them, particularly regarding the similarities and variances in the values held by various groups and individuals (Bronwen, Kaye, & Theo, 2024).

It offers insights into repercussions, both planned and unexpected, but principally focusses on elucidating the values of various stakeholders. Although MSC alone is inadequate for impact evaluation, it serves as a crucial element in such evaluations by identifying and conveying types of experiences that can be corroborated and validated by alternative methods.

MSC can be used for continuous monitoring and evaluative reasons. MSC is frequently employed in cycles ranging from biweekly to annual intervals. A prevalent interval is quarterly to align with quarterly reporting. In emergency situations, monitoring cycles may occur more often. Decisions must be taken regarding the optimal reporting period, weighing the associated costs and advantages, while considering the reporting deficiencies of current M&E systems. Increased cycle frequency enhances familiarity with the MSC process but elevates costs regarding participants’ time. Regular reporting will also elevate the expenses of the process, regarding the time consumed by participants (Bronwen, Kaye, and Theo, 2024)

Key Characteristics

Participatory approach: The Most Significant Change (MSC) methodology engages stakeholders at all levels, including beneficiaries, in identifying and analysing changes. This guarantees that the assessment embodies the values and experiences of individuals directly impacted by the program (Dart, 2000).

Focus on stories: Rather than depending on established indicators, MSC gathers accounts that illustrate notable transformations encountered by individuals or groups. These stories offer rich qualitative data that helps explain the effects of treatments in a more intricate manner.

Selection Process: Following the collection of stories, a panel of stakeholders reviews them to ascertain which change is deemed the most consequential. This method encourages dialogue and reflection regarding the values and effects of the program.

Fundamental Steps in the MSC Process

Define Participants: Identify the stakeholders engaged in the evaluation, ensuring a varied array of opinions is represented.

Collect Stories: Acquire accounts from participants regarding transformations they have undergone due to the program. This can be accomplished via interviews, focus groups, or written submissions.

Facilitate Discussions: Coordinate discussions among participants to exchange their stories and reflect the importance of the reported changes.

Select the Most Significant Change: Employ a voting or consensus-building mechanism to ascertain the most significant change derived from the gathered narratives.

Analyse and Report: Evaluate the chosen narratives to extract insights into the program’s influence and communicate results to stakeholders.

Application and Utility of the MSC Approach

MSC is currently extensively utilised by development aid agencies, particularly Non-Governmental Organisations (NGOs). The original MSC Guide has been translated into 13 languages: Arabic, Bangla, French, Hindi, Bahasa Indonesian, Japanese, Malayalam, Russian, Sinhala, Tamil, Spanish, and Urdu, usually by organisations operating within those linguistic communities (https://mscguide-translations.blogspot.com/ ).

Since 2000, a global “community of practice” (CoP) has actively exchanged experiences regarding the application of MSC in various contexts. The email list utilised by this group is presently maintained on Google Groups (McDonald, Gabrielle, & Deane, 2009).

Recently, an online reference has compiled data on the worldwide utilisation of MSC (Willetts and Crawford, 2007). References are now accessible for over 290 publications and reports concerning the application of MSC. This encompasses both industrialised and developing nations and pertains to interventions across various areas, including health, education, agriculture, infrastructure, governance, and community development (Tonkin, Silver, Pimentel et al., 2021).

MSC is especially beneficial in situations when outcomes are intricate and challenging to assess using conventional quantitative techniques. This can be used across several sectors, such as health, education, and community development, to improve understanding of program effects and guide subsequent interventions (Bronwen, Kaye, and Theo, 2024).

By emphasising stories of transformation, MSC not only offers critical insights into program efficacy but also cultivates a culture of learning and introspection among stakeholders. This methodology serves as an effective instrument for organisations aiming to understand and communicate the impact of their work.

The MSC technique seeks to address knowledge deficiencies. Notwithstanding its acknowledgement and utilisation in diverse contexts, there exist knowledge gaps about the application of the MSC technique. This underscores the necessity for thorough investigation and documentation of practical instances to address existing gaps in the literature (Okubo et al., 2022). Ultimately, it innovatively integrates with additional methodologies. As the MSC methodology continues to improve, there is an increasing necessity to investigate its innovative integration with other evaluative techniques and approaches. This exploration guarantees that MSC continues to be a versatile and flexible tool capable of addressing the unique issues presented by various initiatives (Dart & Davies, 2005).

Conclusion

The MSC may be adjusted from the initial phase through to project implementation (Davies & Dart, 2005). The Most Significant Change (MSC) approach is increasingly utilised to evaluate development programs that involve multiple partners and stakeholder networks. This methodology is distinguished by its focus on narrative-driven insights, participatory engagement, and a comprehensive understanding of impact. The ongoing application and enhanced potential of this approach significantly contribute to the field of program evaluation by promoting learning, transparency, and the meaningful inclusion of diverse perspectives in assessing program outcomes. The MSC approach has achieved significant recognition and application across diverse sectors and nations. The strength of this approach is its divergence from conventional evaluation methods, as it avoids predefined and measurable indicators in favour of personal narratives that capture transformation.

This MSC employs a participatory approach, ensuring that program stakeholders, including beneficiaries, actively engage in the selection and analysis of stories, thereby promoting inclusivity and transparency in the evaluation process. Davies and Dart (2003) present a ten-step process that serves as a comprehensive framework for applying the MSC technique. The process involves introducing the approach, defining domains of change, systematically selecting significant change stories, and obtaining feedback. Each step is essential for maintaining the integrity and reliability of the evaluation. The participatory story selection workshop, which includes a diverse group of stakeholders, enhances the analysis by incorporating multiple perspectives and reducing potential biases.

