# Table of Contents - [Collective R&D: A Practice Guide for Sustainable Development | Collective R&D: A Practice Guide](#collective-r-d-a-practice-guide-for-sustainable-development-collective-r-d-a-practice-guide) - [Introduction | Collective R&D: A Practice Guide](#introduction-collective-r-d-a-practice-guide) - [Foreword | Collective R&D: A Practice Guide](#foreword-collective-r-d-a-practice-guide) - [1. R&D for Sustainable Development | Collective R&D: A Practice Guide](#1-r-d-for-sustainable-development-collective-r-d-a-practice-guide) - [2. The Fundamentals of Collective R&D | Collective R&D: A Practice Guide](#2-the-fundamentals-of-collective-r-d-collective-r-d-a-practice-guide) - [R&D Journey 1: Kenya | Collective R&D: A Practice Guide](#r-d-journey-1-kenya-collective-r-d-a-practice-guide) - [R&D Journey 2: India | Collective R&D: A Practice Guide](#r-d-journey-2-india-collective-r-d-a-practice-guide) - [R&D Journey 3: Argentina | Collective R&D: A Practice Guide](#r-d-journey-3-argentina-collective-r-d-a-practice-guide) - [3. Setting up an R&D Capability | Collective R&D: A Practice Guide](#3-setting-up-an-r-d-capability-collective-r-d-a-practice-guide) - [4. R&D Journeys | Collective R&D: A Practice Guide](#4-r-d-journeys-collective-r-d-a-practice-guide) - [5. R&D Practices | Collective R&D: A Practice Guide](#5-r-d-practices-collective-r-d-a-practice-guide) - [Vignette 1: Laos' reframing of waste | Collective R&D: A Practice Guide](#vignette-1-laos-reframing-of-waste-collective-r-d-a-practice-guide) - [Vignette 2: Uganda's deforestation challenge | Collective R&D: A Practice Guide](#vignette-2-uganda-s-deforestation-challenge-collective-r-d-a-practice-guide) - [Thinking in systems | Collective R&D: A Practice Guide](#thinking-in-systems-collective-r-d-a-practice-guide) - [Forming collectives | Collective R&D: A Practice Guide](#forming-collectives-collective-r-d-a-practice-guide) - [Vignette 4: Panama's waste ecosystem | Collective R&D: A Practice Guide](#vignette-4-panama-s-waste-ecosystem-collective-r-d-a-practice-guide) - [Vignette 3: Argentina's ConVos Network | Collective R&D: A Practice Guide](#vignette-3-argentina-s-convos-network-collective-r-d-a-practice-guide) - [Vignette 5: Bolivia's life system plan | Collective R&D: A Practice Guide](#vignette-5-bolivia-s-life-system-plan-collective-r-d-a-practice-guide) - [Vignette 6: Ukraine's open burning dashboard | Collective R&D: A Practice Guide](#vignette-6-ukraine-s-open-burning-dashboard-collective-r-d-a-practice-guide) - [Making collectives smarter | Collective R&D: A Practice Guide](#making-collectives-smarter-collective-r-d-a-practice-guide) - [Understanding culture and everyday experiences | Collective R&D: A Practice Guide](#understanding-culture-and-everyday-experiences-collective-r-d-a-practice-guide) - [Vignette 9: Guinea's BeIn Network | Collective R&D: A Practice Guide](#vignette-9-guinea-s-bein-network-collective-r-d-a-practice-guide) - [Vignette 7: Viet Nam's Ve Chai networks | Collective R&D: A Practice Guide](#vignette-7-viet-nam-s-ve-chai-networks-collective-r-d-a-practice-guide) - [Vignette 8: Somalia's digital storytellers | Collective R&D: A Practice Guide](#vignette-8-somalia-s-digital-storytellers-collective-r-d-a-practice-guide) - [Engaging with people and communities | Collective R&D: A Practice Guide](#engaging-with-people-and-communities-collective-r-d-a-practice-guide) - [Vignette 11: Ghana's Kente collective | Collective R&D: A Practice Guide](#vignette-11-ghana-s-kente-collective-collective-r-d-a-practice-guide) - [Vignette 10: Zimbabwe's cross-border traders | Collective R&D: A Practice Guide](#vignette-10-zimbabwe-s-cross-border-traders-collective-r-d-a-practice-guide) - [Empowering communities and individuals | Collective R&D: A Practice Guide](#empowering-communities-and-individuals-collective-r-d-a-practice-guide) - [Vignette 12: Ecuador's Innovation Minga | Collective R&D: A Practice Guide](#vignette-12-ecuador-s-innovation-minga-collective-r-d-a-practice-guide) - [Vignette 13: Serbia's depopulation challenge | Collective R&D: A Practice Guide](#vignette-13-serbia-s-depopulation-challenge-collective-r-d-a-practice-guide) - [Capturing data | Collective R&D: A Practice Guide](#capturing-data-collective-r-d-a-practice-guide) - [Vignette 15: Mexico's positive deviance | Collective R&D: A Practice Guide](#vignette-15-mexico-s-positive-deviance-collective-r-d-a-practice-guide) - [Vignette 16: Zanzibar's JozaniAI | Collective R&D: A Practice Guide](#vignette-16-zanzibar-s-jozaniai-collective-r-d-a-practice-guide) - [Vignette 17: Sierra Leone's Hotline 2030 | Collective R&D: A Practice Guide](#vignette-17-sierra-leone-s-hotline-2030-collective-r-d-a-practice-guide) - [Vignette 14: Togo's radio mining | Collective R&D: A Practice Guide](#vignette-14-togo-s-radio-mining-collective-r-d-a-practice-guide) - [Vignette 19: Sudan's solution fair | Collective R&D: A Practice Guide](#vignette-19-sudan-s-solution-fair-collective-r-d-a-practice-guide) - [Vignette 18: Philippines' SalikLakbay | Collective R&D: A Practice Guide](#vignette-18-philippines-saliklakbay-collective-r-d-a-practice-guide) - [Vignette 20: North Macedonia's Dream Labs | Collective R&D: A Practice Guide](#vignette-20-north-macedonia-s-dream-labs-collective-r-d-a-practice-guide) - [Analyzing data and generating insights | Collective R&D: A Practice Guide](#analyzing-data-and-generating-insights-collective-r-d-a-practice-guide) - [Epilogue: No Failure if There Is Learning | Collective R&D: A Practice Guide](#epilogue-no-failure-if-there-is-learning-collective-r-d-a-practice-guide) - [Acknowledgements | Collective R&D: A Practice Guide](#acknowledgements-collective-r-d-a-practice-guide) - [Exploring new options and alternatives | Collective R&D: A Practice Guide](#exploring-new-options-and-alternatives-collective-r-d-a-practice-guide) - [Vignette 21: Cameroon's solar kiosks | Collective R&D: A Practice Guide](#vignette-21-cameroon-s-solar-kiosks-collective-r-d-a-practice-guide) - [Vignette 26: South Sudan's digital Sanduk | Collective R&D: A Practice Guide](#vignette-26-south-sudan-s-digital-sanduk-collective-r-d-a-practice-guide) - [Seeking existing solutions | Collective R&D: A Practice Guide](#seeking-existing-solutions-collective-r-d-a-practice-guide) - [Vignette 25: Colombia's drones for empathy | Collective R&D: A Practice Guide](#vignette-25-colombia-s-drones-for-empathy-collective-r-d-a-practice-guide) - [Vignette 24: Guinea-Bissau's notary office | Collective R&D: A Practice Guide](#vignette-24-guinea-bissau-s-notary-office-collective-r-d-a-practice-guide) - [Vignette 23: Bosnia & Herzegovina's green transition portfolio | Collective R&D: A Practice Guide](#vignette-23-bosnia-herzegovina-s-green-transition-portfolio-collective-r-d-a-practice-guide) - [Vignette 22: Lesotho's grasshopper pesticide | Collective R&D: A Practice Guide](#vignette-22-lesotho-s-grasshopper-pesticide-collective-r-d-a-practice-guide) - [7. Taking Collective R&D Further | Collective R&D: A Practice Guide](#7-taking-collective-r-d-further-collective-r-d-a-practice-guide) - [Leveraging technologies | Collective R&D: A Practice Guide](#leveraging-technologies-collective-r-d-a-practice-guide) - [Finding out what works | Collective R&D: A Practice Guide](#finding-out-what-works-collective-r-d-a-practice-guide) - [6. R&D Methods & Enabling Technologies | Collective R&D: A Practice Guide](#6-r-d-methods-enabling-technologies-collective-r-d-a-practice-guide) - [Bibliography | Collective R&D: A Practice Guide](#bibliography-collective-r-d-a-practice-guide) - [Glossary | Collective R&D: A Practice Guide](#glossary-collective-r-d-a-practice-guide) - [1. R&D for Sustainable Development | Collective R&D: A Practice Guide](#1-r-d-for-sustainable-development-collective-r-d-a-practice-guide) - [3. Setting up an R&D Capability | Collective R&D: A Practice Guide](#3-setting-up-an-r-d-capability-collective-r-d-a-practice-guide) - [7. Taking Collective R&D Further | Collective R&D: A Practice Guide](#7-taking-collective-r-d-further-collective-r-d-a-practice-guide) --- # Collective R&D: A Practice Guide for Sustainable Development | Collective R&D: A Practice Guide ![Page cover](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252FK2OC5ijDoqe91IyEB3Nn%252Fprinciples_session.png%3Falt%3Dmedia%26token%3D5ec02c83-4e14-44a1-aa8c-84c577d639ab&width=1248&dpr=4&quality=100&sign=fa008b2&sv=2) This practice guide helps changemakers explore and find new pathways to accelerate sustainable development in an uncertain world. It captures and celebrates five years of developing and testing R&D practice across 115 countries through the UNDP Accelerator Labs network. This guide describes ways of engaging with complexity through collective learning and action: building on local knowledge, amplifying grassroots innovation, exploring possible futures with communities, and experimenting with new technology and non-traditional data sources. It offers practices that help us become smarter together and enable our innovation and development initiatives to take transformative leaps forward. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252FUS5hTNkQt9Hm7Bc4jHK6%252FUNDP_accelerator_labs_logo_vertical_color_RGB.png%3Falt%3Dmedia%26token%3Dbab55fda-92ca-45f2-bfac-948fe7e82d19&width=768&dpr=4&quality=100&sign=c402d056&sv=2) * * * Visit our website: [https://www.undp.org/acceleratorlabs](https://www.undp.org/acceleratorlabs) [NextForeword](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/foreword) Last updated 2 days ago --- # Introduction | Collective R&D: A Practice Guide _In this chapter, we will provide background information on the UNDP Accelerator Labs, explain our organizational structure, give a brief overview of the evolution of our practice, outline the purpose of this guide, clarify its target audience and discuss how to ensure it is relevant to your initiatives._ [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#about-the-accelerator-labs) About the Accelerator Labs ----------------------------------------------------------------------------------------------------------------------------------------------------- The United Nations Development Programme (UNDP) Accelerator Labs were designed as a globally distributed, agile and dynamic learning network addressing complex and emerging sustainable development challenges. The Accelerator Labs reimagine sustainable development for the 21st century and attempt to close the gap between the current practices of international development and the accelerated pace of change and uncertainty. The Network was launched in 2019 with an initial cohort of 60 Labs, followed by an additional 31 Labs in 2020, bringing the total to 91 Labs across 115 countries. This global recruitment brought together 273 social innovation experts with diverse backgrounds: 72% were brand new to the UN system, 65% came from the private and non-profit sectors, academia and government, and 24% were members of the diaspora who returned to their home countries to join the Accelerator Labs Network.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-0) Over the past six years, the Accelerator Labs have demonstrably pushed sustainable development forward. We have empowered collectives, worked from the bottom up and harnessed evidence and data to build momentum for change in more than 100 countries. We are making a tangible impact on multiple fronts, from advancing climate resilience to transforming food systems and reimagining public services. Furthermore, the Accelerator Labs have played a crucial role in strengthening UNDP’s organizational renewal capacity, enabling the implementation of the strategic plan, and enhancing corporate capabilities in foresight, strategic innovation and digital transformation. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#how-we-are-structured) How we are structured ------------------------------------------------------------------------------------------------------------------------------------------- The Accelerator Labs Network is designed as a learning system that balances country-level exploration and experimentation with global coordination and curation. Instead of one centralized R&D unit developing solutions from headquarters, we tapped into the emergence that happens when 90 Lab teams embedded in UNDP’s Country Offices choose their own challenges, methods and partners. The contexts where these Labs operate range from: large ocean states to drought-affected Sahel countries on the climate change frontline; from a carbon-negative nation to cities choking with air pollution; from rapidly growing populations to countries facing demographic decline; from conflict zones and fragile states to stable democracies; from low-income to rapidly developing economies. This geographical spread gives us rich insights into the diversity and emergence of new development challenges and innovations across the globe. To support this distributed approach, a global team[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-1) curates the Network of Accelerator Labs. This central team is responsible for: * Creating the conditions for the Network to thrive by strengthening connections between Labs and individual Labbers; providing tools, platforms and activities that enable knowledge, solutions and innovations to flow across the Network * Elevating knowledge generated throughout the Network, identifying global patterns in emerging development challenges and opportunities, and translating these insights into global R&D agendas * Providing strategic direction, global advocacy and methodological support to enhance the Network’s impact and coherence * Managing overall project operations, maintaining relationships with principal donors, global partners and internal stakeholders; overseeing finances and human resource management * Monitoring and evaluating our results, documenting outcomes and reporting impact to stakeholders. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#what-does-an-accelerator-lab-look-like) What does an Accelerator Lab look like? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ At the core of an Accelerator Lab are three distinct yet complementary positions: a Head of Solutions Mapping, a Head of Exploration and a Head of Experimentation (see Table 1).[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-2) By design, the Accelerator Lab employs a flat structure with no designated leader of the Lab or team. This non-hierarchical approach encourages equal collaboration and shared ownership of processes and outcomes. The three positions are often complemented by interns, external specialists and colleagues with specific policy or technical expertise in global development areas. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#head-of-solutions-mapping) **Head of Solutions Mapping** The Head of Solutions Mapping identifies grassroots innovations by directly engaging with communities to discover existing solutions created by those closest to the problems. This role bridges indigenous knowledge and community initiatives with formal development processes. **Core skills:** Ethnographic research, participatory methods, systems thinking, behavioral insights, co-creation, community asset mapping, Human Centered Design **Educational background:** Anthropology, social or behavioral science, design, architecture, communications more desirable outcomes. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#head-of-exploration) **Head of Exploration** The Head of Exploration scans for emerging trends and patterns that may impact future development. This role transforms complex challenges into actionable insights and provides intelligence on frontier issues by utilizing non-traditional data sources. **Core skills:** Futures and foresight, data science, systems thinking, crowdsourcing, AI or machine learning, partnership building **Educational background:** Social science, data science, statistics, Computer Science, business intelligence #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#head-of-experimentation) **Head of Experimentation** The Head of Experimentation designs and manages prototypes and experiments to test ideas and gather evidence on what works. This role facilitates collaborative experimentation that builds stakeholder ownership and enables ecosystem scaling. **Core skills:** Design of experiments, prototyping, systems thinking, behavioral insights, co-creation, design thinking **Educational background**: Social or behavioral science, Complexity Science, engineering, design, psychology _Table 1: Overview of the three Accelerator Lab positions and core competencies_ These three positions, when working in concert, enable communities and ecosystems to mobilize collective learning and action, enabling them to work smarter, together, in addressing the urgent developmental challenges faced by communities and countries. Each Accelerator Lab operates with both resources and a unique mandate. While the budget is modest, it provides essential flexibility for activities like developing prototypes, conducting experiments, organizing community meetings and supporting field work. Alongside these resources, Labs have a [mandate](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#mandate) with a specific focus on learning and exploring beyond traditional boundaries. They have permission to: * Explore new areas of work outside the current scope of UNDP offices, or investigate challenges that sit at the intersection of two or more areas (e.g. digital and financial inclusion) or organizational silos * Engage with overlooked parts of the [ecosystem](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#ecosystem) and partner with non-traditional actors,[\[4\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-3) learning with and from informal waste workers and traditional herbalists to poets[\[5\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-4) and hackers, from youth movements to tech start-ups[\[6\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-5) * Experiment with new methods and technologies, figuring out how to combine them to accelerate development * Embrace intelligent failure by testing ideas and interventions to find out what works and what doesn’t, where there is momentum for change * Pivot and change course when new insights emerge, capitalizing on unexpected discoveries This combination of mandate, resources and capabilities – along with being part of a global Network – enables Labs to navigate an uncertain world and boost R&D that creates value across development ecosystems. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#how-has-our-practice-evolved) How has our practice evolved? ---------------------------------------------------------------------------------------------------------------------------------------------------------- When we were designing the blueprint in 2018 for what would later become the Accelerator Labs Network, we evaluated a wide range of methods – using Nesta’s Landscape of Innovation Approaches (see Figure 1) – but focused on two key questions: Which methods give us an immediate sense of today rather than yesterday? And which methods enable interoperability with others? ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FELMRR6C6Cln8aR3RZAFv%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=b06470f0&sv=2) _Figure 1: Landscape of Innovation Approaches._[_\[7\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-6) Based on these questions, we landed on three essential pillars:[\[8\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-7) * Map existing solutions and grassroots innovations to find out what is already working and do more of that. * Experiment to quickly move beyond obvious expert solutions and find out what truly works. * Facilitate collective intelligence by integrating diverse knowledge, data, creativity and ingenuity from communities, government and the private sector to think and act more intelligently and effectively than they would individually. While these core methods continue to guide us and particularly define our practice’s collective nature, our approach has naturally evolved. This evolution was driven by the Labs themselves. As they worked on complex and emerging development challenges across different contexts, they combined their existing skills and experiences with new capabilities, continuously honing and advancing them by using and testing them in practice. Over the years, this has led to a diverse palette of capabilities across the Network and a profound understanding of how to make change in complex environments. A pivotal moment in shaping our practice was the mid-term evaluation in 2021, where the evaluator recommended “to establish the Labs as a permanent R&D function within UNDP Country Offices around the world.”[\[9\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-8) The more we looked into it, the more it made sense to think of establishing an R&D function as part of a continuous renewal function for UNDP.[\[10\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-9) Taking an R&D lens marked a crucial shift: from emphasizing new ways of working to generating new value and insights. This transition helped us better see what was needed to take our local insights to the global development arena, how to diffuse innovations through local ecosystems, and how to catalyze change through experimentation and radical openness. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FfmitvFWAAvwidRpVpyxr%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=8505a045&sv=2) _Figure 2: Regional Accelerator Lab Retreat for Asia & The Pacific (Ha Noi, March 2023)._ To better understand what this R&D function could look like in practice, we engaged with Labs through regional retreats (Figure 2) and consulted country office management and other key stakeholders. These conversations helped us understand what value such a function could bring to UNDP and the broader development sector, and how to further refine our ideas and embed R&D as a practice. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#why-this-guide) Why this guide? ------------------------------------------------------------------------------------------------------------------------------ After six years of operating in over 100 countries, our R&D practice had matured and proven its value. We felt it was time to capture the richness of these practices, understand and document their underpinning logic and spirit, and put it out in the public domain. While our practice emerged from dedicated teams with specific resources and mandates, we believe the insights gained are transferable to different contexts. The very diversity of where and how this practice developed – across different cultures, challenges, and conditions – has brought us invaluable insights into how sustainable development can be done differently. We believe these insights can benefit changemakers, innovators and development practitioners everywhere. Therefore, by the end of 2023, we launched a Network-wide initiative to document our R&D practice with three objectives in mind: * to share our practice with a broader community of change-makers and enable them to learn from our experiences; * to strengthen and embed our approach within UNDP and other development organizations working towards sustainable development; * to connect with other initiatives and practices to enable collaboration and address complex development issues together. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#how-this-guide-was-developed) How this guide was developed --------------------------------------------------------------------------------------------------------------------------------------------------------- To do justice to the multifaceted nature of our practice, we recognised that only a Network-wide codification effort would capture its full richness. Over six months, we embarked on a co-creation exercise to document our R&D practice, collecting hundreds of field stories and organizing over 12,000 documents from six years of practice. To create a common language for our diverse methods and approaches, the global team developed a data standard that enabled Labs to systematically share their tools, methods, principles, tactics and stories of scale. This structured approach captured the diversity of our practice while setting the foundation for identifying common patterns and approaches. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FZ0qab5DOQfaANa5TbTHY%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=6e01ccd3&sv=2) _Figure 3: Solution Mappers mapping out and discussing the principles of their practice (Antigua, May 2024)._ Central to this effort were three workshops, called “Codification Fests,” bringing together Solution Mappers in Antigua (Figure 3), Explorers in Abidjan and Experimenters in Thimphu, between May and July 2024. These four-day fests were designed to celebrate our work while gathering essential insights for this guide and strengthening bonds across the Network. Before and after these fests, we organized remote sessions to collect preliminary inputs or analyze and synthesize fest outputs. Following these gatherings, a small team of editors began analyzing the outputs, drawing out insights, developing frameworks to help navigate our practice and its core elements such as the twelve practices,[\[11\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-10) mapping out R&D journeys, and writing vignettes to illustrate our practice in action. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#who-this-guide-is-for) Who this guide is for ------------------------------------------------------------------------------------------------------------------------------------------- This guide serves experienced changemakers who operate at different levels of a development ecosystem and who have a couple of years of “uncertainty work”[\[12\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-11) under their belt. It is written for those changemakers who want to set up an R&D function, whether that be a single unit or lab, a distributed capability like the Accelerator Lab Network, or who want to amplify their current initiative or work with a stronger collective and R&D focus. We hope newcomers to the field may also find this guide useful to take the first steps of their journey. However, if you’re seeking step-by-step instructions on managing R&D or innovation processes, navigating uncertainty, facilitating complex workshops, or implementing specific methods, this guide is not for you. To better understand our key audience and how it works, we conducted user research with changemakers across various contexts and organizations. From this research, two distinct groups of practitioners emerged, each operating with different constraints but often working toward similar goals: “institutional changemakers” and “middleground changemakers” (Figure 4). ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FpeINXa1TpqegGlZw2yo7%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=55ec311&sv=2) _Figure 4: Our target audience operates primarily in middleground and institutional spaces with intermediate to advanced experience in uncertainty work._ Institutional changemakers work within formal structures like government agencies, international organizations and corporations. These practitioners often navigate complex organizational dynamics while implementing large-scale initiatives. The middleground[\[13\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-12) changemakers work in the vital space between institutional and grassroots levels, often acting as bridges and catalysts. They might be community organizers, social entrepreneurs or consultants who can move fluidly between formal and informal contexts. We hope you identify with either of these roles, or perhaps both. If you’re reading this guide, you’re likely someone who is committed to driving meaningful change in complex environments. Your background might be in community work, you might have expertise in specific innovation methods or you might bring experience from other domains. What sets you apart is that you’re comfortable with the discomfort of working with complexity, [ambiguity](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#ambiguity) and [uncertainty](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#uncertainty) . Whether you work from an institutional or middleground position, you play an essential role in the ecosystem. As an institutional changemaker, you bring resources, scale and formal authority. As a middleground changemaker, you contribute agility, deep community connections and the ability to rapidly prototype and adapt solutions. In today's world, we assume all changemakers engage in R&D – whether consciously or not. Creating sustainable change requires constantly learning and diffusing your insights, knowledge and solutions. This guide helps you reflect on your R&D efforts and pursue them more intentionally and effectively. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#how-to-use-this-guide) How to use this guide ------------------------------------------------------------------------------------------------------------------------------------------- This guide serves as a practical resource rather than a prescriptive manual. We recognize that R&D functions vary widely across contexts, and your initiative will likely differ from the UNDP Accelerator Labs in scope, resources or organizational context. However, the principles, practices and insights shared here can be adapted to suit your specific needs and situation. The guide offers multiple entry points depending on where you are in your R&D journey: * **For those doing social change work and developing new ways of working:** Use this guide to navigate change processes while learning from iterations, creating and holding space for an exploratory mandate that drives learning and collective action. * **For those thinking about setting up an R&D function:** Use this guide to shape your thinking, develop a compelling rationale and create legitimacy for your vision. The documented experiences and frameworks can help you articulate the value proposition of R&D in sustainable development to stakeholders and decision makers. * **For those designing a new R&D function:** Consider this guide as a navigational tool that illuminates various pathways and possibilities. It offers practical insights on structuring teams, embedding R&D practices within existing systems, and designing processes that embrace complexity and uncertainty and enable collective learning and action. * **For those managing existing R&D initiatives:** Use the guide as a reflective lens to examine your current work, identifying aspects of your practice to amplify, refine or improve. The stories and frameworks from our initiative may inspire new approaches or validate intuitions you’ve developed through your own practice. We invite you to engage with this guide with an open mind: embrace what resonates, adjust what requires change and enhance these foundations to establish an R&D function tailored to your specific context and challenges. The core of R&D is rooted in learning and adaptability, and we aspire for this guide to serve as a dynamic resource in your personal journey of exploration and innovation. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#whats-in-this-guide) What’s in this guide? ----------------------------------------------------------------------------------------------------------------------------------------- This guide is organized into three sections. Each section serves as a lens to help you learn about our R&D practice through a specific perspective: understanding, doing and advancing. The first section, _Understanding R&D_, lays the conceptual foundations for our practice. The second section, _Doing R&D_, illustrates and provides guidance on practically implementing our approach. The third section, _Advancing R&D_, reflects on our practice more broadly and points out priorities for future development. The following overview describes each chapter’s content and what you’ll learn as you read them. Content structure #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#understanding-r-and-d) **Understanding R&D:** * [**Chapter 1: R&D For Sustainable Development**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development) explains why sustainable development needs R&D and the unique value this approach brings. * [**Chapter 2: The Fundamentals of Collective R&D**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d) introduces the principles, modes and practices that define our approach to R&D. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#doing-r-and-d) **Doing R&D:** * [**Chapter 3: Setting Up an R&D Capability**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability) provides practical guidance on establishing an R&D function, from a single unit to a distributed capability. * **C**[**hapter 4: R&D Journeys**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys) illustrates our approach through real-world examples from India, Kenya and Argentina. * **Chapter 5: R&D Practices** expands on our twelve core practices with detailed descriptions, reflection questions and illustrative case studies. * [**Chapter 6: R&D Methods & Enabling Technologies**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies) offers an overview of frequently used methods and technologies that support R&D work. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#advancing-r-and-d) **Advancing R&D:** * [**Chapter 7: Taking Collective R&D Further**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further) addresses outstanding questions and considerations for the future of R&D in sustainable development. * [**Epilogue: No Failure if There Is Learning**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/epilogue-no-failure-if-there-is-learning) reflects on paradoxes we encountered building collective R&D inside existing institutions. At the end of this guide, the references section includes a comprehensive [glossary](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary) featuring 100 essential terms and concepts that define our R&D practice. This glossary serves as both a reference guide and learning resource, helping you understand key terminology and assisting you in explaining these concepts to others as you develop your own R&D initiatives. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#notes) **Notes** --------------------------------------------------------------------------------------------------------------- 1. UNDP Accelerator Labs (2020, p. 7) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-ref-0) 2. To carry out these diverse responsibilities, the global team brings together specialists with complementary expertise in sustainable development, policy analysis, data science, knowledge management, learning design, facilitation, community building, social media and communications, partnership development, monitoring and evaluation, operations and finance. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-ref-1) 3. To learn more about these roles see the “What we talk about when we talk about…” blog series where three Lab members reflect on their positions: Basma Saeed (2020) on Solutions Mapping, Sofía Paredes Chaux (2020) on Exploration, and Ehsan Gul (2021) on Experimentation. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-ref-2) 4. Anderson (2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-ref-3) 5. See, for example, how UNDP Somalia (2024) worked with poets and storytellers for peace building. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-ref-4) 6. Over five years, the Labs have established 2,000 partnerships across academia, private sector, civil society, UN agencies and governments – including both traditional and non-traditional partners – with half being UNDP's first engagement with those partners. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-ref-5) 7. Leurs (2018b) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-ref-6) 8. See our Project Document (UNDP, 2019). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-ref-7) 9. Christensen (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-ref-8) 10. See, for a brief origins story and reflections, Gina Lucarelli’s blog, “The secret UNDP Accelerator Labs plan (just between you and me)” (Lucarelli, 2023b). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-ref-9) 11. We used activity theory to analyze and better understand what we do to make big steps forward. In activity theory, activities are understood as purposeful interactions of a subject with the world (Kaptelinin & Nardi, 2006, p. 31). In short, what people do to achieve something. While there are more advanced frameworks for analyzing activities, such as Yrjö Engeström's Activity System Model (Engeström, 1987, p. 78), the basic structure of activity sufficed for our purpose. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-ref-10) 12. See Vaugn Tan’s work on the uncertainty mindset (Tan, 2023; Tan, 2019) and implications of uncertainty on team design (Tan, 2020). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-ref-11) 13. The term “middleground” is borrowed from Patrick Cohendet's work on innovation ecosystems (see Cohendet et al., 2010), where he originally used the terms upper, middle and lower ground. We deliberately choose to use only the term “middleground” as it describes this vital connecting space without implying any hierarchy between institutional and grassroots levels. Both are equally important parts of the innovation ecosystem, each bringing unique and valuable contributions to social change. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction#footnote-ref-12) [PreviousForeword](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/foreword) [Next1\. R&D for Sustainable Development](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development) Last updated 1 day ago --- # Foreword | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252FH7sp4A20wm9eyZIjGzWd%252F00b_CardoMariano.png%3Falt%3Dmedia%26token%3De0d64d41-be92-45b3-8e16-d2a6e6064e4e&width=768&dpr=4&quality=100&sign=2dca9f6d&sv=2) _Milk thistle (locally known as Cardo Mariano) flowering in the highlands of Lloa, where the Accelerator Lab Ecuador worked with traditional herbalists to get recognition for their role in protecting ecological and cultural heritage._ Just one year before the outbreak of the COVID-19 pandemic, the United Nations Development Programme (UNDP) was already preparing for a major transformation: the global launch of its Accelerator Labs Network. In an unprecedented human resources effort, the organization set out to inoculate itself with a new generation of talent, capable of injecting dynamism into its global expert community and the countries it serves. Our mission: to explore fresh approaches to understanding and practicing development in collective, locally grounded ways. After a rigorous selection process, we embraced the responsibility of pioneering new ways of working within UNDP. We made space for learning through experimentation and welcomed trial and error as a valid path toward progress. As former UNDP Administrator Achim Steiner envisioned: “Let a thousand flowers bloom.” We were seeded into the fertile ground of UNDP’s deep knowledge and expertise. And grow we did, both personally and professionally, as we met wicked problems with agility and curiosity. Along the way, we sought not only to deliver solutions but also to spark change within our teams, across Country Offices, throughout the Labs Network, and in the communities we served. We joined UNDP to innovate inclusively, committed to “leaving no one behind.” But in the process, we discovered that true inclusion is not only about ensuring no one is left out; it is about “bringing everyone forward.” We learned to challenge hierarchies when needed, to foster collective learning and to offer not just methodologies but a mindset capable of catalyzing change, shaping action and nurturing engagement, by restoring value to “the other.” We had the privilege of co-creating spaces of opportunity, consensus and progress, always learning from the true experts: those on the front lines of the challenges we sought to address. Peaceful coexistence. Gender equality. Poverty eradication. Climate justice. Forest and biodiversity protection. The scale of the challenges facing humanity can be overwhelming, triggering fear, polarization and isolation. Yet through our shared practice, we learned that it is possible to face serious challenges with creativity, playfulness and joy. Love, care and optimism may never appear in any project’s “Terms of Reference,” but they are unmistakably present in the daily work of the innovators we had the honor to meet. They are the active forces behind this guide and the inspiration that carries it forward. This guide is for you, who connects and mobilizes your community. You, who walks step by step, doing what needs to be done without hesitation. You, who helps life take root and flourish, leaving each place better than you found it. It is for you, who does not focus solely on how far there is to go, but honors the distance already traveled – by yourself and by others. It is for you, changemaker, who holds the deep conviction that a better life for all is possible, and who knows that getting there means to keep walking together. _From the bloom of a thousand flowers, let new seeds be sown._ Words by Gabriel Lama Oliart (Head of Solutions Mapping, UNDP Accelerator Lab Perú), inspired by the people, practices and spirit of the UNDP Accelerator Labs community. Photo by Paulina Jiménez (Head of Solutions Mapping, UNDP Accelerator Lab Ecuador). [PreviousCollective R&D: A Practice Guide for Sustainable Development](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs) [NextIntroduction](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction) Last updated 2 days ago --- # 1. R&D for Sustainable Development | Collective R&D: A Practice Guide _This chapter unpacks R&D from different angles: exploring how it works across sectors, what flavor we practice, and why sustainable development needs it now more than ever. We define our approach and make the case for R&D as an essential capability for navigating uncertainty and meeting today’s needs without compromising tomorrow's possibilities._ [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#what-is-r-and-d) What is R&D? ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Research and Development (R&D) provides a specific lens through which we engage with complexity and create value in [sustainable development](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#sustainable-development) . While the term R&D is widely used across different sectors, its meaning and application vary significantly depending on the context. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2Fne2Q9rPAqAwWzjXjgFeB%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=1cf00b7b&sv=2) _Figure 5: Three types of R&D_ Generally speaking, we see three types of R&D (Figure 5) that yield different outcomes, each with its own focus and methodology: * **R&D in science** focuses on advancing our knowledge about the world, the universe and its phenomena – whether natural, social, cultural or economic. This type of R&D generates a better understanding of how things work, often pursuing knowledge for its own sake. Scientific R&D builds the foundational understanding that other forms of innovation depend upon.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#footnote-0) * **R&D in the private sector** sees companies establishing dedicated teams, often with substantial budgets, to develop new technologies, products and services.[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#footnote-1) The goal here is market-driven: entering new markets, gaining a competitive advantage and generating profit through innovation. Private sector R&D may build on scientific research, but often develops innovations directly from user needs, market gaps or internal capabilities that can scale through market mechanisms. * **R&D in the public sector** involves governments and public agencies setting up labs or innovation units to develop better responses to public issues.[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#footnote-2) This includes creating public services and social innovations[\[4\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#footnote-3) that improve livelihoods and help communities thrive. Public sector R&D focuses on societal outcomes rather than profit, working on public challenges and community needs. Our approach to R&D for sustainable development has elements of all three types, but with a distinction. We gravitate more toward the way R&D is conducted in the private and public sectors than in academia, where knowledge is often pursued for its own sake. The point of R&D, in our context, is to generate knowledge that has an impact. And crucially, we do this collectively: working with communities, partners and networks to combine diverse knowledge sources and capabilities rather than conducting R&D in isolation. **A definition of R&D** Research and Development (R&D) refers to early-stage innovations and collective learning to close the gap between current results and bigger aspirations, as well as a proven approach to navigate uncharted territory.[\[5\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#footnote-4) This means R&D sits at the early stage of the innovation process, where we explore what's possible before committing to large-scale implementation. It provides a cost-effective way to probe complex problems, generate learning and inform strategic pivots – essential capabilities in resource-constrained development contexts. We focus on practical applications rather than pure research, working closely with communities and partners to develop solutions that address real-world challenges. This impact-oriented approach ensures that our R&D efforts translate into tangible benefits for the people and systems we serve. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#why-sustainable-development-needs-r-and-d) Why sustainable development needs R&D ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- What started as reimagining global development has evolved into R&D that is collective and open by design. In an increasingly complex world, there are more questions than answers. We need R&D to turn innovation learning into new value propositions and next practices for global development, especially in times of uncertainty. Efforts to ensure future generations can meet their development needs are widespread, but impact is not enough to meet the targets and the 2030 deadline of the Sustainable Development Goals. Limited data and stagnant financing hold progress back, and global uncertainty can threaten or even undo progress. Against this backdrop, sustainable development needs R&D for several critical reasons: > ### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#keeping-up-with-the-pace-of-change) > > Keeping up with the pace of change > > Sustainable development changes over time, and the pace of change doesn't wait for annual reviews. What was once considered a development solution can become polarizing in light of new data, changes in technology costs or evolving social consensus. As sustainable development evolves, R&D helps fill gaps by creating evidence from experiments with new technology and methods, weak signals of change and – importantly – learning from how people solve their own problems. This enables us to see emerging opportunity spaces that are off the radar of our traditional development plans. > > ### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#creating-cost-effective-evidence) > > Creating cost-effective evidence > > With global development budgets under pressure and a global context that is constantly changing in terms of both opportunities and risks, sustainable development needs a cost-effective way to probe complex problems, generate learning and inform pivots in strategy. As part of R&D, experimentation and prototypes move ideas to action at a lower cost. They point to new opportunity spaces that have the potential to accelerate development if diffused and resourced appropriately. > > ### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#moving-beyond-technocratic-silos) > > Moving beyond technocratic silos > > In resource-scarce environments, there is a premium on interventions that achieve multiple objectives. Sustainable development in particular looks for solutions that promote prosperity while protecting the planet and advancing people’s rights and needs. When generated from the grassroots, R&D can create new value that cuts across silos by pointing to unexpected solutions that achieve this delicate balance. This cross-cutting approach is essential for addressing the interconnected nature of development challenges. > > ### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#evolving-in-fragile-contexts) > > Evolving in fragile contexts > > In an era marked by protracted crises, ranging from violent conflict and political upheaval to economic collapse and environmental disasters, development models must evolve to remain relevant and effective. By tapping into informal systems and economies, R&D allows the creation of new value during food, energy and other crises, enabling people to explore what is possible when adaptation of deeper systems and infrastructure is not yet feasible. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#from-innovation-to-impact) From innovation to impact --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- R&D builds on innovation in global development by shifting focus from the “how” to the “what.” If innovation allows new ways of working, R&D focuses on the results of innovation: new value and insights. R&D turns the learning generated from innovation into new positions, frames and opportunity spaces that speak directly to where sustainable development has gotten stuck. This transformation is crucial because it moves us beyond simply finding new methods or tools. Instead, R&D helps us identify what fundamentally new approaches, partnerships or framings might unlock progress where traditional development approaches have reached their limits. It's about discovering not just better ways to do things, but better things to do entirely. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#the-power-and-limits-of-r-and-d) The power and limits of R&D ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- R&D alone cannot shift systems. However, when deliberate and connected, R&D can help sustainable development solutions evolve and transcend silos, and it can do so under pressure and at a low cost. R&D helps transform innovation learning into new value for the economic, social and natural systems that determine development outcomes. A global R&D approach takes innovation results that are local and context-specific and shares intelligence across continents to confirm whether a particular phenomenon is an anomaly or an enduring new feature of the development landscape. This networked approach to R&D creates a collective intelligence that is greater than the sum of its parts, enabling faster learning and more robust solutions. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#moving-forward) Moving forward ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------- As we face the mounting challenges of achieving the Sustainable Development Goals by 2030, collective R&D becomes not just useful but essential. By exploring, experimenting and learning together across networks and communities, we create the adaptive capacity needed to navigate uncertainty, the evidence base to make informed decisions under resource constraints, and the bridge between grassroots innovation and systemic change that creates impact beyond what any single actor could achieve alone. In the following chapters, we will explore the fundamentals of our R&D practice, examining the principles, modes and methods that make this approach effective in diverse development contexts. We'll see how R&D operates in practice through real-world examples, and consider how to build R&D capabilities to accelerate sustainable development in an uncertain world. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#notes) **Notes** --------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. We recommend Stokes (1997) for a nuanced account of R&D in academia. His concept of "Pasteur's Quadrant" challenges the traditional separation between basic and applied research, showing how much academic work simultaneously advances knowledge and addresses real-world problems. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#footnote-ref-0) 2. For example, Bell Labs, AT&T's research division, became a model for corporate R&D. Over decades, it produced the transistor, the laser, the solar cell, and the communications satellite, among many other inventions that opened entirely new markets (Gertner, 2012). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#footnote-ref-1) 3. See Mulgan (2014). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#footnote-ref-2) 4. See Pearman (2021) and Curtis et al. (2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#footnote-ref-3) 5. Based on Jason Pearman’s (2021) definition of Social R&D. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development#footnote-ref-4) [PreviousIntroduction](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/introduction) [Next2\. The Fundamentals of Collective R&D](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d) Last updated 1 day ago --- # 2. The Fundamentals of Collective R&D | Collective R&D: A Practice Guide _With its many ambiguities and unknowns, a research and development initiative can be daunting to navigate. In this chapter, we present the three fundamentals of our approach to R&D: principles that define the logic of our collective approach, modes that shape how we engage with the world and practices that enable us to make big steps forward. These fundamentals will help you, your colleagues and partners to successfully navigate, plan and reflect upon your collective R&D journey._ [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#five-principles-for-making-change) Five principles for making change ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Principles define the [logic](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#logic) underlying our approach. They enable us to coherently structure our perceptions (how we see and understand the world), thinking (how we analyze and conceptualize the world) and actions (how we try to transform the world). They express core beliefs that form our intentions, the ways we relate to others and how we go about pushing sustainable development forward. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FNiNtB8IphSBgEjPuL76X%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=f5f4a580&sv=2) Figure 6: R&D Principles Five principles (see Figure 6) serve as overarching guidelines that help decision-making, create alignment among key ecosystem [actors](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#actor) and prioritize collective learning to shape action: R&D Principles: ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#oriented-towards-action-and-impact) **Oriented towards action and impact** We have a bias towards action: We learn by doing and by making ideas real,[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-0) In our attempt to create change, we learn what to change. Our actions generate new information, helping us better understand the problem, solution or opportunity [space](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#space) . We embrace exploration and experimentation in short [learning cycles](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#learning-cycle) of planning, acting and reflecting. We adjust when new insights emerge and double down when we find momentum or new pathways to impact. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#driven-by-learning-and-evidence) **Driven by learning and evidence** We approach the world with [curiosity](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#curiosity) , seeking to understand both how it works and how to change it. We develop learning questions that form the foundations of our R&D efforts. They coordinate curiosity among actors and direct our attention to what we need to learn.Through deliberate exploration of the [adjacent possible](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#adjacent-possible) ,[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-1) we systematically scan for signals of change, unmet needs, emerging technologies and untapped potential, creating space for [serendipity](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#serendipity) and new opportunities. We gather and create diverse forms of evidence, from data patterns and experimental results to ethnographic insights, to demonstrate the magnitude of emerging issues or momentum for change. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#working-from-the-bottom-up) **Working from the bottom up** We start with the local nuances and knowledge that emerges from community groundwork. We listen deeply to gain an understanding of development challenges through the perspectives of those who are concerned,[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-2) unheard, or most affected – those who often have the deepest understanding of the problem or opportunities to create change. We have a particular interest in [grassroot innovations](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#grassroot-innovation) – solutions that are found where problems are[\[4\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-3) – to identify unmet[\[5\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-4) or unspoken needs as well as to elevate the voices, knowledge, experience and ingenuity of creators. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#empowering-collectives) **Empowering collectives** We combine collective brainpower with diverse data, knowledge and perspectives through [participatory](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#participatory) methods and platforms to deepen understanding of complex challenges and uncover solutions. We help the [collective](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#collective) see itself. We build and strengthen relationships between diverse ecosystem actors, enabling them to find common ground; collaborate, learn, decide together, and mobilize action. We usually do this with the help of technology to build more accountable, resilient and equitable systems that serve as the backbone of communities and societies. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#promoting-and-enabling-open-sharing) **Promoting and enabling open sharing** We promote “[working out loud](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#working-out-loud) ,” sharing what we learn – both successes and [failures](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#failure) .[\[6\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-5) We pool and openly share our data, knowledge, solutions, practices and tools to accelerate collective learning and innovation diffusion. We make our work [openly](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#open) accessible and adaptable to enable others to process, analyze, reinterpret, recombine and build upon it, sparking new possibilities. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#three-modes-of-engaging-and-interacting) Three modes of engaging and interacting ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Modes are specific ways of _doing_ and of _being_ that set the focus of our attention and action. Our approach involves three modes: Sense & Explore, Develop & Test, and Diffuse & Catalyse (Figure 7). These are like postures[\[7\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-6) that determine how we engage with, experience and perceive development [ecosystems](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#ecosystem) , and how we navigate their complexities and [uncertainty](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#uncertainty) . ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FeULLmZcUfRwyNntYmZTA%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=465fea8d&sv=2) Figure 7: R&D Modes You may already use these modes unconsciously or unintentionally. We argue for being more intentional in using them. This raises your awareness of what and who is overlooked or ignored. It also allows you to determine the best course of action and select the most appropriate tools, while creating the conditions for greater [inclusivity](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#inclusivity) , continuous learning and strengthening collective [agency](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#agency) . These modes might appear as sequential steps, but they are dynamic and non-linear[\[8\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-7) in nature. We actually shift and transition between these different styles of engaging and interacting as opportunities and insights emerge.[\[9\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-8) As we move between modes, information starts to flow, informing new learning questions and activities. In [Chapter 4](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys) , we discuss three real-life R&D journeys that illustrate the dynamics of these interacting modes. R&D Modes: ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#sense-and-explore) **Sense and Explore** This mode focuses on sensing what's happening and exploring the [adjacent possible](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#adjacent-possible) : identifying what's already there, what's [emerging](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#emergence) or what is (gradually) disappearing. This mode activates purpose, putting us and the broader ecosystem in tune with the situation at hand. Through this mode, we address questions to learn: _What’s going on? Where to focus our attention? Where do we need to build knowledge more rapidly? Who do we work with?_ When we engage with local development ecosystems… * We continuously scan for signals of emerging [futures](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#future) , reflect on their implications for sustainable development and explore what others have learned on the issues we are addressing to enrich our collective understanding. * We map potential changemakers (startups, grassroots innovators and [positive deviants](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#positive-deviance) [\[10\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-9) ) and discover existing local solutions, data sources and emerging technologies that can drive positive change and help shape more sustainable futures. * We learn with key stakeholders to understand their most pressing challenges, what's driving these issues, and the impact they have on whom. We explore areas for potential change and where we need to accelerate learning. * We immerse ourselves in communities to understand their experiences, behaviors, traditions, knowledge, needs, capabilities and relationships. These immersions build trust, laying foundations for sharing [collective intelligence](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#collective-intelligence) about sustainable development. * We map knowledge that is already available within the [ecosystem](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#ecosystem) . We identify existing knowledge sources, assets and holders that can help us quickly develop a real-time and comprehensive understanding of a situation. We prioritize local knowledge, while also drawing on policy expertise and theoretical knowledge from scientific sources to better understand what is going on. When engaging with ecosystems in this mode, it's important to create conditions that encourage open-ended discovery, adopting new perspectives and partnering with _unusual suspects_, while maintaining space for serendipity. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#develop-and-test) **Develop and Test** This mode focuses on developing, testing and improving ideas with others, and probing the system to discover where there is momentum for change. Through this mode, we address questions to learn: _Where to intervene? What works and what does not? Which configurations generate unexpectedly or unintentionally desirable_ [_effects_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#effect) _?_[_\[11\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-10) When we engage with local development ecosystems… * We define learning [questions](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#question) and [reframe](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#reframing) issues based on how systems operate, helping key stakeholders to see an issue or system in a new way, inspiring action and learning. * We explore and develop possible futures with communities, creating a shared vision of \_what could or should b\_e. * We co-create, prototype and test solutions with communities, end-users and citizens to find what works, building ownership through participation and generating evidence to make the case for change and further investment. * We codesign and coordinate [portfolios](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#portfolio) of interconnected interventions, addressing complex issues, facilitating collective learning and orchestrating system transformation. * We monitor system responses to our interventions, observing and capturing any changes so we can capitalize on momentum when we see positive outcomes or adjust our approach based on emerging insights, situations and opportunities. When engaging with ecosystems in this mode, it's important to create conditions for co-creating with others, agility and improvisation to embrace [emergence](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#emergence) and unforeseen system responses to your interventions, and maintain a safe space to fail[\[12\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-11) – because good experiments are designed to fail.[\[13\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-12) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#diffuse-and-catalyze) **Diffuse and Catalyze** This mode focuses on spreading and socialization of insights, innovations and knowledge, and triggering acceleration in R&D processes and ecosystem uptake. Through this mode, we address questions to learn:\_ How to scale through the ecosystem? How do we ensure open sharing by design? How can we make what we know useful and usable to others? Who needs to know? How do we facilitate ownership?\_ When we engage with local development ecosystems… * We share knowledge, insights, solutions and innovations continuously[\[14\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-13) in ways that make them accessible, useful and usable for others.[\[15\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-14) We pay particular attention to recognizing innovators when sharing grassroots solutions and local knowledge. We feed back what we've learned to those who have contributed, in order to empower the collective.[\[16\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-15) * We engineer flows of ideas, data, information, knowledge and [value](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#value) with two aims: boosting collective intelligence, and generating network effects that accelerate learning and innovation across the ecosystem. * We promote ownership through co-creation and enable ecosystem scaling by making our work openly available. Through innovation commons,[\[17\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-16) open licensing[\[18\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-17) and [open-ended design](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#open-ended-design) ,[\[19\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-18) others can freely use, adapt and build upon ideas, innovations, data and knowledge. This encourages others to create new [combinations](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#combination) , configurations[\[20\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-19) that form a “[bricolage](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#bricolage) ”[\[21\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-20) of solutions, technologies and capabilities that fit their needs and often resource-constrained contexts. * We identify opportunities, leverage points, technologies, relationships, ambassadors and intermediaries[\[22\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-21) within the ecosystem that can help create legitimacy, increase uptake, or set things in motion, taking insights and innovations further. We do this either through active seeking or by creating spaces for serendipitous discovery. When engaging with ecosystems in this mode, it's important to create conditions for open sharing of data, knowledge and innovations, to enable actors to reconfigure or recombine ideas, solutions and technologies, and support the ecosystem to leverage its own relational infrastructure. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#twelve-practices-for-making-big-steps-forward) Twelve practices for making big steps forward ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FPtP4sOBSetHMakvp5Mfg%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=49765677&sv=2) _Figure 8: R&D Practices_ Practices are the most crucial “jobs to be done” and involve activities that move the R&D process big steps forward. There are twelve practices[\[23\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-22) (see Figure 8) that can be employed flexibly in different configurations throughout the entire R&D journey. R&D Practices: ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#systems-collectives-and-strategies) **Systems, collectives and strategies** Practices to enable collective learning and action: * **Thinking in systems**: We look at systems from different perspectives, map them to reveal hidden dynamics and probe through experimentation to identify leverage points and trigger larger transformations. * **Making collectives smarter**: We diversify data sources, inputs and perspectives, orchestrating information flows and feedback loops to help collectives understand situations more deeply and in real time to act more effectively. * **Forming collectives**: We identify key actors and existing collectives, and build and strengthen relationships that bring together distributed wisdom, resources and capabilities. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#experimentation-and-technology) **Experimentation and technology** Practices to accelerate and scale initiatives: * **Finding out what works**: We probe systems through experimentation to identify momentum for change, test solutions to create evidence and legitimacy, use [prototypes](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#prototyping) to reveal hidden needs and co-design with stakeholders to build ownership. * **Leveraging technologies**: We identify and explore new technologies, experiment with different combinations and promote open licensing models to amplify our collective potential. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#ideas-innovations-and-visions) **Ideas, innovations and visions** Practices to discover or co-create new possibilities: * **Seeking existing solutions**: We look for grassroots innovations from people facing challenges firsthand, we document and share them to help them gain recognition and access to resources while enabling others to build on their work. * **Exploring new options and alternatives**: We explore what already exists but lies just beyond our current awareness, reframe issues to understand them differently, and imagine alternative futures together to identify new potential pathways to sustainable development. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#people-communities-and-culture) **People, communities and culture** Practices to build empathy and unlock people's potential: * **Empowering communities and individuals**: We help communities see the ecosystems they're part of, build ownership through participation and co-creation, and support them in generating their own data to mobilize their capabilities and resources for collective action. * **Understanding culture and everyday experiences**: We deeply immerse ourselves in communities and work alongside them to map cultural practices and local knowledge, uncovering the beliefs, behaviors and practices that shape how people navigate uncertainty and adapt to change. * **Engaging with people and communities**: We meet people where they are and recognize their knowledge, realities and achievements to build trust and relationships for learning and working together on critical development challenges. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#data-insights-evidence) **Data, insights, evidence** Practices to find patterns, inform decisions, and spark new questions: * **Analyzing data and generating insights**: We use technology and build community skills to make data analysis participatory, transforming raw data into visual narratives that help communities spot [patterns](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#pattern) and generate actionable insights. * **Capturing data**: We seek out real-time, local and often overlooked data streams, build data partnerships, and diversify inputs to reveal hidden patterns, enabling learning and timely responses to changing conditions. [Chapter 5, R&D Practices](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices) , provides detailed descriptions of how to put these practices to work, walking through the methods and technologies that make them possible, with real examples from the Labs to show what they look like in action. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#balancing-flexibility-with-the-fundamentals) Balancing flexibility with the fundamentals ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ In this chapter, we have outlined our principles, modes and practices that define the logic of our approach to R&D. You may have noticed that there is flexibility in how these fundamentals can be applied, allowing you to adapt them to your specific context, respond to emerging situations and discover your own path forward. However, we want to be clear about what remains at the very core of this approach, regardless of how you adapt it. The collective dimension is essential and distinguishes this approach from conventional R&D. Institutional R&D is usually driven by researchers and institutions, whereas collective R&D operates more like a distributed model across communities and ecosystems. This changes where R&D happens, how knowledge is created and who benefits from it (Table 2). **Institutional R&D** **Collective R&D** _Where does R&D happen?_ In labs or institutional settings studying communities from the outside Embedded in and with communities, networks and ecosystems _What's the relationship to communities?_ Communities as research subjects or beneficiaries Communities as co-researchers and knowledge holders _What counts as valid knowledge?_ Primarily expert and scientific knowledge Local knowledge and collective insights bridge gaps with expert knowledge _Table 2: How collective R&D shifts where, who and what in the R&D process_ The approach described in this guide builds on collectiveness: actively involving the broader ecosystem,[\[24\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-23) enabling collective intelligence[\[25\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-24) and generating collective impact. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#notes) Notes -------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. Building prototypes and visualizing our thoughts through tangible materials (e.g. Lego Serious Play) plays an important role in making ideas real. This “thinking with our hands” is a form of embodied cognition (Power, 2023; also see Rayner, 2020); it stimulates reflection, helps us consider overlooked aspects of problems or solutions, and facilitates sharing our tacit mental models with others (Heracleous & Jacobs, 2008, 2011), creating opportunities for collective intelligence. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-0) 2. Johnson (2010a). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-1) 3. The term “concerned” refers to the Spanish expression “nada sin los concernidos” (nothing without those concerned), acknowledging all stakeholders with interest in an issue, including both marginalized communities and those who hold power. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-2) 4. Saeed (2020). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-3) 5. Gupta, Anil K. (2019) Gupta’s central thesis is that grassroots innovations serve as diagnostic tools for identifying gaps in formal systems and revealing where communities have unaddressed needs that neither markets nor governments are meeting effectively. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-4) 6. There is no failure as long as we learn. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-5) 7. In their book “About Face,” Cooper et al. (2007) introduce the concept of “posture” in interaction design, describing it as a “behavioral stance” that digital products embody toward users. We interpret this concept similarly as a stance towards a development ecosystem and the world in general: an orientation that shapes how we approach and interact with our environment. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-6) 8. According to VanPatter and Pastor (2018, p. 42), innovation process models can be categorized as either step models or zone models. Step models specify a sequential order of procedures, behaviors and activities where one step builds on another. Zone models offer a flexible framework where clusters (i.e. zones) of related procedures, behaviors and activities can be applied in any sequence depending on the situation’s demands, insights or knowledge needs.We consider the modes more as zones, instead of steps, but they can be used as steps in a process of course. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-7) 9. This reflects the co-evolution of problem and solution spaces. As we progress, we simultaneously deepen our understanding of the problem while expanding our knowledge of potential solutions and opportunities through exploration and experimentation. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-8) 10. Positive deviants are individuals or groups who achieve significantly better outcomes than their peers through unique behaviors and strategies despite facing the same constraints and resources (Sternin & Choo, 2000). We actively search for these outliers within affected communities using data-driven approaches to learn from their effective approaches to common challenges (UNDP, GIZ Data Lab, & University of Manchester, 2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-9) 11. We should remain receptive to unexpected desirable effects, thinking of change in terms of multiple possibilities (some favorable, some not; some anticipated, some unexpected) rather than fixating solely on predefined outcomes in project plans and log frames (also see Lucarelli, 2019). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-10) 12. It's worth looking at the work of Amy Edmondson (2011, 2018, 2023), whose research focuses on creating conditions for learning from failures. There are good and bad failures, according to Edmondson. Bad failures are blameworthy as they are preventable and occur in predictable conditions when standard procedures are not followed. Good failures, on the other hand, are praiseworthy. They are either unavoidable failures that result from uncertainty and complexity, or they are intentional failures through experiments – an intelligent way to learn. A more radical format, to create the conditions to learn from failure, is FuckUp Nights, where people share and celebrate stories of failure (FuckUp Nights, n.d.). The UNDP Accelerator Lab in Mexico, for example, has experimented with this format. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-11) 13. See Snowden’s musings on safe-fail probes (2007) for more details. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-12) 14. We regularly share our learnings through “Working Out Loud” by openly documenting our work in progress. This approach stimulates reflection, boosts knowledge sharing and creates opportunities for unexpected collaborations. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-13) 15. It’s important to recognize that several factors influence whether solutions, knowledge, insights and innovations are adopted by a social system or group, and this process can often take a significant amount of time (see Rogers, 2003). Adoption largely depends on the group’s or organization’s absorptive capacity (Cohen & Levinthal, 1990; Zahra & George, 2000), which is their ability to recognize the value of new information, integrate it and apply it effectively. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-14) 16. Helping a collective see what it actually knows and what it is learning helps it to become smarter. Feeding back knowledge to empower – not extraction – is an important principle of collective intelligence (see Peach et al., 2020, p. 40). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-15) 17. See for example our SDG Commons, a resource hub with data, insights, solutions and next practices for the Sustainable Development Goals (https://sdg-innovation-commons.org). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-16) 18. See for example Digital Public Goods (https://www.un.org/techenvoy/content/digital-public-goods). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-17) 19. Open-ended design allows end users to finish, alter or amplify a solution to better align with their specific needs, goals and contextual requirements. See Redström (2008) for more on this, or see Grint (2008) who refers to open-ended solutions as “clumsy solutions.” [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-18) 20. By new configurations we mean a change in architecture (Henderson & Clark, 1990) or in the arrangement (Lobenstine et al., 2020) of how elements of solutions are related. Such new configurations can, when successful, generate new value through different effects. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-19) 21. “Bricolage” describes how innovators in resource-constrained environments creatively combine and repurpose existing solutions, technologies and capabilities to address local challenges (see Mateusa & Sarkar, 2024). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-20) 22. These intermediaries often operate as knowledge brokers (see Meyer, 2010) who translate, interpret and transfer information across different contexts, or as “boundary spanners” (Tuschman, 1977), who enable interaction between different social groups (Star & Griesemer, 1989; Akkerman & Bakker, 2011), or gatekeepers who can provide access to hard-to-reach communities. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-21) 23. While these twelve practices emerged from the learnings of a network of labs devoted to reimagining development for the 21st century, we see them as relevant for anyone trying to create change in uncertain environments. It is not necessary to have specialized roles with one person assigned to each practice; in fact, these practices are most effective when approached collectively. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-22) 24. The broader ecosystem includes communities, local networks, existing collectives and both usual and unusual actors – those who are typically engaged as well as those who are often overlooked. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-23) 25. Enabling collective intelligence involves developing the infrastructure, conditions and capabilities that help ecosystems see themselves, coordinate learning, make decisions together and sustain this intelligence over time. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d#footnote-ref-24) [Previous1\. R&D for Sustainable Development](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/1.-r-and-d-for-sustainable-development) [Next3\. Setting up an R&D Capability](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability) Last updated 1 day ago --- # R&D Journey 1: Kenya | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252F43BTAljkaFWksZNbSli5%252FR%2526D%2520journey%25201_Kenya.png%3Falt%3Dmedia%26token%3Df3182fbe-7771-4321-99ea-b4ed868534d8&width=768&dpr=4&quality=100&sign=a5792aba&sv=2) [Download PDF: R&D journey 1\_Kenya.pdf](https://drive.google.com/file/d/1iveZL4QZ0Bq_eCyQdaj6z0Xu8iTVsL0V/view?usp=drive_link) [Previous4\. R&D Journeys](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys) [NextR&D Journey 2: India](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys/r-and-d-journey-2-india) Last updated 3 months ago --- # R&D Journey 2: India | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252FbluO7PXT0wYJRXbCbe3N%252FR%2526D%2520journey%25202_India.png%3Falt%3Dmedia%26token%3D20bc22a2-2b59-41de-bd2e-147a4108743c&width=768&dpr=4&quality=100&sign=3fce92c8&sv=2) [Download PDF: R&D journey 2\_India.pdf](https://drive.google.com/file/d/1o1do3X3o7R0bZc1g6lg9GHQVyKJjIlWQ/view?usp=drive_link) [PreviousR&D Journey 1: Kenya](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys/r-and-d-journey-1-kenya) [NextR&D Journey 3: Argentina](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys/r-and-d-journey-3-argentina) Last updated 3 months ago --- # R&D Journey 3: Argentina | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252FWNMN8tW4kInXPChxhtDy%252FR%2526D%2520journey%25203_Argentina.png%3Falt%3Dmedia%26token%3D39adb445-9b8c-4b8e-aaa7-1b5389983477&width=768&dpr=4&quality=100&sign=9b6007a3&sv=2) [Download PDF: R&D journey 3\_Argentina.pdf](https://drive.google.com/file/d/1gqFG8yfUqsGhfifE06eOnYgKRjCSN9-D/view?usp=drive_link) [PreviousR&D Journey 2: India](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys/r-and-d-journey-2-india) [Next5\. R&D Practices](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices) Last updated 3 months ago --- # 3. Setting up an R&D Capability | Collective R&D: A Practice Guide _Setting up an R&D capability involves orchestrating many moving parts, and there are no formulas to guarantee success. In this chapter, we share our insights from establishing the Accelerator Labs as a global operation in 115 countries. We will discuss how to navigate the early stages – what to focus on? What does an R&D unit look like – what roles and skills are essential? And what does it take to develop a distributed capability that drives learning across countries and contexts? While not exhaustive, with these insights, we aim to give you practical pointers for establishing your R&D function._Navigating the early stages [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#navigating-the-early-stages) Navigating the early stages -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- There are thousands of ways to set up an R&D function,[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-1) but all involve orchestrating many moving parts simultaneously. Whether you call it a lab, unit or team, you'll find yourself juggling multiple competing priorities:[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-2) * Identifying the needs or challenges you will address and articulating that as a compelling value proposition * Defining your strategic focus and deciding on your key methods and underlying logic * Recruiting the right talent, building the team, and establishing governance structures * Securing sustainable financial resources and gaining political buy-in from leadership, donors and other key stakeholders * Finding partners who can provide specific expertise, skills, or help you connect with key actors * Establishing systems and conditions to make outcomes, practices, and learning irreversible[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-3) * Setting up infrastructure for documenting insights and outcomes, and establishing evaluation frameworks to demonstrate progress * Finding ambassadors who will promote your initiative while managing skeptics and resistance * Building an authentic brand and developing your communication strategy Each element matters, and entire guides could be written about any one of them. What's more, the specific challenges and priorities will vary greatly depending on your context. Rather than attempting to cover all these elements, we want to share a framework that helped us navigate the early stages of building the Accelerator Lab network – when we were building the aircraft while already airborne. This framework focuses on managing the dynamic balance between three dimensions (Figure 9) that we found ourselves constantly negotiating: ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252FPqiGf1SR9CAhW9nalrSP%252F9_StrategyActivityLegitimacy.png%3Falt%3Dmedia%26token%3Dde13dbfb-d81b-4d44-8257-ad8c619427c0&width=768&dpr=4&quality=100&sign=b34a2a1f&sv=2) _Figure 9: Three dimensions to balance: strategy, activities and building legitimacy when setting up an R&D function (Inspired by Centre for Public Impact, 2018)_ * **Strategy:** _What is our north star? What is the_ [_direction_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#directionality) _of travel?_ * **Activity:** _What do we do to get to that dot on the horizon?_ * **Legitimacy:** _How do we create and maintain political buy-in?_ These aren't sequential steps but interconnected areas of attention that depend on each other and co-evolve together. Strategy alone won't create legitimacy – you need to explain why the work matters and show tangible results. Activity without strategy won't achieve your ambitions – you'll look busy but will be wasting resources, time and energy on the wrong priorities. [Legitimacy](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#legitimacy) without activity will not last long – you need action to generate evidence, success stories, and insights.[\[4\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-4) And activity without legitimacy won't build momentum – even good work struggles to get adopted without buy-in. The key point is, you need to balance all three areas and ensure they are aligned. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#designing-the-r-and-d-team) Designing the R&D team -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- In the Accelerator Lab network, each team includes three core positions: Head of Experimentation, Head of Solution Mapping, and Head of Exploration. Your R&D function will likely look different. Teams come in all sizes, and your context and strategic priorities will determine which capabilities matter most. With this in mind, when designing your team,[\[5\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-5) we believe it's more helpful to think about the roles people can play and the skills they bring, rather than providing detailed job descriptions. Through our experience across our network, we've identified twelve such roles. They represent functions that team members can fulfil: where one person often plays multiple roles, and several people might share a single role, depending on personal capabilities and strengths. These roles are fluid; at various stages of an R&D journey, certain roles become more prominent while others recede into the background.[\[6\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-6) Their significance can change based on specific information needs, the momentum that is building or needs to be created, the stakeholders involved, or any unexpected opportunities that arise. To respond to these emerging needs and opportunities, a certain open-endedness is needed. Each role involves specific skills, approaches, and [mindsets](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#mindset) that enable teams to navigate [uncertainty](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#uncertainty) , make sense of complex issues, and create positive change. But the roles also involve potential pitfalls when overdone or underperformed. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#explorer) **Explorer** _Seeks possibilities_ Investigates uncharted territories to discover new possibilities, emerging challenges and opportunities. Explores the adjacent possible and seeks out grassroots innovations to unearth existing solutions. Continuously scans for weak signals of change and emerging patterns across communities to map possible futures, helping communities prepare for what's coming while finding pathways to shape more desirable outcomes. **Key capabilities:** * Scanning environments for weak signals and emerging patterns of change * Combining existing elements in novel ways to create new possibilities * Exploring alternative futures and scenarios through collective imagination **Pitfalls:** * Staying in exploration mode without converting findings into actionable insights * Favoring exotic or trendy tech solutions over practical adjacent possibilities * Fixating on doom scenarios without exploring alternative pathways forward #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#analyst) **Analyst** _Crafts insights_ Transforms complex data into meaningful insights that inform understanding and action. Collects, analyzes, and presents information in ways that reveal patterns, generate new perspectives, and enable evidence-based decision making, while empowering communities rather than extracting value from their data. **Key capabilities:** * Systematic collection and analysis of traditional and non-traditional data * Translating complex data into accessible, actionable insights * Using data visualization and storytelling to help people make sense of complex and evolving situations **Pitfalls:** * Extracting data from communities without ensuring they benefit from the analysis * Failing to connect quantitative findings with human experiences * Getting stuck in analysis paralysis and losing sight of what's actually needed #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#ethnographer) **Ethnographer** _Immerses into communities_ Engages deeply with communities to understand their lived experiences, cultural contexts, and needs. Builds authentic relationships that enable empathetic insight into how people most affected by an issue experience challenges and develop their own coping strategies and grassroots innovations. Translates ethnographic insights into compelling stories and recommendations that inform decision-making and help develop more appropriate, effective solutions. **Key capabilities:** * Empathetic observation and engagement with local knowledge holders * Building trust across different cultural contexts and with gatekeepers * Recognizing and valuing community assets and local knowledge systems **Pitfalls:** * Imposing external frameworks rather than truly listening * Focusing on problems and deficits while overlooking community strengths and assets * Letting personal biases shape which voices are heard and amplified #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#experimenter) **Experimenter** _Develops evidence_ Designs and conducts structured tests to validate assumptions and generate reliable insights about what works, where, why, and for whom. Creates learning processes that balance rigor with speed, enabling intelligent failure that builds legitimacy for innovations through evidence. Designs coherent portfolios of experiments and interventions that collectively address complex challenges and create momentum for system change. **Key capabilities:** * Designing experiments to test hypotheses and challenge assumptions * Balancing rigor with speed in testing approaches to accelerate learning * Co-designing experiments with communities and stakeholders to learn together and build ownership **Pitfalls:** * Creating experimental designs misaligned with how the issue actually unfolds in practice[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-1) * Playing it too safe and avoiding the intelligent failures that generate real learning[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-2) * Treating communities as test subjects rather than active change-agents.[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-3) #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#architect) **Architect** _Integrates elements_ Synthesizes diverse elements into coherent structures and functioning solutions. Develops frameworks, processes and tools that help innovations work effectively across technical, social, and environmental domains. Combines data, technology, and people to create flows of information and knowledge that enable ecosystems to become smarter together. **Key capabilities:** * Synthesizing diverse inputs into coherent frameworks that others can use, adapt and build upon * Facilitating interoperability between different technologies, capabilities and approaches * Balancing strategic, technical, legal, financial and human considerations in design **Pitfalls:** * Designing overly rigid frameworks that don't respond to system dynamics and changing contexts * Overcomplicating designs with too many dependencies for solutions to work effectively * Losing sight of the big picture and people's needs and potential while focusing on technical integration #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#visionary) **Visionary** _Inspires change_ Develops compelling shared visions that align stakeholders and inspire action. Helps groups imagine possibilities beyond current constraints, challenge outdated mental models, and create practical pathways toward transformative goals for sustainable development. **Key capabilities:** * Finding and building shared purpose across diverse stakeholders and interests * Reframing situations to reveal new perspectives that mobilize collective action * Holding space for ambiguity while futures take shape **Pitfalls:** * Creating visions too far ahead of where stakeholders are ready to go * Neglecting to build alliances and a movement to carry the vision forward * Overlooking quick wins that help people believe in the longer journey #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#advocate) **Advocate** _Creates legitimacy_ Builds support and recognition for both the R&D function and the innovations it generates. Creates legitimacy by engaging decision-makers and influencers, articulating the added value with evidence, and identifying champions. Helps stakeholders understand why R&D matters for sustainable development and how experimental, learning-based approaches can address complex challenges. **Key capabilities:** * Identifying and building relationships with influential stakeholders as champions * Translating R&D work into compelling narratives that resonate with different stakeholders and demonstrate the value add * Managing sceptics and converting critics into allies by sharing success stories, presenting evidence, and inviting them to participate in the process **Pitfalls**: * Using technical jargon that alienates non-specialist audiences * Spending too much energy converting sceptics instead of empowering ambassadors * Over-stating the results or over-hyping the value of R&D, eroding credibility #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#maker) **Maker** _Makes ideas real_ Translates ideas into testable prototypes and proof of concepts that can be experienced, evaluated, and refined. Builds physical, experiential or digital manifestations of ideas that allow for rapid testing and iteration, helping to validate assumptions and surface tacit needs by demonstrating to stakeholders what's possible. **Key capabilities:** * Bringing passion for making things, building quick and low-cost prototypes to test ideas early * Engaging stakeholders actively in design and testing to incorporate their perspectives and create buy-in * Designing structured experiments that maximize learning from each iteration **Pitfalls:** * Overthinking instead of building, spending too much time imagining how something might work rather than making it real * Testing only in controlled settings instead of real-world conditions where solutions must work * Making prototypes without enough detail to yield meaningful feedback #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#orchestrator) **Orchestrator** _Forms collectives_ Brings together diverse stakeholders and builds effective networks for collaboration and impact. Creates conditions for collective action by connecting the right people, establishing shared purposes, and developing "middleground" spaces where institutional and grassroots initiatives can work together effectively. Builds trust across different actors and sectors to enable authentic collaboration and knowledge sharing. **Key capabilities:** * Mapping ecosystems to identify key actors, including gatekeepers and bridge-builders * Articulating compelling reasons for diverse actors to connect around shared purpose * Establishing relational infrastructures, in the middleground, that enable knowledge flows, collaboration and value creation **Pitfalls:** * Ignoring existing networks or collectives and trying to build from scratch * Creating dependency where the collective only functions with orchestration * Over-planning the process instead of allowing the collective to evolve organically #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#facilitator) **Facilitator** _Enables co-creation_ Designs and guides collaborative processes that enable diverse groups to work productively together. Creates and provides safe spaces for collaboration, co-creation, and meaningful dialogue where diverse perspectives can interact. Manages power dynamics and helps groups navigate through uncertainty, tension, and perceived asymmetries of knowledge or power. **Key capabilities:** * Designing and leading productive collective processes * Managing tensions and bridging different perspectives * Creating psychological safety for not knowing, authentic participation and learning **Pitfalls:** * Over-facilitating by imposing structure or pushing forward when the group needs space, losing touch with participants' actual energy and interests * Giving too much airtime to extraverts or participants with power and seniority * Cramming in too many activities for the time available, not achieving depth in conversations or learning #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#mapper) **Mapper** _Navigates complexity_ Makes visible the hidden structure of complex systems by mapping relationships, flows, and patterns that shape how challenges persist or change. Helps stakeholders see themselves within larger ecosystems and identify where small interventions might create a significant impact. Transforms overwhelming complexity into actionable insights by revealing connections between people, resources, problems, and possibilities. **Key capabilities:** * Visualizing system dynamics in ways that help diverse stakeholders see their role and potential for influence * Understanding systems through different levels and perspectives, revealing how individual experiences connect to larger patterns * Building maps collaboratively with communities rather than extracting and representing their knowledge **Pitfalls:** * Mistaking the map for the territory and missing what can't be captured visually * Focusing on aesthetics over function, creating visualizations that don't support shared understanding or decision-making * Working at the wrong level of abstraction, including too many details that obscure what matters for action and decision-making #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#documenter) **Documenter** _Captures knowledge_ Records, organizes, and shares critical information and learnings throughout the R&D process. Makes insights accessible, usable and actionable for others by translating complex findings into formats that different audiences can understand and apply. Builds collective memory that enables ecosystems to learn faster and build on each other's discoveries. **Key capabilities:** * Translating complex R&D findings into multiple formats (stories, data, frameworks) that different audiences can understand and use * Working out loud: sharing insights and learnings as they emerge rather than waiting for final reports * Building knowledge repositories and commons that enable others to find, adapt, and build upon innovations **Pitfalls:** * Creating knowledge graveyards where information is stored but never accessed or used * Documenting only successes while missing the valuable lessons in failures and unexpected outcomes * Using formats and language that exclude the very communities who contributed the knowledge _Table 3: The twelve roles within a R&D team._ [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#building-a-globally-distributed-capability) Building a globally distributed capability -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- When we launched the Accelerator Labs, we set out to establish a learning network:[\[10\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-10) a way to connect teams across the globe while keeping them grounded in their local realities. This network became the foundation for what would later evolve into a globally distributed R&D capability. Through the network and its diversity we see patterns of emerging challenges and priorities, as well as new solutions and possibilities that might otherwise stay local. Let us first explain how we look at networks. A network consists of actors who are connected and interact with each other to achieve common goals. In everyday language, we might say we "built" a network, but that's misleading. Networks are not like skyscrapers that are usually built based on a predetermined plan or detailed blueprint. We consider networks as living systems.