Partnerships, platforms and power - Water Scarcity, Livelihoods and Food Security - page 158

called learning selection. Learning selection by many people linked together
produces innovation, which provides the theoretical basis for networks in R4D.
Theoretically, networks can accelerate the process of learning selection by
strengthening patterns of interaction among partners, and improving processes
for assessing the fitness of novelties in situ . Networks encourage the learning
process in which innovations are developed, adapted or discarded and
emphasize the role of partners in the innovation process. The learning process
focuses on providing feedback to research.
A study of Phase 1 projects found that broad partnerships gave faster
learning.
Projects [with expanded partnerships] contributed to resilience of liveli-
hoods because they sped up learning processes that were cognizant and
inclusive of different system scales. This provided the checks and balances
necessary to avoid promoting a change to the detriment of a long-term
trend, or of another system user. Involving actors from more system levels
increased the ability to analyze and generated more benefit for more
people. By scoping the environment of diverse institutions for ideas,
partners picked up good ones quickly. They understood 'what is going
on'. A further key to success was leadership of the R4D teams by results-
oriented, committed, well-connected people, accustomed to systems
thinking, which was also a result of broader partnerships.
(Woolley and Douthwaite, 2011)
Partnerships and theories of change
Chapter 3 discussed the use of theory of change (ToC) in guiding engagement
strategies. Quoting from Alvarez et al. (2010),
A theory of change is the causal (or cause-effect) logic that links research
activities to the desired changes in the [people] that a project or program
is targeting to change. It describes the tactics and strategies, including
working through partnerships and networks, thought necessary to achieve
the desired changes in the target [people].
Consecutive iterations of a ToC provide information on who should be
included as a partner for the purpose of engaging with which kinds of
decision-makers. Outcome logic models make this explicit (Alvarez et al.,
2010). ToC and outcome logic models were developed for each Phase 2 multi-
project basin program.
The CPWF found that the range of partners needed to make progress
in R4D depended on the issues or challenges being addressed. Moreover,
different partners may be needed in different roles at different stages of R4D.
For example, one set of partners may be helpful to define a challenge (for
example the temporal and spatial incidence of drought and its effects on