The MSC approach has demonstrated its effectiveness; however, it is important to recognise the associated challenges and biases. This approach is applicable to various domains, including international development, healthcare, education, health promotion, and community development, highlighting its versatility. The MSC approach is continually evolving, necessitating an exploration of its integration with other evaluation techniques and methodologies. This adaptability guarantees that the MSC approach functions as a dynamic instrument, effectively addressing the distinct challenges presented by various programmes.

References

Bishop, A. (2024). Using Most Significant Change in final evaluations: A Mali case study. American University.

Bronwen, M., Kaye, S., & Theo, N. (June 2024). Evaluation methods and approaches: Most Significant Change. Retrieved from https://www.betterevaluation.org/methods-approaches/approaches/most-significant-change (Accessed 10 August 2025).

Dart, J. J. (2000). Stories for change: A new model of evaluation for agricultural extension projects in Australia. Melbourne: PhD thesis, Institute of Land and Food Resources, University of Melbourne.

Davies, R.J. (1998), Order And Diversity: Representing And Assisting Organisational Learning In Non-Government Aid Organisations. PhD Thesis. University of Wales – Swansea. Retrieved from http://www.mande.co.uk/thesis.htm (Accessed 10 August 2025).

Davies, R.J. (1996). An Evolutionary Approach To Facilitating Organisational Learning: An Experiment By The Christian Commission For Development In Bangladesh. Retrieved from http://www.mande.co.uk/docs/ccdb.htm (Accessed 10 August 2025).

Dart, J. J., & Davies, R. J. (2003). A dialogical story-based evaluation tool: The most significant change technique. American Journal of Evaluation, 24(2), 137–155.

Davies, R.J., & Dart, J. (2005). The ‘Most Significant Change’ (MSC) Technique: A guide to its use. Retrieved from https://www.theoryofchange.org/wp-content/uploads/toco_library/pdf/2001_-_Davies_-_Most_Significant_Change_guide.pdf (Accessed 10 August 2025).

Major, L. & Swaffield, S. (May 2014). Experiences introducing the Most Significant Change

technique to support Leadership for Learning in Ghana. Commonwealth Centre for Education

Report No. 14. University of Cambridge.

McDonald, D.; Gabrielle, B., & Deane, P. (2009). Research Integration Using Dialogue Methods. Canberra: ANU E-Press. ISBN 978-1-921536-74-8.

Okubo, Y., Duran, L., Delbaere, K., Sturnieks, D. L., Richardson, J. K., Pijnappels, M.,and Lord, S. R. (2022). Rapid inhibition accuracy and leg strength are required for community-dwelling older people to recover balance from induced trips and slips: An experimental prospective study balance from induced trips and slips: An experimental prospective study. Journal of Geriatric Physical Therapy, 45(3), 160–166.

Tonkin, K., Silver, H., Pimentel, J., Chomat, A. M., Sarmiento, I., Belaid, L., Cockcroft, A., & Andersson, N. (2021). How beneficiaries see complex health interventions: A practice review of the Most Significant Change in ten countries. Archives of Public Health, 79.

Willetts, J., & Crawford, P. (2007). The most significant lessons about the most significant change technique. Development in Practice. 17 (3): 367–379.

What are the five classical principles of appreciative inquiry? A Mini-Lecture

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Appreciative Inquiry: A brief introduction

There are numerous ways to describe appreciative inquiry. Here is a practitioner-orientated definition:

Appreciative inquiry is a cooperative co-evolutionary search for the best in people, their organisations, and the world around them. It involves the discovery of what gives “life” to a living system when it is most effective, alive, and constructively capable in economic, ecological, and human terms. Appreciative inquiry involves the art and practice of asking questions that strengthen a system’s capacity to apprehend, anticipate, and heighten positive potential. The crafting of the “unconditional positive question,” often involving hundreds or thousands of people, mobilises the inquiry. Appreciative inquiry interventions focus on the speed of imagination and innovation instead of the negative, critical, and spiralling diagnoses commonly used in organisations. The discovery, dream, design, and destiny model links the energy of the positive core to changes never thought possible (Cooperrider, Whitney, & Stavros, 2008).

Appreciative inquiry is among the most effective change methodologies currently available. Numerous organisations globally have employed AI to implement transformative efforts. The premise is straightforward: Every organisation has something that works right—things that give it life when it is vital, effective, and successful. Inviting people to participate in dialogues and share stories about their past and present achievements, assets, unexplored potentials, innovations, strengths, elevated thoughts, opportunities, benchmarks, high-point moments, lived values, traditions, core and distinctive competences, expressions of wisdom, insights into the deeper corporate spirit and soul, and visions of valued and possible futures can identify a “positive core.” Appreciative inquiry links the energy of the positive core directly to any change agenda. This link creates energy and excitement and a desire to move toward a shared dream.

AI pertains to the generative rather than the affirmative (Cooperrider & Srivastva, 1987). Perhaps we ought to refer to it as Generative Inquiry. Generativity transpires when individuals collaboratively uncover or invent novel concepts that can beneficially transform their shared future. AI exhibits generativity in several ways. The pursuit of novel ideas, images, theories, and models emancipates our collective desires, transforms the social construction of reality, and consequently reveals options and behaviours that were previously unconsidered or inaccessible. When effective, AI produces spontaneous, unsupervised actions at the individual, group, and organisational levels, aimed at fostering a better future.