[\[11\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-11) We can't predict and control how they'll evolve, what form they'll take, or whether they'll thrive. They grow through relationships, evolve through interactions, and strengthen through shared experiences. Therefore, instead of _building_, we prefer to talk about _curating_[\[12\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-12) a network. Curating involves creating the conditions, initiating and coordinating activities, and providing the support systems and tools that help the network to: * Establish a relational infrastructure[\[13\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-13) by connecting actors and strengthening their ties * Generate intelligence by sharing, analysing, and connecting insights * Develop a practice and logic that is in line with the network's purpose What do these conditions, activities, and support systems look like in practice? ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#creating-conditions) Creating conditions Networks are living systems: they emerge and thrive depending on the [conditions](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#condition) around them.[\[14\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-14) While we can't control the network itself, we can design these conditions to a certain extent. With this in mind, we focused on creating conditions to help our Network self-organize, learn collectively, and generate value through emergence and serendipity. The following proved essential for establishing the Accelerator Lab Network: > #### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#preparing-the-landing-strip) > > **Preparing the landing strip** > > Before Labs arrived in their host offices, we invested in preparing the ground for a smooth landing. While recruitment was underway, we ran programs with the host offices to introduce the intent, logic, and key methods of the Accelerator Labs. Beyond the country offices, we delivered workshops with regional teams. These engagements helped us identify champions who could advocate for the approach, while also understanding skeptics' perspectives and what was needed to address their concerns and create legitimacy. Each interaction helped us refine our narrative, sharpen our value proposition, and build broader institutional support for a capability that was open-ended and ahead of demand. > > #### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#setting-a-mandate) > > **Setting a mandate** > > A mandate provides both direction and autonomy, defining the “what” while leaving room for the “how.” We gave Labs a mandate for "directed improvisation"[\[15\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-15) > – setting a clear purpose to accelerate learning for the Sustainable Development Goals, while giving them freedom to determine how to best achieve it in their contexts. But we also set clear boundaries: no causing harm, no unethical behavior, no extractive data practices. Within these boundaries and purpose lies a vast space for Labs to experiment and find their own way. > > #### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#cultivating-diversity) > > **Cultivating diversity** > > Our Network brings together people from different backgrounds, regions, and cultures, with varied career paths and educational foundations. They offer distinct perspectives on sustainable development and work in diverse ecosystems, addressing both shared challenges and context-specific problems. Despite this diversity, we're united by a shared mindset and a set of principles captured in our [fundamentals chapter](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d) > . This balance – enough alignment to collaborate, enough difference to learn from each other – is essential for our work. By bringing different worldviews and knowledge systems together in our activities – Learning Circles, Tuesday calls, R&D Raves – we enhance our collective intelligence.[\[16\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-16) > > #### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#creating-psychological-safety) > > **Creating psychological safety** > > Learning in uncertainty requires vulnerability – admitting what we don't know,[\[17\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-17) > sharing what didn't work, and acknowledging we're navigating uncharted territory together.[\[18\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-18) > We foster this by modeling and rewarding curiosity, which propels us into the adjacent possible and often yields unexpected but valuable discoveries. We promote intelligent failures[\[19\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-19) > and treat almost everything as a prototype when we don't know how to do things. We create spaces where people can reflect on their actions and journeys, including how they experienced them emotionally. A simple way to start creating psychological safety is with "emotional check-ins"[\[20\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-20) > at the beginning of meetings and workshops, asking teams or participants: "How are you feeling?" “What's your presence level today and why?” or "What's on your mind?" Another way to create safety is to engage in “post-mortems”[\[21\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-21) > after large delivery efforts, creating a space to celebrate wins and learn from collective design processes. Innovation is emotional work;[\[22\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-22) > making space for discussing the emotional aspects of our work is critical for nurturing a learning culture. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#coordinating-activities) Coordinating activities ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252F4GIEoHFnEuXSH0MM24LY%252F10_NetworkActivities_v4.png%3Falt%3Dmedia%26token%3Dedbe213e-4351-4081-83c5-983b365fc866&width=768&dpr=4&quality=100&sign=b65a2d8a&sv=2) _Figure 10: Overview of network activities that strengthen connections, enable collective learning, and advance our practice_ A host of activities (Figure 10) keeps our Network vibrant and alive. These activities are initiated and coordinated both by the global team and by Labs themselves. Some activities recur frequently, establishing a rhythm or heartbeat for the Network. Others happen periodically, and some are one-off events designed for specific purposes. Together, these activities strengthen connections and create a sense of belonging, enable knowledge flows that drive collective learning, and provide spaces to reflect on and advance our practice. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252FlzeHABL2RiTGOFpPtvg5%252F11-12_Combined_ForGitBook.png%3Falt%3Dmedia%26token%3D62a22204-8079-42d4-aaa8-57fa31a92fe7&width=768&dpr=4&quality=100&sign=c4a2155c&sv=2) _Figures 11 & 12: Bootcamps for onboarding the first cohort of UNDP Accelerator Labs in Kigali (September 2019) and Quito (October 2019)._ > #### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#convening-weekly-drop-in-calls) > > **Convening weekly drop-in calls** > > Since the beginning, every Tuesday at 7 AM New York time the Network comes together on Zoom. These weekly calls began during recruitment as check-ins with country offices and evolved into "open mic" sessions once teams were onboarded. Over time, this weekly rhythm became like the Network's heartbeat. The content varies: Labs often share learnings from experiments and field research, the global team often facilitates discussions about future directions or presents back what the Network is doing and learning. Every now and then we invite UNDP policy teams to connect our R&D work with ongoing development programming, or bring in external researchers working on topics like user-led innovation, serendipity, or learning systems. Beyond knowledge sharing, these calls also serve as a space to celebrate achievements and provide emotional support in times of crisis, or to commemorate the loss of a colleague. > > #### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#onboarding-new-recruits) > > **Onboarding new recruits** > > When we onboarded the first cohort of 60 Labs and the second cohort of 31 Labs, we brought everyone together for intensive bootcamps to induct new Labbers into the Accelerator Labs. The first cohort gathered in person for these bootcamps (Figures 11 and 12), while the second cohort – due to the pandemic – connected entirely online. The bootcamps aimed to connect new recruits with the intent and mandate of the Labs, introduce our practice and key methods, provide guidance for navigating UNDP's bureaucracy, and – importantly – connect Labs with each other across regions. These cross-regional connections created the relational infrastructure for the Network to perform as a learning network. > > #### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#working-out-loud) > > **Working out loud** > > One of the ideas we tested in this network experiment was for Labs to write frequent blogs, initially monthly, sharing openly with the rest of the world what they're working on, or planning to work on, and what they're learning.[\[23\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-23) > The hypothesis was that a lightweight approach to reporting could happen continuously, not just at the end (as reporting usually works).[\[24\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-24) > Working out loud through blogging enables us to engage with the ecosystem, signal what we're working on, and create opportunities for external partners to connect with Labs' work, which sometimes results in unusual partnerships. Having a continuous stream of blogs from the field also helps the global team and Network get an almost real-time sense of what is going on in the Network and spot patterns across countries. This became a core part of our intelligence system. To promote frequent blogging and spotlight well-crafted blogs, we instituted a blog award, handed out periodically during Tuesday calls when exceptional posts caught our attention. > > #### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#establishing-learning-rhythms-through-short-cycles) > > **Establishing learning rhythms through short cycles** > > Labs develop short learning plans outlining the challenges and learning questions they'll focus on, the methods they plan to use, and which ecosystem actors they'll partner with. Initially structured around 100-day learning cycles, the frequency has decreased over time as their work deepened. After each learning cycle, Labs report back on what they did, learned, and discovered. These plans and cycle reports have become another vital input for our knowledge base, helping us spot patterns across the Network, connect Labs working on similar challenges, and identify where specific expertise lives. This, in turn, allows us to match that expertise with both internal and external demands. > > #### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#designing-for-serendipity) > > **Designing for serendipity** > > Beyond our core activities, the Network organically initiated multiple gatherings that served specific purposes. The Heads of Experimentation hold bi-weekly meetings, as do Solution Mappers and Heads of Exploration, to share experiences and discuss technical aspects of their work and advance their practices. The global team regularly convenes leadership series with senior management to discuss future directions, address concerns, and maintain institutional support. Regional Retreats in 2022, held after the pandemic, strengthened connections, mapped regional priorities and explored future directions. Codification Fests in 2024 documented our practice, work that resulted in this guide. We also continuously run learning-focused events around specific questions, from Learning Circles to R&D Raves[\[25\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-25) > discussing next practices,[\[26\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-26) > bringing together Labs, knowledge holders, and partners to accelerate learning on frontier issues.[\[27\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-27) > These various gatherings happen both online and in person, depending on purpose and context. At Lab gatherings (regional retreats, codification fests, and other convenings), we create structured opportunities for Labs to share what they're working on, what they're curious about, and what support they need. These exchanges often spark unexpected collaborations and yield surprising results.[\[28\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-28) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#establishing-support-systems) Establishing support systems We developed several support systems to maintain an almost real-time understanding of what the Network is doing and learning. These systems create the infrastructure for capturing, analyzing, documenting and sharing knowledge as it emerges across our globally distributed network. > #### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#going-where-the-conversations-are) > > **Going where the conversations are** > > Keeping a global network connected requires creating multiple channels for ongoing dialogue. With teams spanning all time zones, our conversations happen asynchronously around the clock. While Teams serves as our corporate platform, Labs organically adopted WhatsApp from the very first bootcamp; it's the go-to for quick questions and peer support. WhatsApp's accessibility on mobile phones and its global user base made it the natural choice. Most conversations – and certainly the most interesting ones – happen on WhatsApp. Rather than forcing Labs to use our corporate platform, we recognized that a network votes with its feet, we have to follow where it goes to be part of the daily conversation. > > #### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#using-a-little-computational-power) > > **Using a little computational power** > > With 270+ people actively generating insights across 115 countries, we needed help making sense of the volume of information being created. We use data science to analyze multiple sources: blogs, learning plans, solution databases, experimentation records, and conversations on WhatsApp and Teams.[\[29\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-29) > This helps us understand what's happening in the Network and spot patterns. The informal chatter has proven particularly valuable: it captures how knowledge naturally flows between Labs. What people talk about reveals what they're working on, and what they're working on is what they're learning about. Developing a data governance framework and analyzing these conversations with AI tells us what people are discussing and shows us where knowledge lives in the Network: who to engage with when we quickly want to deepen our understanding of specific topics. > > #### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#creating-a-distributed-knowledge-base) > > **Creating a distributed knowledge base** > > Our knowledge base emerged by creating a mandate to share learning publicly, and through the digital exhaust of the activities of the Network. It helps us understand what Labs are doing and learning, while giving them access to their peers' work in other countries. Over time, this has become our collective memory. The knowledge base is decentralized: blogs live on our country websites. We also built a central database that captures learning plans, and co-designed with Labs databases to record experiments and grassroots solutions across the Network. We've tried to resist demands for more reporting and keep contribution processes lightweight, automating where possible (such as blog scraping) while remaining mindful of feature bloat that could make knowledge creation burdensome. This distributed knowledge base creates great opportunities for finding unexpected insights, knowledge nuggets or patterns, but that potential is only realized when processes are put in place to learn from serendipity. For example, we continuously scan blogs, analyze learning plans, and conduct 'pattern sweeps' to spot emerging insights and connections. > > #### > > [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#developing-an-innovation-commons) > > **Developing an innovation commons** > > Innovation builds on the ideas, insights, and knowledge of others. Recognizing this, we've created the SDG Commons[\[30\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-30) > (Figure 13), an AI-powered digital public good that makes our work openly available to the global development community. It provides access to grassroots innovations, experiment results, blogs, and curated insights from across the Network. The platform enables pattern spotting from distributed intelligence across the Network. It includes thematic boards on our R&D priorities, with consolidated knowledge from our Network on topics like digital financial inclusion, circular economy, and food systems. By sharing our data and knowledge openly, we enable other innovators to pick up where we left off and combine it with their own ideas, expertise, and solutions.[\[31\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-31) ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252F3aLY4DQ3DXnFKy46U4Iw%252F13_SDG_Commons.png%3Falt%3Dmedia%26token%3D24472fa9-6851-4108-bb7d-2084772da2fd&width=768&dpr=4&quality=100&sign=265cba1f&sv=2) _**Figure 13: SDG Commons, an AI-powered platform providing open access to grassroots innovations and curated insights from the UNDP Accelerator Labs network.**_ [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#evolving-from-a-learning-network-to-distributed-r-and-d) Evolving from a learning network to distributed R&D ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ We set an open-ended experimental mandate, allowing Labs in the Network to pursue the sustainable development problems and opportunities they saw as most relevant in their context. With labs spread across 115 countries each pursuing their own priorities, once we paid attention to the patterns, we gained access to a rich, real-time picture of what's emerging in sustainable development. A network of labs added unique value to UNDP by curating "liquid knowledge,"[\[32\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-32) the knowledge that is usually difficult to embed in traditional bureaucratic structures. It includes the relational, experiential insights from our experiments alongside lived citizen experience, with a focus on those areas that drive new positions in digital and other system transformations. It created and captured programme signals that were local and context-specific, but then also shared across continents and thematic goals to confirm whether a particular phenomenon is an anomaly or an enduring new feature of sustainable development. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252FPuk4NOAnAiG6brD0Bjvd%252F14_R%2526D-Cycle_v2.png%3Falt%3Dmedia%26token%3D47180ddd-15ea-4004-a6ab-0139b544fc34&width=768&dpr=4&quality=100&sign=53f46ce1&sv=2) Figure 14: Distributed R&D cycle. At one point, we needed to make a strategic shift. We were experimenting with new methods and technologies, innovating the “how.” But we realized we also needed to focus deliberately on the “what:” the new insights, positions, possibilities and value (Figure 14) that emerge from new ways of working. We called these "next practices": the actionable outcomes of R&D.[\[33\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-33) By synthesizing learning across the Network through a bottom-up innovation function, it was possible to identify where sustainable development had gotten stuck and where new opportunity spaces were emerging. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#moving-forward) Moving forward ------------------------------------------------------------------------------------------------------------------------------------------------------------------ You may not run a global network of 91 Labs across 115 countries, and your R&D function will likely look very different from ours. But whether you're setting up a small innovation team in a single organization or building a regional R&D capability, the fundamentals remain the same. You'll need to balance strategy, activity, and legitimacy. You'll need people who can play different roles as circumstances demand. And you'll need to create conditions for learning, coordinate activities that build momentum, and establish reflection mechanisms that make sense of what you're discovering. What we've shared aren't formulas but patterns we've observed and approaches that have worked for us. Your context will demand its own interventions, activities and strategies. The key is to start, not to overplan, learn as you go, and remain open to the network or team showing you what it needs to thrive. Building R&D capability is an ongoing experiment in creating the conditions for learning and adaptation. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------ 1. Setting up an R&D function also means mistakes will be made, and you will be criticized for that. But only those who are, or have been, "in the arena" – as Theodore Roosevelt pointed out in his "Citizenship in a Republic," delivered at the Sorbonne in 1910 (Roosevelt, 1910) – understand the full complexity of balancing innovation with institutional realities, managing competing stakeholder expectations, and navigating the inevitable setbacks that come with pioneering new approaches. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-1) 2. For an in-depth exploration of these competing priorities, see Jesper Christiansen's (2019) reflections on the trade-offs inherent to running a lab. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-2) 3. Thinking about irreversibility – not to confuse with immutability – should perhaps start from day one, particularly in lab contexts where lifespans are often limited by funding cycles or changes in the institutional context or broader ecosystem. A useful tool for this is Kautsar Anggakara's Irreversibility Framework (2025). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-3) 4. See for example Kit Lykketoft’s (2016) reflections on creating legitimacy for Denmark’s MindLab. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-4) 5. It's beyond the scope of this guide to go deep into team design and development. But we do recommend the European Commission's research on collaborative policymaking (see Inchingolo et al., 2025) to enhance collaboration and become smarter together – not just as a collective, community or ecosystem – but also as an R&D team. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-5) 6. Vaughn Tan's concept of "open-ended roles" is particularly relevant for R&D teams navigating uncertainty. He suggests leaving 20% of each role explicitly undefined, allowing team members to shape this portion through "negotiated joining." See his blog "Unfrozen from the start" (Tan, 2023b) and his book "The Uncertainty Mindset" (Tan, 2019). Also see Tan (2015). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-6) 7. See Christensen, Leurs & Quaggiotti (2017) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-7) 8. As Dave Snowden (2012) suggests, we should design experiments with failure in mind – and a certain percentage should actually fail, otherwise we’re not pushing the boundaries. We usually learn more from failure than from confirming our hypotheses. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-8) 9. When designing experiments, we need to remember that experiments are never neutral: interventions in communities affect real lives. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-9) 10. For some introductory reading on learning networks see Fiona McKenzi’s (2021) scoping paper: “Building a culture of learning at scale” or this blog “ [Learning about learning networks](https://medium.com/centre-for-public-impact/learning-about-learning-networks-9c92553649ac) ,” (McKenzie, et al., 2023). Also worth reading is David Ehrlichman’s (2021) book: “ [Impact Networks](https://www.converge.net/book) .” [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-10) 11. In line with Ehrlichman (2021, p. 57). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-11) 12. While we use "curating," others have found different metaphors to avoid the language of "building" networks. David Ehrlichman (2021, p. 57) prefers "cultivating," drawing on the garden metaphor of nurturing growth, while June Holley (2013) speaks of "weaving" to emphasize how relationships form the fabric of networks. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-12) 13. Rye (2023) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-13) 14. Also see Ehrlichman (2021, p. 57) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-14) 15. We borrowed this term from Yuen Yuen Ang, who uses it to describe China's approach to development – combining central direction with local experimentation. See Ang (2016) “How China Escaped the Poverty Trap.” For how we applied it, see also Lucarelli (2019). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-15) 16. See Nesta (2019, p. 40) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-16) 17. See Adrian Brown (2019), in his blog, “The power of ignorance in policymaking.” [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-17) 18. On the importance of psychological safety for learning and innovation, see Edmondson (1999 & 2018). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-18) 19. On intelligent failures and learning from failure, see Edmondson (2011). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-19) 20. For guidance see Razzetti (2019). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-20) 21. See for example the “Project Timeline” (tool 9a) of UNDP’s Hackers Toolkit (UNDP, 2017). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-21) 22. Emotions are an inherent part of innovation work, yet we rarely talk about this openly. Throughout our journey with the UNDP Accelerator Labs, we've experienced the full spectrum of emotions that come with navigating uncertainty and challenging the status quo. While emotions like optimism help us create momentum for change and build the trust necessary for collaboration, innovation work can also be emotionally taxing. Sustained negative emotions are a primary driver of burnout among practitioners. This is why we believe it's so important to acknowledge and honor the emotional dimension of our work. It creates psychological safety and nurtures our resilience for uncertainty work. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-22) 23. Visit our blogs at [https://acclabs.medium.com/](https://acclabs.medium.com/) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-23) 24. The practice of working out loud turned out to be much harder than we initially thought, with several banana peels appearing along the way. It was a successful experiment as it created a mandate to communicate in a more humble way, and it led to a body of work that represents the diversity of the network. In practice, it was a communications shift more radical than initially expected, with many lessons for large public sector R&D efforts. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-24) 25. R&D Raves are learning spaces where we identify R&D opportunities to connect system knowledge with experimentation, grassroots innovation and exploration. See Lucarelli (2025). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-25) 26. UNDP Accelerator Labs. (2025) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-26) 27. See UNDP Accelerator Labs (2025) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-27) 28. For example, our Codification Fests yielded unexpected results, including the collaborative creation of our catalogue of R&D services lines (see UNDP Accelerator Labs, 2025a) that made visible the network's collective capabilities and offerings. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-28) 29. With a data governance framework consulted among network members. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-29) 30. [https://sdg-innovation-commons.org](https://sdg-innovation-commons.org/) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-30) 31. For a deeper exploration of innovation commons and how shared knowledge resources accelerate innovation, see Potts (2019). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-31) 32. See Van Eck, et al. (2025) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-32) 33. See Lucarelli (2025) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability#footnote-ref-33) [Previous2\. The Fundamentals of Collective R&D](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d) [Next4\. R&D Journeys](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys) Last updated 1 day ago --- # 4. R&D Journeys | Collective R&D: A Practice Guide _R&D is not a linear path, but a dynamic journey shaped by local contexts, emerging opportunities and collective discoveries. In this chapter, we bring our approach to life through three real-world R&D journeys from India, Kenya and Argentina. Each journey demonstrates how our modes flow and interact in practice, how different combinations of practices address unique development challenges, and which methods and technologies enable this work._ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys#plj1uonfyjip) **Journey 1 (Kenya): Combining Local Knowledge and Data for Water Management** ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252FBJXzEU4tKi5xqCpWMtJs%252FR%2526D%2520journey%25201_Kenya_t-s.png%3Falt%3Dmedia%26token%3Da88a03cc-f36b-4980-a585-7781d598821e&width=768&dpr=4&quality=100&sign=844d4c56&sv=2) ↳ [See large map](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys/r-and-d-journey-1-kenya) The first journey illustrates the story of community-driven data collection in Kenya’s Tana River County. It began when the Accelerator Lab team realized that herders and farmers possessed generations of knowledge about seasonal water patterns, underground sources and drought indicators. Despite this wealth of local expertise, the challenge was that this crucial information remained isolated within communities and invisible to decision makers. By developing a collaborative platform that combines this local knowledge with satellite data and government datasets, communities gained a powerful tool to manage water resources and advocate for their needs during climate-related crises. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys#id-9vnyssmhbu24) **Journey 2 (India): Open Platform for Climate-Smart Agriculture** ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252FG1bLkAPjJKCxFPcCvWFd%252FR%2526D%2520journey%25202_India_t-s.png%3Falt%3Dmedia%26token%3D5e871dce-ee00-47ac-9542-b9c60ebb7b1a&width=768&dpr=4&quality=100&sign=6eb07705&sv=2) ↳ [See large map](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys/r-and-d-journey-2-india) The second journey illustrates the story of building a global Digital Public Good in India. It started with a simple observation: farmers needed better access to localized data to make climate-smart decisions, but existing agricultural information was scattered across multiple sources and often inaccessible. The UNDP India Accelerator Lab team envisioned DiCRA (Data in Climate-Resilient Agriculture) as an open platform where diverse contributors, from data scientists to citizen scientists, could collaboratively curate and validate geospatial datasets. What emerged was an interactive mapping tool that reveals patterns of positive deviance and climate resilience, helping policymakers and farmers identify what works, where and why. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys#hm8ryepkogsk) **Journey 3 (Argentina): Mobilizing Citizen Science for Policy** ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252Fpkatom0tAN4tiFixRWmu%252FR%2526D%2520journey%25203_Argentina_t-s.png%3Falt%3Dmedia%26token%3D4b6e0bc3-b43e-45fe-b4cf-15d1abda5781&width=768&dpr=4&quality=100&sign=31b38d92&sv=2) ↳ [See large map](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys/r-and-d-journey-3-argentina) The third journey illustrates the story of expanding from a single air quality experiment to a national movement in Argentina. Our Argentine journey began during the 2020 pandemic lockdown, when the Accelerator Lab launched a pilot project equipping cyclists with air quality sensors to measure pollution in Buenos Aires. This initiative led to collaboration with the former Ministry of Science, Technology, and Innovation to map citizen science initiatives across the country. The team saw the broader potential of citizen science to inform public policy and worked to raise awareness and build partnerships. Their efforts helped place citizen science on the national agenda, resulting in a National Citizen Science Program with funding for projects led by citizens—not just academics—who contribute to scientific knowledge through activities like water sampling, rainfall measurement and environmental monitoring. [Previous3\. Setting up an R&D Capability](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/3.-setting-up-an-r-and-d-capability) [NextR&D Journey 1: Kenya](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys/r-and-d-journey-1-kenya) Last updated 2 days ago --- # 5. R&D Practices | Collective R&D: A Practice Guide _In this chapter, we present twelve core practices that drive our R&D work forward. These practices are the essential "jobs to be done" – the concrete activities that enable us to navigate uncertainty, create positive change, and make big steps forward in sustainable development._ ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FBA2etKZRZEH9JTvcnjyt%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=da994f96&sv=2) Figure 15: R&D Practices As discussed in [Chapter 2](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/understanding-r-and-d/2.-the-fundamentals-of-collective-r-and-d) , the nature of our R&D cycles is non-linear and dynamic. For this reason, these practices are employed flexibly in different configurations rather than following a specific sequential order, as illustrated in the R&D journeys in [Chapter 4](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys) . Each practice description includes: * An introduction explaining what it is and why it matters for R&D * Critical activities that help make big steps forward * Reflection questions to deepen understanding and guide action * Methods and technologies that support the practice * Vignettes: two or three stories from our network that illustrate what the practice looks like in action These practice descriptions can be used in several ways: to reflect on current R&D journeys and identify gaps or opportunities to amplify the work, to conduct retrospective reviews at the end of an R&D journey and capture learnings, or to plan ahead by selecting practices that address specific learning questions or information needs and identifying necessary resources and partnerships. [PreviousR&D Journey 3: Argentina](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/4.-r-and-d-journeys/r-and-d-journey-3-argentina) [NextThinking in systems](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems) Last updated 2 days ago --- # Vignette 1: Laos' reframing of waste | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2F0Opq7IdR2iUdxHf1hfFH%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=6d185a2c&sv=2) _Figure 16: At the Vientiane Capital landfill, workers sort plastic bottles, glass, and metal from piles of mixed waste (Photo: UNDP Lao PDR)_ Vientiane, home to around 850,000 people, produces more than 1,000 tons of waste daily, with only 31% of the households having contracted waste collection services. The rest resort to burning their trash or dumping it in open fields, by roadsides, and even into the Mekong River. This wasn't just a matter of missing services – people were burning waste even in areas where collection was available.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-1-laos-reframing-of-waste#endnote-1) In 2019, when UNDP's Accelerator Lab in Laos decided to address this challenge, they used multiple methods to understand the system's complexity. Through multi-stakeholder workshops, they brought together community members, waste collectors, businesses and government officials to tap into their collective intelligence, map relationships and identify gaps. They mapped waste collection patterns in sample villages and conducted stakeholder interviews to understand how waste moved through the system.[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-1-laos-reframing-of-waste#endnote-2) Using the “iceberg model” as an analytical framework, they looked beyond visible events to uncover patterns and mental models. This systematic mapping revealed that 90% of household waste managers were women, particularly mothers and grandmothers. Informal waste pickers formed crucial economic networks, and deeply held beliefs about waste's value shaped behavior.[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-1-laos-reframing-of-waste#endnote-3) "We were wondering, asking the question: if people seize value in waste, would they better manage it? Would they do differently?" This reframing offered new perspectives and opportunities. Rather than just expanding services, the team conducted parallel experiments across system levels, working with community champions to demonstrate waste's economic value, partnering with retailers to create collection points, and helping government offices model plastic-free practices. The system gained momentum as these levels started working together. Retailers' segregated collection points made informal waste pickers' work more efficient. Government offices modeling plastic-free practices shifted perceptions of what was possible. Women community leaders amplified change through existing social networks, creating ripple effects beyond the initial experiments. This systems approach revealed unexpected leverage points. Monetary incentives had limited impact; after two months of collecting recyclable waste from a village of over 200 households, the effort yielded a mere $20 in cash rewards. In contrast, social value and convenience proved to be far stronger motivators. For example, when government offices adopted plastic-free practices, ministry leadership quickly followed suit, mandating plastic-free offices across the capital. "Only when we work together can we make the difference," reflects Korakot Tanseri, Head of Experimentation at UNDP's Accelerator Lab in Laos. By mapping and working with the whole system – from community champions to policymakers – these different efforts began reinforcing each other. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-1-laos-reframing-of-waste#key-takeaways) **Key takeaways:** * **Map the system with the system:** map the system with workshops, journey mapping, and stakeholder interviews to understand connections and help the system see itself. * **Look beyond visible problems:** use tools like the iceberg model to reveal patterns and mental models that drive an issue. * **Find connections across levels:** innovations often emerge when grassroots actors and institutions interact in new ways. * **Run multiple experiments in parallel:** transforming systems requires multiple interventions working together, with space for new patterns to emerge. * **Work with emergence:** observe what patterns arise as the system evolves, take note of new learning questions that come come up, and adapt interventions accordingly. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-1-laos-reframing-of-waste#notes) Notes ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. UNDP Lao PDR (2020) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-1-laos-reframing-of-waste#endnote-ref-1) 2. Homsombath (2020) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-1-laos-reframing-of-waste#endnote-ref-2) 3. Tanseri (2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-1-laos-reframing-of-waste#endnote-ref-3) [PreviousThinking in systems](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems) [NextVignette 2: Uganda's deforestation challenge](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge) Last updated 2 days ago --- # Vignette 2: Uganda's deforestation challenge | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2F3dSV68YED13x68p7jYBj%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=22320dd3&sv=2) _Figure 17: Stakeholders exploring Uganda's deforestation challenge in a traditional African fireplace discussion._ "If nothing changes, by 2040 there will be no forests left in Uganda," reflects Hadija Nabali, Head of Solutions Mapping at UNDP Uganda. Instead of focusing solely on forest protection policies, her team set out to understand what was driving forest loss. Their first insight came from bringing together stakeholders who rarely shared the same room: illegal loggers, charcoal sellers, prison administrators, school leaders, and housewives sat alongside forestry officials and environmental experts[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge#endnote-1) (Figure 17). Using a traditional African fireplace discussion format[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge#endnote-2) , they uncovered how different parts of the challenge connected. The team discovered multiple interlinked causes of deforestation. Prisons used wood fuel to prepare meals for 152,000 inmates daily, while schools relied heavily on firewood for their cooking needs. For rural families living on less than $3 a day, illegal logging was often the only available livelihood.[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge#endnote-3) Most significantly, households in urban areas heavily rely on firewood (48.6%) and charcoal (41.2%) as main type of cooking fuel.[\[4\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge#endnote-4) The smoky aroma from wood fuel cooking has become deeply embedded in Uganda's food culture; many consider it essential for the authentic taste of traditional dishes, making the shift to alternative cooking methods particularly challenging. "We learned that some communities actually have treasured certain species of trees... living harmoniously with forests for over 100 years, whereas in other regions it was a different story," notes Deborah. This understanding led them to map deeper patterns and relationships, revealing how poverty, energy access, cultural practices, and institutional needs were all interconnected. The team co-designed complementary interventions with key stakeholders that addressed different aspects of the problem. They collaborated with the Electricity Regulatory Authority to conduct trials on new tariffs designed to make electric cooking more affordable. Moreover, they partnered with cultural institutions to incorporate tree planting into traditional marriage ceremonies. Additionally, they supported prisons and schools in piloting alternative cooking technologies. These connected interventions began reinforcing each other. As electricity became more affordable, institutions found it easier to shift away from wood fuel. As cultural leaders promoted forest protection, communities became more receptive to alternative energy sources. Most importantly, stakeholders began taking ownership of the changes. The National Forestry Authority scaled up the digital monitoring system[\[5\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge#endnote-5) to include wetlands, while the Electricity Regulatory Authority expanded the new tariffs across the country. "Now they are scaling most of these interventions even without us being in the picture," notes Hadija. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge#key-takeaways) **Key takeaways:** * **Create learning spaces:** Invite the system into the room by bringing together unusual stakeholders to share their perspectives and understand both the bigger picture and their role within it * **Build on cultural practices:** Design and facilitate convenings that build on cultural traditions - like the fireplace discussions - to create familiar and safe environments for dialogue and reflection * **Understand what's keeping the current system in place:** Pay attention to cultural and economic factors that maintain existing patterns, as these often reveal unexpected opportunities for change * **Promote ownership of experiments:** Different stakeholders should lead different interventions while learning from each other's successes and challenges * **Design for connection:** Work with the ecosystem to co-design interventions that work at multiple levels and reinforce each other's impact * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ 1. See UNDP Accelerator Lab Uganda (2020). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge#endnote-ref-1) 2. The traditional fireplace discussion format refers to a deeply rooted African practice where gatherings around a fire create a forum for open dialogue. As described by Hadija Nabali, Head of Solutions Mapping at UNDP Uganda, this format creates a safe space where all participants, regardless of status, feel empowered to contribute. The power of this approach is illustrated in how it facilitated unprecedented dialogue between authorities and illegal loggers: "These would not sit in the same place with the National Forestry Authority as they are law-breakers who would be reprimanded for cutting down the trees." [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge#endnote-ref-2) 3. See Nabbale, Naatujuna, & Mugema (2020a) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge#endnote-ref-3) 4. Uganda Bureau of Statistics. (2024) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge#endnote-ref-4) 5. See Nabbale, Naatujuna, & Mugema (2020b) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge#endnote-ref-5) [PreviousVignette 1: Laos' reframing of waste](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-1-laos-reframing-of-waste) [NextForming collectives](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives) Last updated 2 days ago --- # Thinking in systems | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FKS2GxKauMbJT80To1uPI%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=91381722&sv=2) Development challenges emerge from complex systems with many interconnected parts. People, institutions, technologies, cultures, economies, resources, policies, etc., all interact and influence each other. By thinking in systems, we move beyond addressing symptoms to understanding the underlying structures and dynamics that sustain problems. This practice is essential for R&D in sustainable development because it helps us understand how change actually happens in complex and evolving environments. Systems thinking reveals the connections between different parts of a challenge, helping us identify where small changes can trigger larger transformations. It shows us how to work with the system's existing dynamics and energy rather than against them. It helps us navigate uncertainty and leverage unexpected opportunities. It's important to understand that we cannot detach ourselves from the systems we're trying to change. Working with systems means recognizing that we are part of those systems. Our position, the institutions, communities and networks we belong to, our assumptions and worldviews – all shape what we see and inform our actions. This is why it is essential to include regular moments for self-reflection and team reflection. These moments allow us to surface assumptions early and understand our influence, limitations, and the unintended effects of our interventions. When applying this practice, we recognize that systems cannot be fully controlled and effects cannot be predicted. Traditional planning – with its fixed outcomes and linear pathways – doesn't work in complex systems. Instead, we need agility and an improvisational mindset, ready to adapt as the system reveals new possibilities and constraints. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems#what-we-do-to-make-big-steps-forward) What we do to make big steps forward ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems#exploring-multiple-perspectives-across-scales) Exploring multiple perspectives across scales We "invite the system into the room" by intentionally bringing together various stakeholders. This includes both the usual and unusual voices, each with their unique perspectives and perceptions. We consider how officials view the situation through policies and regulations, while examining how communities experience these issues in their daily lives. We invite business owners, activists and scientists, community members, and importantly, elders, community leaders, and religious institutions who hold deep knowledge, trust, and legitimacy within their communities. We move between scales, using ethnographic research to understand how system failures play out in people's daily lives, then stepping back to a bird's eye view to see the bigger patterns and structures at work. This constant movement between ground-level details and the big picture reveals how a single issue operates on many levels simultaneously – what appears as an environmental problem is also an economic necessity, a cultural practice, and a governance challenge. Each perspective uncovers different opportunities for change that only become visible when we bring these viewpoints together. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems#mapping-systems-to-reveal-hidden-dynamics) Mapping systems to reveal hidden dynamics We bring diverse system actors together to collectively map how their system works – understanding how resources, information, and value flow between different parts and how this reinforces certain effects; examining how power is distributed and influences relationships; uncovering the beliefs and mental models that drive patterns of behavior; and learning how the system has responded to policy interventions or previous attempts to change it. Creating a systems map of these dynamics helps the collective understand why the system produces certain outcomes while enabling each participant to see their role within the whole. This shared understanding becomes the foundation for identifying intervention points and coordinating action. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems#probing-the-system-through-experimentation) Probing the system through experimentation We engage with systems through targeted experiments that test our understanding and reveal momentum for change. We design interventions and prototypes as learning probes to understand how different parts of the system respond to various approaches. Often we create portfolios of interconnected experiments, probing the system at multiple points and levels simultaneously, creating momentum for bigger shifts in the system. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems#working-with-emergence-to-amplify-positive-change) Working with emergence to amplify positive change We pay attention to where change is already happening naturally in a system in response to changing conditions or how the system responds to our interventions. Both surprises and successes reveal which changes matter most and where our assumptions were wrong. When we observe positive ripple effects, we amplify them. This continuous learning allows us to adjust course based on emerging insights, remaining agile as new opportunities or obstacles reveal themselves. