Activity 1.1 F
Break the dominant logic
The exercise in this activity aims to assess and reconsider the dominant logic of why certain activities and factors are considered important in the sector.
Many opportunities arise from looking to do something differently from others in the sector. In every type of sector and field, dominant logic – how things are generally understood to work – becomes more and more engrained into how people working in that sector view their work.
This activity is intended to produce high-level insights and encourage exploration, and is low-risk, low-resource to carry out. It is best done in a group, including some people with a deep knowledge of the sector and others who are new, or not part of the sector at all. It is intended for potential innovators (novice or experienced) who are trying to improve upon existing solutions/strategies, etc.
Things to consider
- Ensure that you understand the difference between innovation funding, that is likely to be non-recurring and more flexible, and ‘normal’ humanitarian grants and contracts, that are likely to be less flexible and tied to a sector, but are also a potential long-term revenue stream.
- The humanitarian architecture is not homogeneous. Consider whether rules constrain some types of actors more than others, or whether there are areas in which agencies ‘compete’ and in which you might be able to innovate, such as ‘value for money’.
Chan Kim, W, Mauborgne, R (2004) Blue Ocean Strategy, Harvard Business Review
Chan Kim, W, Mauborgne, R (2018) Visualize Your Strategy and Stand Apart: The Case of Comic Relief, Blue Ocean Strategy
[Blog post on how Blue Ocean Strategy was used by Comic Relief]
Chan, Kim, W, Mauborgne, R (2015) Blue Ocean Strategy
[See pp 25-28 for original source]