In the next session, we will examine the five fundamental principles of appreciative inquiry: the constructionist principle, the principle of simultaneity, the poetic principle, the anticipatory principle, and the positive principle. To effectively use AI, it is essential to understand these foundational principles of appreciative inquiry.

The Five Classical Principles of AI

The constructionist principle asserts the interconnection between social knowledge and the fate of an organisation, and it contends that the foundations of organisational transformation are inherent in the initial questions asked. The questions asked serve as the foundation upon which the future is envisioned and developed. As a result, the approach to understanding has significant implications (Gergen, 1994). To be effective as CEOs, leaders, and change agents, one must be proficient in reading, code reading, comprehending, and analysing organisations as dynamics. Understanding organisations is fundamental to virtually all organisational activities. Because different people think in various ways and the environment is becoming more complex, it’s important to keep exploring new and better ways of understanding things.

The essential resource for fostering effective organisational transformation is collaboration between imaginative and rational cognitive processes, which enable creativity and intellect in groups. Appreciative inquiry serves as a method for restoring imaginative proficiency. Regrettably, individuals’ customary metaphorical styles and analytical frameworks serve to characterise organizations manners. These techniques have frequently restricted management creativity and cognition.

Simultaneity principle: The principle of simultaneity posits that inquiry and change are not distinct phases; rather, they should occur concurrently. Inquiry constitutes a form of intervention. Change is initiated by the thoughts and discussions of individuals, the discoveries and knowledge they acquire, and the elements that shape dialogue and evoke visions of the future. Their presence is inherent in the questions posed. The questions establish the distinction between what is “found” and what is “discovered” (the data). The data serve as the foundation for the conception, discussion, and construction of future narratives.

Poetic principle: The idea that human organisations are like an “open book” is a good way to think about this poetic concept. The story of an organisation is always being written by many people. Also, the past, present, and future can all teach us something, inspire us, or help us understand something else. For instance, one can interpret a well-crafted poem or the Bible in numerous ways. The main point is that you can learn about almost any subject that has to do with people in any human system or organisation. The choice of question can focus on what makes individuals feel either alone or happy within any group or organisation. When people are creative or stressed from too much paperwork, they can be studied. There is a choice.

Anticipatory principle: talking about and picturing the future together is the most powerful way to make positive changes or improvements in an organisation. One of the main ideas behind the anticipatory view of organisational life is that the way a body or organisation acts now is based on its vision of the future. Like a movie projected on a screen, human systems are always projecting an expectation horizon ahead of themselves. This brings the future into the present in a strong way as a motivator. Groups exist because their leaders and caretakers have some kind of conversation or expectation about what the group is, how it will work, what it will accomplish, and what it will probably turn into.

Positive principle: This last principle is more concrete. It grows out of years of experience with AI. In simple terms, momentum for change necessitates significant levels of positive impact, social bonding, and attitudes like hope, inspiration, and the joy of collaborative creation. Organisations, as human constructions, are largely affirmative systems and thus are responsive to positive thought and positive knowledge. The more positive the questions used to guide a group in building an organisational development initiative, the more long-lasting and effective the change (Bushe & Coetzer, 1994). In important respects, people and organisations move in the direction of their queries. Thousands of interviews into “empowerment” or “being the easiest business in the industry to work with” will have a completely different long-term impact in terms of sustaining positive action than a study of “low morale” or “process breakdowns.”

Table: Summary of the 5 Traditional Principles of Appreciative Inquiry

PrincipleSummaryDetails
Constructionist PrincipleWords create worldsReality, as we know it, is a subjective vs. objective state and is socially created through language and conversations.
Simultaneity PrincipleInquiry creates changeThe moment we ask a question, we begin to create a change. “The questions we ask are fateful.”
Poetic PrincipleWe can choose what we studyTeams and organizations, like open books, are endless sources of study and learning. What we choose to study makes a difference. It describes – even creates – the world as we know it.
Anticipatory PrincipleImages inspire actionHuman systems move in the direction of their images of the future. The more positive and hopeful the image of the future, the more positive the present-day action.
Positive PrinciplePositive questions lead to positive changeMomentum for [small or] large-scale change requires large amounts of positive affect and social bonding. This momentum is best generated through positive questions that amplify the positive core

Source: Cooperrider, D.L., & Whitney, D. A Positive Revolution in Change: Appreciative Inquiry. Taos, NM: Corporation for Positive Change, 1999.

Conclusion

These five principles are central to the theoretical framework of AI theorists for organising evolutionary change. These principles clarify that it is the positive image that results in positive action. The organisation must make the affirmative decision to focus on the positives and lead the inquiry.

References

  1. Barrett, F., & Fry, R. (2005). Appreciative Inquiry: A Positive Approach to Cooperative Capacity Building. Chagrin Falls, OH: Taos Institute Publishing.
  2. Bushe, G., & Coetzer, G. (March 1994). Appreciative inquiry as a team-development intervention: A controlled experiment. Journal of Applied Behavioural Science, 31, 13.
  3. Cooperrider, D. L., & Srivastva, S. (1987). Appreciative inquiry in organizational life. In W. A. Pasmore & R. W. Woodman (eds.), Research in Organizational Change and Development, Vol. 1 (129-169). Greenwich, CT: JAI Press.
  4. Cooperrider, D.L., Whitney, D., & Stavros, J.M. (2008). Appreciative inquiry handbook for leaders of change (2nd edn). Crown Custom Publishing, Inc.
  5. Gergen, K. (1994). Realities and relationships. Cambridge, MA: Harvard University Press and Social Construction: Entering the dialogue (2004). Chagrin Falls, OH: Taos Institute Publishing.
  6. Stanton, Nigel (2025). Appreciative inquiry, understand these 5 principles and understand how something really changes in your team or organization. Retrieved from https://www.croeso.nu/blog/appreciative-inquiry-begrijp-deze-5-principes-en-begrijp-hoe-er-echt-iets-verandert-in-je-team-of-organisatie/ (Accessed 24 June 2025).

Creating value with impact investment

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Introduction

Impact investment, which provides financial assistance for social and environmental projects, has emerged as a hot topic on the world arena, with the potential to outperform traditional aid by tenfold over the next decade. However, the area is approaching a tipping point: will impact investment empower millions of people worldwide, or will it repeat the flaws that have plagued both aid and finance? In this post, we propose basic yet effective guiding principles for impact investing. The principles can be applied using a variety of impact management systems, and they are intended to be suitable for a wide range of organisations and funds. The principles may be implemented using a range of tools, techniques, and measuring systems. In the second part of this post, we offer some tips to help you be the change you want to see in the world, as Gandhi said.

What is impact investing?

According to the Global Impact Investment Network (GIIN), impact investing is the act of making investments in companies, organisations, and funds that will have a measurable, beneficial social or environmental impact while also generating a financial return. It represents a dynamic and new approach to finance, combining the twin objectives of generating financial returns and tackling major social and environmental issues (www.wallstreetoasis.com).

In contrast to typical investment models that prioritise profits over everything else, impact investing acts as a catalyst for change, encouraging investors to examine the long-term implications of their financial decisions. This investment strategy has gained traction as individuals, institutions, and organisations become more aware of the critical need to address global concerns while also pursuing financial objectives. The Global Impact Investing Network (GIIN) puts the global value of impact investments at more than $1.57 trillion, with large institutional investors such as fund managers and insurance firms increasingly entering the market. Between 2019 and 2024, the sector expanded by an average of 21% per year.

According to the “Market Research Future” website, Dhapte Aarti (2025) anticipated the impact investing market size to be $1525.96 billion (USD) in 2024. The impact investing market industry is predicted to increase from 1751.23 (USD Billion) in 2025 to 6046.80 (USD Billion) in 2034. The Impact Investing Market CAGR (growth rate) is anticipated to be around 14.8% between 2025 and 2034.

At its core, this investing strategy aims to effect real and verifiable changes in environmental sustainability, social equality, and governance. In addition to avoiding harm, impact investing attempts to drive solutions and improvements actively in these fields, setting it apart from some traditional investment methods.

Guiding principles for impact investment

In this section, we propose three guiding principles (sometimes known as a “transform framework”) to assist investors in defining and differentiating impact investments. They provide an overall architecture for best practices in impact management systems and necessitate openness through verification reports, which contributes to the advancement of the impact investing industry (Simon, 2017).

(a) Involve communities in design, governance, and ownership.

Engage communities in the design, governance, and ownership of projects that will have an impact on their lives. Local participation in development projects is always preceded by a community engagement process. Thus, community involvement and participation allow people to have their voices heard in the development and delivery of services.

Indigenous communities in Southeast Asia, for example, are reclaiming and managing their land for sustainable farming through participatory techniques after years of exploitation. With external investment and training, they have created eco-friendly agricultural cooperatives that provide both food security and a consistent source of income, independent of outside assistance. This form of economic self-sufficiency, based on participatory planning, enables local communities to break free from cycles of dependency on external forces like the government or international donors. Instead, they’re developing systems that represent their values and future goals.

(b) Create more value than you extract.

Impact investors should be able to demonstrate how their capital generates unique value outside of traditional markets. Impact investors must play “a contributory or catalytic role in generating an improvement over the status quo.” Impact investors can offer value by accepting lower financial returns or higher risks than mainstream investors. They must, however, exercise caution when and how they use sacrifice tactics.

(c) Ensure a fair balance of risk and return for investors, entrepreneurs, and communities.

Investors must grasp the risk-return relationship. It is a fundamental idea that affects investing decisions and outcomes. When evaluating investing options, it is critical to assess the risks and expected returns. A wise investor carefully assesses the dangers of an investment against the potential returns.

Although these concepts seem undeniable, they are frequently absent from impact investing arrangements.

In our view, properly adopting these principles necessitates a purposeful effort that includes continual contemplation on how you, generally unintentionally and without malice, recreate unequal power relations and extractive investment structures from the traditional finance world.

Caveats:

Evaluate your role in systemic change through reflection, reading, and discernment. Allow yourself to pause and consider the systemic changes your investments can bring about to contribute to a more equal and just form of capitalism. Many in the impact industry come from traditional finance backgrounds, which can unintentionally perpetuate inequality and unfairness between investors and beneficiaries. Begin small, starting with what you know: Investing does not require large budgets or complex tactics. Individuals managing small portfolios benefit from micro investing since it allows for small, consistent investments, often as little as a few euros.

-Network with other similar projects: We cannot effect positive change without community. Beyond financial transactions, impact investing thrives on collaboration, shared knowledge, and a collaborative commitment to making a significant social and environmental difference. One of the most effective tools in an impact investor’s toolkit is their network, which is a supportive group of like-minded individuals, organisations, and resources that can help them amplify their efforts and generate more change.

-Seek for impact investing networks, forums, and communities where you may meet other investors, entrepreneurs, and experts who share your desire to effect positive change. Platforms such as social media groups, online forums, and impact investment conferences provide excellent opportunities to network, share insights, and collaborate on impact initiatives.

Conclusion

In a 2020 speech to the Economy of Francesco, Pope Francis emphasised the importance of facing pressing challenges such as climate change, mass displacement, and rising inequality. He stated, “The future will thus prove an exciting time that summons us to acknowledge the urgency and the beauty of the challenges lying before us.” This moment serves as a reminder that we are not bound to economic frameworks that focus solely on profit and the advancement of advantageous public policies, which are indifferent to their human, social, and environmental repercussions. – Pope Francisco

While not all organisations are ready to boldly enter the complex world of impact investing, we can all reflect on how each individual decision we make, such as where we allocate capital, what rate we charge, what terms we set, and whose voices we invite to the decision-making table, shapes our financial and economic systems.

References

Dhapte, A. (June 2025). Report on the size, share, and trends of the impact investing market for 2034. Retrieved from https://www.marketresearchfuture.com/reports/impact-investing-market-22940

Hand, D., Ulanow, M., Pan, H., & Xiao, K. (October 2024). Global Impact Investing Network Report: “Sizing the Impact Investing Market 2024.”

Pope Francis (November 2020). International Online Event: “The Economy of Francesco—Young People, A Commitment, The Future.” Basilica of Saint Francis of Assisi.

Simon M. (2017). Real Impact: The New Economics of Social Change. Bold Type Books.

Building Assets for underserved and under resourced Communities

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Religious Institutes

  • I rendered internal auditing services to the Technical and Vocational Institutes (Nandom and Kaleo) of the FIC Ghana Province, as well as to local communities and the FIC Building Firm.
  • Facilitated the Development of strategic plans for Nandom secondary school (Bro. Nicholas Zumanaa, Headmaster), Wa Secondary School (Bro. Cosmas Kanmwaa, Headmaster), Pope John XXIII Project (Bro. Albert Ketelaars, Coordinator)
  • Helped the SMI Sisters with their financial and budgetary planning process
  • Helped to develop the Business plan for the Francis Project (Cardinal Turkson)

Ghana Government

  • NEIP (National Entrepreneurship & Innovation Program). The National Entrepreneurship & Innovation Program (NEIP) is a Government of Ghana initiative that empowers Ghanaian youth through entrepreneurship, fostering the creation of sustainable businesses each year through training, skill development, funding, and mentorship, thereby driving economic transformation.
  • Actively participated in the ENI Livelihood Restoration Plan project in restoring and strengthening the livelihoods of the communities in Sanzule and others in neighbouring areas in the Western Region of Ghana, which are affected by the Offshore Cape Three Points project and the offshore gas reception facilities from the Sankofa fields.
  • We are actively promoting responsible business conduct, particularly in the extractive sector, which includes oil, gas, and mining.

For instance, we organised a series of workshops in 2017 for companies, employers, and organisations on human rights, sustainability reporting, and responsible business conduct (18–19 September 2017 at the Golden Tulip Hotel Kumasi, Ghana).

  • We aim to enhance our efforts in empowering governments and companies to comprehend and fulfil their duties and responsibilities in preventing human rights abuses, including forced labour, land grabbing, and discrimination, among others.
  • We also provide guidance to companies on how to implement Human Rights Due Diligence (HRDD), which aims to evaluate, avert, and lessen negative consequences. This approach enables businesses with ethical practices to gain a distinct edge when introducing their products into the market.
  • We aim to increase understanding of the content of key international instruments, initiatives, and policies, including the UN Guiding Principles on Business and Human Rights, Global Reporting Initiative (GRI), UN Global Compact, ISO 26000, ILO Multi-national Enterprises and Social Policy (MNE) Declaration, and the OECD Guidelines for Multinational Enterprises, and their effects on businesses.
  • The aim is to aid employers’ organisations in formulating a policy strategy and providing services related to human rights, sustainability reporting, and responsible business conduct.
  • The goal is to provide guidance on where and how to access support.

Corporate & NGO World

  • CorpTrain Ghana Limited (JPCann Associates LLC) – Facilitated Seminars and Training programme in leadership & management, Accounting & Finance, etc.
  • ECDPM (European Centre for Development Policy Management) – Independent Think Tank, Europe-Africa inclusive and sustainable development.
  • JAKSALLY – microfinance institution, Strategic planning

Academic Institutions

  • The Wa Technical University provides training in business education, departmental administration, and management.
  • MEST (Meltwater Entrepreneurship School of Technology) – developed a training manual on business development services and entrepreneurship curriculum
  • LAWEH University College – visiting Professor
  • Collaborative projects with GIMPA, Cape Coast University, KNUST, & NiBs (Noble International Business School, Accra)
  • I am collaborating with Prof. Lucas Meijs at the Erasmus Research Institute of Management and the Centre for Leadership Development on research projects, volunteering initiatives, and social philanthropy.
  • The Collaborative Project on Performance Sustainability involves the University of Hildesheim in Germany, the University of Cape Coast, and Maiduguri University in Nigeria.
  • I am actively involved in providing PRINCE2 project management training to project managers from both the public and private sectors.

INTEGRATING HUMAN RIGHTS INTO THE SUSTAINABLE DEVELOPMENT GOALS: A HOLISTIC STRATEGY

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The Sustainable Development Goals (SDGs) establish worldwide objectives for societies and all stakeholders, including investors, and are clearly rooted in the Universal Declaration of Human Rights. The UN Office of the High Commissioner for Human Rights has clearly delineated the intersection between the Sustainable Development Goals and human rights.

The application of the UNGPs in business and investment endeavours can significantly contribute to achieving the SDGs. By addressing the full range of human rights, corporations and investors could tackle gender-related issues linked to their business operations, which would help achieve up to eleven Sustainable Development Goals (SDGs). – Ensure workers receive a living wage, promoting the advancement of eleven SDGs. – Eliminate forced labour from the value chain, contributing to the progress of six SDGs.

The intersection of the SDGs and human rights does not diminish the inherent essence of human rights: the possible inability of corporations or investors to avert or alleviate harm to individuals cannot be compensated by specific efforts to advance one or more SDGs.

HOW TO DO IT:

Step 1. Identify Outcomes: Investors must recognise and comprehend the unexpected consequences of their investments and operational activities. This evaluation entails recognising both advantageous and detrimental real-world consequences associated with the activities, products, and services of investees. It can enhance efforts such as correlating current investments with the SDGs and assessing the magnitude of investments in activities expressly aligned with the SDGs.

Step 2. Establish policies and objectives: Investors must formulate policies and objectives, transitioning from merely recognising and comprehending unintended consequences to proactively influencing outcomes. Given the interconnections among many outcomes, such as climate change and water shortages, as well as food security and poverty, investors must adopt a holistic approach by evaluating all investments and Sustainable Development Goals (SDGs) when assessing their essential outcomes.

Step 3. Investors influence results: Investors should endeavour to influence outcomes in accordance with the policies and targets established in step 2 and provide reports on progress towards those objectives. This can be accomplished by investor activities, including investment choices, oversight of investees, and interaction with policymakers and significant stakeholders, as well as through disclosure and reporting mechanisms.

Step 4. The financial system influences collective outcomes: Bringing results in line with the SDGs at the financial system level happens when individual investors work together and team up with others in the financial system, like credit rating agencies, index providers, proxy advisors, banks, insurers, and multilateral financial institutions.

Step 5. Global stakeholders cooperate to get results aligned with the Sustainable Development Goals (SDGs): No singular group of actors can accomplish the Sustainable Development Goals independently. The banking industry, corporations, governments, universities, civil society, the media, individuals, and their communities must collaborate to ultimately attain the Sustainable Development Goals (SDGs). Essential components comprise initiatives to align investment supply and demand at scale, along with cooperation on instruments to contextualise outcome data within the global thresholds and timescales necessary for attaining the SDGs.

Given the urgency of achieving the SDGs, investors must collaborate with others to further develop the necessary instruments and incentives.

Micromanagement: A Complex Leadership Style

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Abstract

Leadership is a crucial component for the efficient and successful functioning of any organisation. Various leadership styles exist inside organisations, one of which is Micromanagement, defined by managers closely monitoring and directing their subordinates. Micromanagement is a harmful leadership approach marked by excessive oversight, positioned within a spectrum of toxic leadership, and its consequences are substantial. This research confirms the necessity for businesses and organisations to address harmful leadership traits, such as micromanagement, using a systematic and strategic approach as outlined in the paper. This study provides a basis for the often-neglected topic of micromanagement and its related effects on followership. Micromanagement is a significant workplace concern that is anticipated to intensify existing challenges; therefore, this research is both relevant and important. Research demonstrates that employees or subordinates, as critical stakeholders in any organisation, display significant resistance to this leadership approach. This study has outlined the negative impacts of micromanagers hindering followers’ participation in decision-making processes.

Introduction

This reflection is not elevated academic discourse; it applies across several settings, including local McDonald’s franchises, hardware stores, as well as General Motors, “Big Blue”, and Abu Dhabi Media. It may also function within the statehouse; however, bureaucrats, clerks, and politicians often undermine objectives, primarily for self-protection and self-preservation, and infrequently for advancement. Few factors exert a bigger influence on an organization’s success and efficiency than management’s readiness to trust and delegate authority. The absence of delegation diminishes the vitality and morale of individuals who serve clients, rendering them indispensable. Lack of trust.

Micromanagement like constructing a sandcastle at high tide – intricately detailed but ultimately unsustainable. Leaders who micromanage concentrate on minutiae while neglecting the escalating issues of disengagement, lower trust, and less innovation. Rather than constructing sandcastles, erect lighthouses—edifices of empowerment, trust, and leadership that endure adversities and motivate teams to navigate their path, even under the most tumultuous storms. Empowerment and trust constitute the foundational elements of enduring success.

Definition of micromanagement

Micromanagement is a leadership approach that elicits diverse perspectives among scholars. Micromanagement is generally characterised as a domineering and excessive control exerted by leaders over their staff (Gardanova et al., 2019; Wendler, 2013; White, 2010) and is consequently regarded as a detrimental managing style (Cho et al., 2017). Pastel (2008) perceives micromanagement as a centralised decision-making strategy and an effective method for risk mitigation, a perspective that Delgado et al. (2015) consider to be illusory. Regardless of views on its efficacy, this leadership style seems to be prevalent in the workplace. Chambers (2009) indicated that 79% of individuals encountered micromanagement, while a further 85% acknowledged that these detrimental behaviours adversely affected employees. Micromanagers, however, appear oblivious to the detrimental effects of this leadership style.

Organizational leaders who “needlessly over-manage, over-scrutinize, and over-frustrate employees”, such meddlesome bosses are now called micromanagers (White, 2010). Hovering around your team (“helicopter approach”) does not mean you are leading. It means you are insecure. You do not trust them to deliver. You do not trust yourself to let go.

Origins and development

Micromanagement has been practiced and recognised long before we began to refer to it as an organisational disorder. Peter Drucker proposed the idea of a “democracy of management” in 1946, which would require organisations to decentralise and give people more authority to make decisions. Douglas McGregor identified a Theory X manager in 1960 as someone who has many of the same qualities as a micromanager today. This person is not good at distributing tasks, but they believe they are good at it. Micromanagement has been a disruptive force in organisational life for a long time, but it has only recently become a part of the working language. The term was first used in an article published in the Economist in 1975. Since that time, there has been a growing concern about the effects of petty employers. This study examines the roots and symptoms of this issue, as well as ways to develop a more empowering leadership style.

Most leaders do not realize the damage they are doing:

  • Hovering instead of empowering.
  • Controlling instead of trusting.
  • Questioning instead of listening.

You want a team that thrives? Let them breathe.

When you micromanage, your team stops trying. They do not grow. They do not care. And neither does your culture.

What happens when you do not stop?

  • Top talent leaves (Chambers, 2009). Nobody wants to stick around when they feel undervalued and over-controlled. High turnover disrupts team dynamics and can cost organisations significantly in terms of recruitment and training.
  • Productivity plummets (Chambers, 2009).
  • Trust becomes impossible to rebuild.

If micro-management can occur without the leader noticing, or even out of good intentions, how can a secure leader find a firm balance between passivity and hyper-control with their follower? In other words, how do you fix it?

  • Delegate with trust. Assign the task, not your doubts.
  • Focus on outcomes. Care about results, not the process.
  • Ask, do not dictate. Collaboration beats control every time.
  • Invest in growth. Empower your team to make decisions – and learn from them.
  • Model trust. If you do not trust, why should your team?

Micromanagement destroys what leadership should build:

  • Trust
  • Confidence
  • Growth.

You cannot build loyalty by holding people back. You build it by letting them thrive.

The best leaders do not hover. They trust. They empower. They inspire.

Great teams are not built by watching over shoulders. They are built by lifting people up.

If you want results, let your team thrive. If you want loyalty, let them lead.

Conclusion

This study concludes that micromanagement leads to negative followership patterns. The word “unfavourable followership” encompasses employee stress and worry, dissatisfaction, demotivation, and disengagement. As a result, these challenges foster a detrimental work environment characterised by diminished managerial support, decreased productivity, restricted upward feedback, interpersonal friction within team dynamics, and a deficiency in innovation. The fundamental premise of this research is that leaders have the capacity to effectuate transformation inside an organisation, either favourably or negatively. Consequently, when confronted with a detrimental leader, it is essential to first recognise such destructive characteristics and subsequently mitigated to safeguard the integrity of the organisation.

References

  1. Chambers, H.E. (2009). My Way or the Highway: The Micromanagement Survival Guide, Berrett Koehler Publishers.
  2. Cho, I., Diaz, I.D. & Chiaburu, D.S. (2017). Blindsided by linearity? Curvilinear effect of leader behaviors. Leadership and Organization Development Journal, 38(2),146-163. Doi: 10.1108/LODJ04-2015-0075.
  3. Delgado, O., Strauss, E.M. & Ortega, M.A. (2015). Micromanagement: when to avoid it and how to use it effectively. American Journal of Health-System Pharmacy, 72(10), 772-776.
  4. Erickson, A., Shaw, B., Murray, J. & Branch, S. (2015). Destructive leadership. Organizational Dynamics, 4(44), 266-272.
  5. Gardanova, Z., Nikitina, N. & Strielkowski, W. (2019). Critical leadership and set-up-to-fail syndrome. 4th International Conference on Social, Business, and Academic Leadership, Atlantis Press.
  6. Manzoni, J.F. (2011). Stop being micromanaged. Harvard Business Review Blog Network.
  7. Pastel, T.A. (2008). Marine Corps Leadership: Empowering or Limiting the Strategic Corporal? Marine Corps Command and Staff Coll Quantico.
  8. Ryan, S., & Cross, C. (2024). Micromanagement and its impact on millennial followership styles. Leadership & Organization Development Journal, 45(1), 140-152. DOI 10.1108/LODJ-07-2022-0329.
  9. Tavanti, M. (2011). Managing toxic leaders: dysfunctional patterns in organizational leadership and how to deal with them. Human Resource Management, 6(83), 127-136.
  10. Wendler, W.V. (2013). Micromanagement, Southern Illinois University Carbondale, School of Architecture. Higher Education Policy Commentary.
  11. White, R. (2010). The micromanagement disease: symptoms, diagnosis, and cure. Public Personnel Management, 39(1), 71-76. Doi: 10.1177/009102601003900105

Current Research Interest

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The focus of my research is to investigate strategies that leaders might employ to foster unity among individuals, even in the presence of various divisive variables such as intergroup conflict, physical separation, and hierarchical structures. In addition, I also research the correlation between leadership and emotions in the workplace. Specifically, I focus on how leaders may cultivate a favourable emotional environment among their staff. In order to investigate these research inquiries, I utilize a range of methodologies, such as field studies, laboratory and field experiments, archival studies, and content analyses.

How leaders bring people together around a common goal

My initial research focuses on examining how leaders can effectively convey a shared overarching aim or vision, and how they may successfully bring people together around this objective, even in the presence of various divisive issues. The degree to which leaders effectively communicate a shared objective is crucial for comprehending not only how leaders motivate others to accomplish the objectives, but also lies at the heart of leadership itself, as leadership is defined as the act of influencing others to attain a collective purpose. Through my personal research, I aim to comprehend the strategies that leaders can employ to express a compelling vision that fosters unity among individuals and drives them towards its realization. Additionally, I explore many factors that either aid or hinder leaders in their ability to bring people together under a shared goal. The reason for this is because mobilizing individuals around a common goal is not simply a matter of conveying the vision, but also requires considering various human and organizational factors.

A look at the ways in which leaders form an emotional culture in the workplace.

“Emotions are not a form of noise.” “They are data” – Sigal Barsade

Emotions not only provide insight into an individual’s psychology, but also serve as a complex tool for understanding the culture of teams and organizations. The focus of my second study stream is to comprehend the methods via which leaders establish an emotional culture inside their teams, departments, and organizations. My primary research focuses on how leaders can establish a sense of shared purpose within an organization regarding its future goals. Additionally, my secondary research examines how leaders can cultivate a common understanding among members of a social group regarding which emotions should be expressed or suppressed during collaborative work.

The current approach to leadership development is proving to be ineffective, indicating the need for a new strategy.

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An insightful and intellectually stimulating essay in the Winter 2024 MIT Sloan Review (accessible through a paywall with different pricing tiers) resonates with the ideas I have presented on this blog regarding the shortcomings of organizations in their selection of leadership development programs. The article titled “Leadership Development is Failing Us – Here’s How to Fix It” by Hannes Leroy, Moran Anisman-Razin, and Jim Detert presents evidence-based results and insightful recommendations.

The essay highlights that leadership development programs often fail to effectively enhance organizational capacities for many firms.

The selection and assessment of leadership development programs primarily rely on subjective preferences rather than objective measures of enhancing participants’ talents, fostering significant performance improvement, and facilitating robust career advancement.

One of my preferred lines is: “According to an executive’s observation, decisions regarding leadership development appear to resemble the online dating industry, where the act of swiping left, or right is primarily influenced by appearance rather than substance.”

The authors propose that in order to address the prevalent and ineffective approach to selecting leadership development programs, attention should be directed towards three key factors: vision, method, and impact.

  • Vision: Will participants enhance their leadership skills and be inspired to apply their acquired knowledge?
  • Method: Does the program present a level of difficulty that is intellectually demanding, and will the participants acquire knowledge and skills even if they experience discomfort due to the intricacy?
  • Impact: Can we expect alterations in behaviors?

You should feel discontented and exhausted by the unsatisfactory outcomes of your endeavours in developing leadership skills.

I appreciate the article’s recommendations for enhancing the process of selecting leadership development programs. This article should be periodically studied and cited as a valuable resource for discussing the topic of learning disabilities (L.D.). Executives, it is important for you to take responsibility for this mindset and ensure that your supporting functions (such as H.R., Learning and Development, and sponsoring managers) are also held accountable.

Additional pragmatic suggestions to enhance the leadership development ideas in the article include implementing sustained efforts in conjunction with coaching.

First: Leadership development initiatives must be consistently maintained. Cease the practice of providing single, isolated training sessions for leadership development without any follow-up or continuation. Do not presume that individuals will acquire leadership skills solely via an online course. Guidance, feedback, and time are crucial. If the experience does not provide this combination, it is a one-time occurrence.

Second: The sponsoring manager must possess a role that extends beyond simply granting approval for the bill.

The sponsoring manager must actively fulfil the role of a sponsor, rather than merely being responsible for approving the bill for payment. The sponsoring manager must possess a comprehensive understanding of the Vision, Method, and anticipated Impact as outlined by the authors above. Subsequently, it is vital for them to actively engage by providing guidance, offering prompt criticism on behavior, and fostering a cooperative environment to discover fresh prospects alongside the individual.

Third: Seek a comprehensive development opportunity. Evaluate whether the program provides specialized, evidence-based guidance, sufficient practical application time, constructive feedback and mentoring, and a collaborative learning environment for exchanging ideas and cultivating strategies to overcome challenges. If not, press the stop button and make a more diligent effort to choose the appropriate option. Alternatively, you can create the appropriate service on your own.

Fourth: Assess the long-term effects, for goodness’ sake. Enhance and refine initiatives to quantify the extent of influence. Direct your attention to the performance, cultural, and growth-oriented measures that are significant. Below are a few options to begin with: Key performance indicator (KPI) performance, successful achievement of goals, level of engagement, ability to retain employees, capacity to handle additional tasks, increase in critical thinking skills, impact on leadership, demonstration of effective leadership on a large scale, and other relevant factors. Ensure that measures are also established for the sponsoring managers. They play a crucial role in the success of these projects. Observe these measures. Adjust them as necessary. Incorporate them within the organization’s operational framework.

Summary for the Present Moment

This subject heightens my level of energy. There is nothing more revered in our profession than discovering methods to develop the abilities that drive our organizations towards achieving our vision and purpose. For many years, managers and executives have been delegating tasks to other departments and relying on training businesses that provide one-time services. Adhere to the instructions provided in the aforementioned article and use my ideas to introduce a practical and realistic perspective. Although it is sometimes claimed that we are all technological organizations in the present century, the truth is that our success and survival as organizations depend on having the most exceptional individuals. Begin exhibiting the qualities of a leader when it comes to the development of leadership skills.