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems#reflection-questions) Reflection questions These reflection questions help us understand and map system dynamics, identify leverage points and find opportunities for creating positive change. * What makes up the system – both what we can see (people, technologies, organizations) and what we can't see (values, worldviews, power dynamics)? * How do different parts connect and influence each other? What reinforces current patterns? * Whose voices and perspectives are missing from our definition of this system? * How does our own position influence how we see and intervene in the system?” * Which scales does the system operate on – individual, community, institutional, or global? * What is driving or causing the negative and positive effects we observe? * How is the system evolving? What is its history? * What keeps the current system in place (e.g. conditions, incentives, laws, legacy)? Who benefits from maintaining the status quo? * Where is change already building that we can amplify? Where should we intervene or experiment to catalyze change? #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems#methods-and-enabling-technologies) Methods and enabling technologies * [**Systems thinking**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#systems-thinking) to examine issues across different scales and perspectives to reveal root causes of development issues * [**Systems mapping**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#systems-mapping) to make invisible connections and dynamics visible so the system can see itself and identify leverage points * [**Stakeholder mapping**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#stakeholder-mapping) to reveal actors, their interconnections, and power dynamics that keep systems in place or enable change * [**Flow mappings**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#flow-mappings) to reveal how resources, information, and power circulate and accumulate in systems * [**Ethnographic research**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#ethnographic-research) to uncover the beliefs, behaviors, and practices that drive system patterns as well as their effects on daily life * [**Experimentation**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#experimentation) to probe systems with targeted interventions and discover where there's energy for transformation * [**Online white boards**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#online-whiteboards) to enable groups to visualize and understand systems together [Previous5\. R&D Practices](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices) [NextVignette 1: Laos' reframing of waste](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-1-laos-reframing-of-waste) Last updated 1 day ago --- # Forming collectives | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FgkaNuh4DDQv4fTj0YnYM%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=be18abe7&sv=2) Our path to better sustainable outcomes depends on forming and amplifying collectives. Forming collectives enables us to mobilize distributed wisdom, resources, and capabilities that no single organization can achieve alone. We build on existing collectives where they thrive, and catalyze new ones where gaps exist. Relationships form the backbone of effective collectives. Trust between members determines how quickly they can mobilize when opportunities or challenges arise. Strong relationships transform latent potential into coordinated action, enabling collectives to respond at the right moment to create change. [Collectives](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#collective) transform individual agency into collective power. When actors exercise their agency together – combining their knowledge, resources, and influence – they create "power with" rather than "power over."[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives#endnote-1) Collectives manifest in multiple forms across ecosystems: from neighborhood groups tackling local waste to national coalitions driving policy change, from temporary task forces addressing urgent crises to enduring alliances working on systemic transformation. Some remain dormant between moments of need; others maintain continuous activity. Together, they accomplish what none could achieve alone. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives#what-we-do-to-make-big-steps-forward) What we do to make big steps forward ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives#working-in-the-middle-ground-to-connect-diverse-actors) Working in the middle ground to connect diverse actors We position ourselves in the [_middle ground_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#middle-ground) [\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives#endnote-2) – the dynamic space between two ends of the [ecosystem](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#ecosystem) . On one end are institutional structures (governments, academia, multinationals); on the other are grassroots actors (local innovators, social entrepreneurs, community organizations). By bridging these worlds, we enable exchanges where institutional actors gain access to local insights and frugal innovations, while grassroots actors access resources, legitimacy, and pathways to scale. These exchanges accelerate R&D by combining different types of knowledge, capabilities, and perspectives that rarely meet otherwise. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives#identifying-and-mapping-key-actors-in-the-ecosystem) Identifying and mapping key actors in the ecosystem We actively seek actors with agency, critical knowledge, or critical relationships: those who are creating change, hold essential expertise, serve as gatekeepers to communities, or occupy positions that can unlock resources and remove barriers. Through stakeholder mapping, we identify who has a stake in maintaining or transforming current systems, understanding their motivations and unique value and where interests and goals are aligned or misaligned. We map relationships between actors, examining connections, influence flows, and existing capabilities within and across groups. This reveals the ecosystem's hidden architecture: who holds power, who bridges different worlds, and where untapped potential lies. Understanding these dynamics helps both us and the collective see which connections matter most, enabling them to bring together the right mix of people to create real change. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives#being-mindful-of-our-role-in-distributed-leadership) Being mindful of our role in distributed leadership We invest deliberately in activities that build trust and deepen relationships: creating spaces for authentic dialogue, facilitating shared experiences, and ensuring early wins (e.g., getting specific stakeholders to the table, influencing decisions, shifting how people frame the problem) that demonstrate what's possible together. We recognize that sustainable collectives thrive on distributed rather than centralized leadership. Our role is intentionally transient: we join collectives as peers but may step forward to catalyze their formation by helping identify key actors, facilitate initial connections, and support articulation of shared purpose. As the collective develops, we shift to a supporting role, creating space for the collective to find its own way forward, with different members stepping up to lead as needed. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives#reflection-questions) Reflection questions These reflection questions help us identify key actors, understand their motivations and relationships, and create conditions for collective learning and action. * Who are the actors whose agency, knowledge, or relationships are most critical for this collective? Where might we find them? * Who is missing? Which potentially valuable goals, perspectives, experiences, abilities and needs are not represented? * What shared purpose or common ground could bring diverse actors together? What would motivate them to participate? * What would success look like from each stakeholder's perspective? * How do power dynamics and existing relationships between actors affect their ability to work together? What are the potential risks of power imbalances? * How do we create flows of knowledge, innovations, and ideas between actors in different realms (e.g. institutional, grassroots)? * What conditions or activities would deepen relationships and enable collective learning and collaboration? * How might this collective connect with others to amplify impact? What role could it play in the broader ecosystem? * When should we step forward to catalyze action, and when should we step back to let others lead? How do we recognize these moments? #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives#methods-and-enabling-technologies) Methods and enabling technologies * [**Ecosystem mapping**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#ecosystem-mapping) to reveal existing collectives and identify where new ones could naturally form based on relationships and shared interests * [**Community mapping**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#community-mapping) to reveal community bonds and social ties that provide foundations for collective work or reveal where it is already happening * [**Participatory workshops**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#participatory-workshops) to create spaces where actors build relationships and align on common challenges * [**Sensemaking workshops**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#sensemaking-workshops) to help diverse actors collectively interpret complex challenges and develop shared understanding for action * [**Storytelling spaces**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#storytelling) to build connections and shared identity through sharing narratives that connect individual experiences * [**Solutions mapping**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#solutions-mapping) to discover grassroots innovators working on related problems and to form solution collectives * [**Ethnographic research**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#ethnographic-research) to deeply understand different actors' perspectives, motivations, and contexts while building the trust needed for collective work * [**Foresight**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#foresight) to co-create shared visions of possible futures that align collective action * [**Digital platforms**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#digital-platforms) to enable continuous collaboration and collective learning across locations and time * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives#notes) Notes ----------------------------------------------------------------------------------------------------------------------------------------------------- 1. See Power Cube (2011) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives#endnote-ref-1) 2. See Cohendet, Grandadam, & Simon (2010); Cohendet, Grandadam, & Suire (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives#endnote-ref-2) [PreviousVignette 2: Uganda's deforestation challenge](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge) [NextVignette 3: Argentina's ConVos Network](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-3-argentinas-convos-network) Last updated 1 day ago --- # Vignette 4: Panama's waste ecosystem | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FMp3q9zzkMU3ooDTI2Jxt%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=b2069378&sv=2) _Figure 19: Community members presenting and discussing findings during a citizen science workshop on microplastics in Tonosi._ When Anibal Cardenas began exploring waste management in Tonosi, where only 50% of residents had reliable waste collection, he spent three months living in the community, discovering a rich network of informal collectives already addressing the challenge: waste pickers who had developed sophisticated recycling expertise, women's groups leading turtle conservation efforts with valuable data on beach pollution, hotels responding to tourist demands for recycling, and community leaders working with schools and youth groups. This deep community immersion revealed that the real opportunity lay not in creating new structures, but in strengthening existing networks. Building on this insight, Anibal and Jennifer Hotsko from UNDP Panama's Accelerator Lab began by mapping overlapping interests: the turtle conservation groups had data on beach pollution that resonated with municipal officials, while informal waste workers' expertise in waste characterization proved valuable for government planning. "We did a mapping of mappings," Anibal explains. "We realized there were many previous mappings that were done. And so we already had a sort of landscape of who was doing what." This allowed them to identify natural communities of practice around specific aspects of waste management: recycling, reducing, reusing, and repairing. The team created spaces where these different collectives could share knowledge and align efforts. They used citizen science and data collection as tools to bring groups together[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-4-panamas-waste-ecosystem#endnote-1) (Figure 19), organizing co-creation workshops where hotel owners and business owners who had been recycling independently could design shared collection routes.[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-4-panamas-waste-ecosystem#endnote-2) They supported informal waste workers in developing a model for waste characterization that was eventually used across 29 landfills in Panama. As these local collectives strengthened, Jennifer and Anibal began connecting them to national-level actors. They conducted a national solid waste management and circular economy solutions mapping and then showcased these local solutions to every institution involved in waste management – the Ministry of Health, Ministry of Environment, National Waste Collection Authority, and Municipality of Panama. "They were impressed," Anibal recalls. "They were like 'we didn't know there were these many solutions.'" This led to the inclusion of these solutions, data and insights in forming larger collective spaces, including a National Plastics Action Partnership with the World Economic Forum and new projects related to food systems and circular economy in public markets at the Municipality of Panama.[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-4-panamas-waste-ecosystem#endnote-3) The team invited their community of practice working on plastics and food waste to demonstrate how their solutions were already addressing policy goals and how policies needed adjustment to enable more circular practices. These expanding circles of collaboration now influence national planning, with the solutions mapping process and the data and insights generated being used in the design of the National Solid Waste Management Plan of the National Sanitation Authority and the Roadmap for Plastics Circularity of Panama as part of the National Plastics Action Partnership with the World Economic Forum. The community of practice helps shape Panama's solid waste management strategy, ensuring policies reflect ground realities while supporting grassroots innovation. What began by understanding local relationships and trust networks in one municipality evolved into an adaptive network spanning from community initiatives to national policy. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-4-panamas-waste-ecosystem#key-takeaways) **Key takeaways:** * **Start hyperlocal:** Spend time understanding existing networks, relationships, and trust dynamics in a specific community before attempting to connect them to larger systems. * **Build on existing momentum:** Look for where people are already collaborating across different sectors and groups (e.g. conservation groups, cooperatives of waste pickers). * **Use data collection as a connector:** citizen science and collective monitoring can bring different groups together and coordinate collective learning around challenges. * **Create spaces for collective intelligence:** create opportunities for different groups to exchange knowledge and align efforts, while ensuring each participant understands how their role supports the broader system. * **Bridge the middle ground:** Connect grassroots innovators with policymakers by helping each group understand how they can benefit from and strengthen the other's work. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-4-panamas-waste-ecosystem#notes) Notes ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. See Demel (2021; 2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-4-panamas-waste-ecosystem#endnote-ref-1) 2. Hotsko (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-4-panamas-waste-ecosystem#endnote-ref-2) 3. See Cardenas (2023) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-4-panamas-waste-ecosystem#endnote-ref-3) [PreviousVignette 3: Argentina's ConVos Network](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-3-argentinas-convos-network) [NextMaking collectives smarter](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter) Last updated 2 days ago --- # Vignette 3: Argentina's ConVos Network | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FAMAcvFfMiTixdm8DrmRq%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=af8834f3&sv=2) _Figure 18: Con Vos at a local store in Fray_ "She owned a store selling school supplies, but she also supported her neighbors with things they needed to do on her computer," explains Lorena Moscovich, Head of Experimentation at UNDP Argentina's Accelerator Lab. This observation of informal community support would later become the foundation for Con Vos (With You), a network connecting local stores to promote digital inclusion across two Argentine municipalities. These neighborhood stores have long served as technology gateways in communities, offering new services on a small scale that eventually become essential, such as the historic public telephone, the photocopier, the printer, or the mobile credit top-up. Similarly, today, these nearby stores can help bridge the digital divide by providing community members with guided access to essential online services. Recognizing this potential, the team focused on understanding these existing relationships rather than creating new structures. They discovered that neighborhood stores already served as trusted local hubs where residents sought help with various tasks. Store owners like Sabrina assisted neighbors who had computers or phones but lacked confidence in completing government paperwork online, charging small, affordable fees for their services. The team mapped deeper patterns in how communities were already addressing digital exclusion. During the pandemic, they found similar informal support networks emerging across the country – shopkeepers, community leaders, and neighbors helping others navigate online services. This revealed an opportunity to build on these organic relationships. "But as we got to know the sector, we realized we had to build legitimacy step by step," explains Lorena. The team started small, partnering with the municipality of Concepción del Uruguay to create a pilot network of neighborhood stores offering digital support services. They provided training, promotional materials and oversight while testing different incentive models. The initiative expanded as different stakeholders recognized its value. What began with one shopkeeper was formalized as 'Con Vos'[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-3-argentinas-convos-network#endnote-1) and caught the attention of federal innovation authorities, enabling expansion to Fray Mamerto Esquiú municipality (Figure 18). Store owners received training and support to assist neighbors with online procedures like applying for social security documents, registering for government subsidies, and accessing municipal health programs, while residents gained trusted local access points for digital public services. The results demonstrated the power of building on existing community relationships. The network saved residents significant travel time and costs, with women (who make up 60% of users) saving more distance than men (7.8 kilometers versus 5.3 kilometers on average in Fray Mamerto Esquiú[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-3-argentinas-convos-network#endnote-2) ). For store owners, 70% gained new customers. Most importantly, it strengthened social fabric by recognizing and amplifying the crucial role neighborhood businesses play in community wellbeing.[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-3-argentinas-convos-network#endnote-3) #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-3-argentinas-convos-network#key-takeaways) **Key takeaways:** * **Understand technology diffusion patterns:** Learn how communities have historically adopted technologies, how these technologies enable new services and address specific community needs * **Map what's already working:** Look for existing relationships and informal support networks that can be strengthened rather than creating entirely new structures * **Build legitimacy gradually:** Start with small pilots that demonstrate value and build trust before expanding * **Connect across levels:** Link grassroots solutions to institutional support while maintaining their community-driven nature * **Design for mutual benefit:** Ensure the model creates value for all participants, from residents to small businesses to government agencies * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-3-argentinas-convos-network#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ 1. See the project page (UNDP Accelerator Lab Argentina, 2022a). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-3-argentinas-convos-network#endnote-ref-1) 2. The distance saved is calculated based on three points: the person’s home, the office they should’ve visited, and the nearby store where they did the errand. The distance saving is the difference between the distance to the store and the distance to the office. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-3-argentinas-convos-network#endnote-ref-2) 3. For a comprehensive evaluation, see Moscovich et al. (2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-3-argentinas-convos-network#endnote-ref-3) [PreviousForming collectives](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives) [NextVignette 4: Panama's waste ecosystem](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-4-panamas-waste-ecosystem) Last updated 2 days ago --- # Vignette 5: Bolivia's life system plan | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FJvMzkPVkJsSRotP846hQ%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=b6c656de&sv=2) Figure 20: Young members of Kaami's communities participating in the workshop. "The integration of indigenous planning to local and national planning, it's not happening," reflects Patricia Choque Fernandez, Head of Solutions Mapping at UNDP Bolivia's Accelerator Lab. Bolivia ranks among the ten most vulnerable countries globally to climate change. In this context, the gap between indigenous communities and official planning processes has serious consequences. Indigenous life system plans might exist on paper, but they rarely receive the financial resources needed for implementation. This situation is particularly dire for the Kaami indigenous people in the Chaco region, who face prolonged droughts that threaten their livelihoods. The team discovered that while Bolivia had a legal framework requiring the integration of indigenous "life system plans" into national planning, a critical gap existed: the absence of a methodology that could effectively bridge indigenous perspectives with government planning cycles. "It was necessary to first of all... \[build\] life system plans for indigenous peoples that could reflect its diversity, its needs," explains Patricia. Working with representatives from 16 Kaami communities, Patricia's team employed collective intelligence methods to surface climate adaptation priorities.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-5-bolivias-life-system-plan#endnote-1) But they quickly realized that conventional participation methods wouldn't work. "We identified that their mindset for planning is completely different to ours, so it was a mindset difference," Patricia observed. Standard tools like Likert scales needed adaptation, from changing numerical scales to using culturally appropriate graphics that represented community realities. The team designed a process that balanced small-scale dialogue events focused on in-depth informed discussions with digital approaches to ensure inclusive participation (Figure 20). They used a small 3D model to demonstrate how trees sustain the earth and prevent flooding, providing a tangible way to discuss environmental relationships. The model helped communities understand how logging could disrupt and endanger the entire system. As Patricia explains, the conversation shifted from immediate requests like “we need a well' to more reflective questions such as 'what if we don't have water in the coming years – would a well still be helpful?” They also created simple mobile-based voting forms that allowed community members to anonymously prioritize needs, revealing perspectives that might otherwise remain unheard in community meetings dominated by certain voices. "Some authorities couldn't believe that communities wanted water instead of food security," Patricia recalls. "It was about giving all people the same opportunity." The insights and priorities generated through this collaborative process were then transformed into three complementary formats: a life systems plan document, a climate action matrix linking community needs to budget requirements, and a visual climate issue map. This multi-format approach ensured that the information could be integrated into the municipality's annual planning process, though integration into the National Authority of Mother Earth's monitoring system could not proceed as the system required comparable data from other indigenous peoples that had not yet been collected. The initiative's effects extended beyond the initial communities. What started as a local project helped expand the ecosystem actors involved. Patricia explains, "Key people in government and NGOs, along with the program officer, now recognize the blind spots." This approach is now part of a major Amazon-focused planning effort. It is guiding the pre-implementation phase of an $18 million Global Environment Facility project (with $114 million in co-financing) that coordinates climate adaptation work across Bolivia's Amazon region. By revealing hidden perspectives and connecting diverse knowledge systems, the process ultimately made the entire planning ecosystem smarter, enabling more effective climate adaptation decisions grounded in both indigenous wisdom and institutional resources. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-5-bolivias-life-system-plan#key-takeaways) **Key takeaways:** * **Recognize and adapt to different mindsets:** Understanding different worldviews and planning approaches is essential; adapt your methods to match how communities conceptualize problems and communicate priorities * **Provide new ways of seeing:** Use tools like 3D models and visual representations to help stakeholders understand systems from different perspectives and reveal blind spots in conventional thinking * **Present findings in multiple formats:** Different stakeholders require information presented in ways that align with their planning and decision-making processes * **Value diverse perspectives equally:** Work with both communities and institutions to identify and bridge blind spots, recognizing that all viewpoints contribute essential knowledge to the process * **Look for ways to scale deep:**[**\[2\]**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-5-bolivias-life-system-plan#endnote-2) Focus not just on expanding to more communities, but on transforming how institutions fundamentally engage with diverse perspectives * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-5-bolivias-life-system-plan#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. Also see the case study in our Untapped report (UNDP Accelerator Labs, 2024b). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-5-bolivias-life-system-plan#endnote-ref-1) 2. This dimension of scale focuses on quality and depth of change rather than quantity or breadth. Moore, Riddell and Vocisano (2015) describe scaling deep as transforming relationships, cultural values and beliefs – changing not just what institutions do but how they think. Also see Tulloch (2018). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-5-bolivias-life-system-plan#endnote-ref-2) [PreviousMaking collectives smarter](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter) [NextVignette 6: Ukraine's open burning dashboard](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-6-ukraines-open-burning-dashboard) Last updated 2 days ago --- # Vignette 6: Ukraine's open burning dashboard | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2F1nBCBB2RtOZV38zevO5m%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=c82ecb59&sv=2) _Figure 21: Between 25 and 28 March 2020, VIIRS satellite data recorded over 4,000 fires across Ukraine. (Source: NASA)_ Each year in Ukraine, between 36,000-56,000 fires burn across the country's open ecosystems, with devastating impacts on air quality, public health, and the environment. But behind these statistics lies a complex cultural practice: burning is not just waste disposal, but a deeply rooted social tradition.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-6-ukraines-open-burning-dashboard#endnote-1) "We discovered that burning is actually a social act and a cultural act," explains Oleksiy Moskalenko, Head of Solutions Mapping from UNDP Ukraine's Accelerator Lab. "We found songs about standing by the fire. This is not only economically viable, but socially embedded into the structure." Understanding this cultural dimension was crucial when the Lab set out to address the crisis through data empowerment. Rather than simply tracking fires from above or imposing restrictions, they created a space where communities could engage with data in ways that acknowledged their traditions while revealing new perspectives. "We had to invest more time into training people in communities who would be able to understand the data," explains Ievgen Kylymnyk, Head of Exploration from the UNDP Ukraine’s Accelerator Lab. Working with an NGO partner, they created a prototype dashboard visualizing satellite data for communities (Figure 21). The platform used open-source satellite data, previously inaccessible, to reveal fire patterns across time and geography. This democratized data, allowing residents to see multi-year burning trends and understand how local practices affected broader environmental patterns.[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-6-ukraines-open-burning-dashboard#endnote-2) Through ten online workshops during COVID-19, over 200 participants learned not just to view the data, but to analyze it themselves. The digital format unexpectedly increased diversity of participation, bringing together community members, civil society representatives, local authorities, and businesses from across the country. Communities began using satellite analysis to identify specific patterns in their regions, discovering how traditional burning practices were creating larger-scale impacts they hadn't previously recognized. For examples, The community of Torchynska, with just 10,000 residents, traced a shift from agricultural to grass-field fires and discovered their burning practices affected over 2,600 hectares. Through collaborative mapping, communities documented 367 composting sites across Ukraine, revealing readily available alternatives to burning. As Ievgen notes, "Nearly half of them are privately owned, with many owners indicating willingness to accept additional organic waste from community members. This shows there's already infrastructure for shared composting, potentially one site serving several households." The mapping exercise helped residents recognize existing opportunities in their own neighborhoods, shifting perspectives from seeing composting as a new burden to identifying it as an accessible solution already embedded within their communities. The power of combining cultural understanding with data analysis attracted national attention. The dashboard helped identify at-risk areas that weren't making headlines, revealing districts facing similar risks to those that had already experienced disasters. But the impact went beyond identifying fire risks. "The biggest value that came from here is actually the ethnographical knowledge that we co-created with people," reflects Ievgen. "We managed to bring in a feeling and understanding of complexity of issue to the policy at the national level." This deeper understanding, coupled with the community-tested dashboard, has led the Ministry of Environmental Protection to express interest in integrating these tools into official monitoring systems. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-6-ukraines-open-burning-dashboard#key-takeaways) **Key takeaways:** ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- * **Bridge the gap between data and culture:** Understand how practices like burning can be deeply embedded in community life and social traditions. * **Make data accessible:** Invest in training and tools that help communities understand and use complex data themselves. * **Enable collective analysis:** Combine technical data with local knowledge to uncover hidden patterns and opportunities. Create inclusive spaces for diverse stakeholders to collectively interpret data and identify solutions. * **Ensure practical impact:** Start with prototypes to test and refine data tools with communities. Connect data insights to action, enabling communities to drive practical changes and influence policy. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-6-ukraines-open-burning-dashboard#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. Written at the very beginning of their journey, Udovyk et al. (2020) clearly explain the problem of annual air pollution patterns in Ukraine and outline their initial assumptions for addressing this recurring challenge. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-6-ukraines-open-burning-dashboard#endnote-ref-1) 2. For more information on this collective approach to addressing wildfires, see Ievgen Kylymnyk’s (2020) blog. Also see Berditchevskaia et al. (2021, pp. 13-15). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-6-ukraines-open-burning-dashboard#endnote-ref-2) [PreviousVignette 5: Bolivia's life system plan](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-5-bolivias-life-system-plan) [NextUnderstanding culture and everyday experiences](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences) Last updated 2 days ago --- # Making collectives smarter | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2F4Qzfbl5MkWpsuRWM7hLT%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=f8f3064b&sv=2) Collective intelligence emerges when people work together, often supported by technology, to combine their knowledge, data, and insights to make the whole group smarter than any individual. By integrating diverse inputs (real-time data, community wisdom, grassroots innovations, lived experiences, and policy expertise), collectives can understand situations more deeply and act more effectively than any individual or organization could alone. In our R&D practice, designing for collective intelligence helps us navigate uncertainty by creating rapid feedback loops that reveal patterns as they emerge, enabling real-time adaptation to changing conditions. This approach provides a more real-time understanding of complex situations by combining many different sources of information. When communities see their own knowledge reflected back alongside new insights, they gain agency to make better decisions and shape their own futures. Orchestrating and designing for collective intelligence is complex and rarely straightforward.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter#endnote-1) While we can't fully control it, we can design processes and tools that help collectives and ecosystems become wiser together. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter#what-we-do-to-make-big-steps-forward) What we do to make big steps forward -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter#diversifying-knowledge-sources-and-perspectives) Diversifying knowledge sources and perspectives We bring together diverse data sources – often non-traditional ones – along with different knowledge types and stakeholder perspectives to develop richer understanding of complex situations. By connecting those who rarely interact, we create conditions for unexpected insights. This diversity enables real-time pattern recognition and helps collectives see opportunities as they emerge rather than relying on outdated information. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter#orchestrating-information-flows-and-feedback-loops) Orchestrating information flows and feedback loops We design how data, knowledge and insights flow through the ecosystem by mapping existing pathways and creating new connections that generate network effects. When communities see what they actually know and receive insights from the data they've contributed, their sense of agency strengthens and they become more aware that they are not just passive data sources. We achieve this through digital platforms, participatory workshops, and accessible visualization tools that make complex information actionable. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter#positioning-at-the-edge-of-knowledge-through-learning-questions) Positioning at the edge of knowledge through learning questions We accelerate collective learning by focusing on specific [questions](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#question) that matter to the collective: critical knowledge gaps that no single actor can answer alone. These learning questions coordinate curiosity across diverse actors, create shared purpose, and direct attention to where learning is most needed. By positioning ourselves at the edge of what's known about emerging issues, we enable faster adaptation to changing conditions – recognizing that in complex environments, continuous learning is the strategy for achieving better outcomes. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter#reflection-questions) Reflection questions These reflection questions help us design for collective intelligence, ensure inclusive participation, and create conditions for communities to become wiser together. * Which questions matter most to this collective that no single actor can answer alone? * Which knowledge and data already exist within this collective or ecosystem, and who holds it? * Which non-traditional data sources or untapped knowledge could enrich our collective understanding? * Which voices and perspectives are currently included or excluded from collective sense-making? * How can the collective become aware of and address biases that distort how it understands situations and makes decisions? * How do we create spaces where different types of knowledge holders can connect and build on each other's insights? * How does information currently flow through the system – where does it get stuck, distorted, or lost? * Which information needs to be fed back to the communities so they can see and learn from their collective patterns? How can technology help us do that? * Are insights and data being extracted from communities or genuinely empowering them to act? * How does the collective know if it's getting smarter? #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter#methods-and-enabling-technologies) Methods and enabling technologies * [**Collective intelligence design**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#collective-intelligence-design) to structure how diverse knowledge, data, and insights flow and combine for better decisions * [**Flow mappings**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#flow-mappings) to understand how information flows through the collective, where to remove barriers and create synergies that amplify collective wisdom * [**Non-traditional data**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#non-traditional-data) tapping into social media, sensors, satellite imagery to enrich collective analysis with real-time perspectives * [**Learning circles**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#learning-circles) to accelerate collective learning on specific questions through structured dialogue * [**Crowdsourcing**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#crowdsourcing) to tap collective wisdom by gathering diverse ideas and perspectives from many contributors * [**Storytelling**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#storytelling) to share what the collective has learned in formats that resonate with communities * [**Geospatial data**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#geospatial-data-platforms) platforms to layer location-based knowledge from multiple contributors into richer understanding * [**Interactive dashboards**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#interactive-dashboards) to surface patterns from collective data, enabling members to explore insights and guide shared decisions * [**Digital platforms**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#digital-platforms) to facilitate data capture, knowledge sharing, and collaborative learning at scale * [**Online whiteboards**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#online-whiteboards) to support online meetings by capturing information, making collective thinking visible, and enabling remote collaboration * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------ 1. Mulgan (2018) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter#endnote-ref-1) [PreviousVignette 4: Panama's waste ecosystem](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-4-panamas-waste-ecosystem) [NextVignette 5: Bolivia's life system plan](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-5-bolivias-life-system-plan) Last updated 1 day ago --- # Understanding culture and everyday experiences | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FwtvEup6l1yVNS1LtLylI%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=7cf3d192&sv=2) To understand and appreciate the [culture](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#culture) and daily experiences of others, we must immerse ourselves in the rhythms, relationships, and realities that shape how they interact with their world. By stepping into others' shoes, we uncover the invisible logic behind their decisions, the unspoken rules that govern behavior, and the cultural wisdom that has developed over generations. Understanding cultural dynamics is crucial for R&D because culture significantly influences development in various ways. Some practices may unintentionally create barriers to progress, while others represent time-tested solutions to local challenges. However, cultural practices don't exist in isolation – they interact with historical legacies, external pressures, and power structures that can amplify challenges or constrain communities' ability to adapt and thrive. A deep understanding of culture and its context helps us navigate uncertainty by revealing how communities adapt to change, identifying cultural practices that can enhance development efforts, and recognizing the conditions required for sustainable transformation. It enables us to co-design interventions and cocreate solutions with communities that resonate with their existing values while creating pathways for positive change they can embrace as their own. This approach requires humility and self-awareness – acknowledging that communities understand their own realities better than we do, recognizing how our own backgrounds shape what we see, and having patience to let insights emerge naturally rather than forcing predetermined frameworks. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences#what-we-do-to-make-big-steps-forward) What we do to make big steps forward ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences#deep-immersion-into-community-life) Deep immersion into community life We join communities in their daily routines, practicing deep listening that goes beyond formal interviews or surveys. This means being present for morning markets, evening gatherings, celebrations, and mundane moments where culture reveals itself. By observing daily routines, we recognize that even seemingly insignificant details can provide critical insights. Through patient observation, we begin seeing through community members' eyes, uncovering interconnections between economic, cultural, and social factors that traditional data collection might miss. These insights help us facilitate community-led reflection on which practices serve them well and which might benefit from adaptation. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences#mapping-cultural-practices-and-local-knowledge) Mapping cultural practices and local knowledge We work alongside communities to map, understand and document the practices, beliefs, and conditions that shape their development journey – both those that may create challenges and those that offer solutions. This collaborative mapping reveals what holds communities back from adapting to changing conditions, while also uncovering local systems that ensure sustainability and resilience. By exploring these different dimensions together, we create opportunities for dialogue about which knowledge to preserve and which practices might benefit from adaptation. This approach identifies entry points where cultural strengths can address modern challenges. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences#using-stories-to-communicate-insights) Using stories to communicate insights We translate field observations into narratives that serve multiple purposes – helping communities reflect on their cultural practices in a changing world, while making everyday realities accessible to institutional actors who are often removed from life on the ground. Stories present cultural dynamics and relationships in digestible, layered ways. They bring human experiences to life, revealing the mental models and beliefs behind behaviors. They show how practices evolved over time and their ongoing effects.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences#endnote-1) Combined with modern technology, storytelling gives collectives a shared sense of purpose, transfers knowledge between different generations and social groups, and shares critical insights across geographies. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences#reflection-questions) Reflection questions These reflection questions help us see through others' eyes, appreciate local wisdom and daily experiences, and discover how cultural strengths can address development challenges. * Which daily routines, rituals, and practices shape how this community navigates challenges and opportunities? What would we understand differently if we lived this reality daily? * Which cultural beliefs, practices and relationships might be limiting adaptation to changing conditions? Which ones offer time-tested solutions we can build upon? * Which stories do people tell about why things are the way they are? * Whose perspectives within the community are we hearing most? Whose voices might we be missing? * Which new questions are not being asked and how can we identify and define these questions with communities? * Which unspoken rules or social norms guide behavior and decision-making in this context? * How have cultural practices evolved over time? What external or internal forces have shaped these changes? * How do community members themselves view the need for change? What do they want to preserve? Why? * Which local knowledge systems exist that could inform or enhance development efforts? * How can we translate our observations and learnings into narratives that resonate with both communities and institutional actors? #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences#methods-and-enabling-technologies) Methods and enabling technologies * [**Community mapping**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#community-mapping) to create story maps, capturing and connecting stories, memories, knowledge and practices to community spaces * [**Ethnographic research**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#ethnographic-research) to immerse in daily life and understand people's experiences, realities, and their context * [**Deep listening**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#deep-listening) to build genuine connections while deeply understanding people's perspectives and experiences * [**Community walks**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#community-mapping) to understand how history and memory are layered in landscapes and local ecosystems * [**Community consent** **(FPIC)**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#community-consent) to respect indigenous rights and ensure communities control how their knowledge and stories are shared and used * [**Storytelling**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#storytelling) to share lived experiences in ways that build empathy and help others understand different realities * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences#notes) Notes -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. Namutebi Kabali-Kagwa (2024) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences#endnote-ref-1) [PreviousVignette 6: Ukraine's open burning dashboard](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/making-collectives-smarter/vignette-6-ukraines-open-burning-dashboard) [NextVignette 7: Viet Nam's Ve Chai networks](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-7-viet-nams-ve-chai-networks) Last updated 1 day ago --- # Vignette 9: Guinea's BeIn Network | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FUNhzpjPLeM24bRImgrN6%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=a3ea4443&sv=2) _Figure 24: BeIn network volunteers Mariam Keita (left) and Fatoumata Traoré (right) interview a woman trader at Faranah central market to understand challenges and gather insights into local economic dynamics and agricultural value chains._ In Guinea's rural communities, development agencies were operating in an information vacuum. Interventions were often designed without understanding local realities and needs, because of the absence of firsthand community insights. "When we want to design interventions with our communities, we realized we were missing reliable primary data to effectively guide public policies," explains Moussa Camara, Head of Solutions Mapping at UNDP Guinea's Accelerator Lab. At the same time, the Accelerator Lab observed a gap in Guinea's education landscape: a "mismatch between university education and the labour market realities." Universities were producing graduates with theoretical knowledge but limited practical experience and employment prospects. The Accelerator Lab saw an opportunity to resolve these two challenges: connecting the need for reliable data from rural areas with the available talent pool of university graduates. Led by Head of Experimentation Lamarane Barry, the team established the BeIn network[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities/vignette-9-guineas-bein-network#endnote-1) – a national sensory system that mobilizes students as community-based data collectors and change agents to map rural realities throughout Guinea. The team partnered with Julius Nyereré University, which has a population of 11,700 students, to identify fifteen of their brightest, socially-committed students. The Lab provided comprehensive training on solutions mapping and collective intelligence methods, equipping students with skills to engage respectfully with communities (Figure 24). The underlying principles of this training centered on an open and receptive approach to data collection. Students learned to listen without judgment, understanding that even seemingly insignificant information could reveal deeper community insights. This approach encouraged them to engage with curiosity and humility, recognizing the value of every piece of information. By listening deeply and engaging without preconceptions, the students uncovered various dimensions of local development challenges. The students facilitated participatory workshops, activating the collective intelligence of local communities to comprehend these challenges, map the ecosystem and its actors, and identify the underlying drivers. Working in groups of five, they practiced understanding problems systemically – seeing interconnections between economic, cultural, and social factors that traditional data collection might miss. The initiative expanded beyond the university to engage civil society activists. Under the shade of mango trees – traditional spaces for community deliberation in Kankan – these meetings uncovered cultural symbols and local knowledge that proved critical for understanding community dynamics. What began as data collection eventually evolved into a cyclic process of learning and action. When students identified agricultural challenges, the Lab arranged for farming tools and organized demonstrations. "We have been sharing to, let's say, with those communities some tools and also we have been in the farm where students were showing how to handle the situation, how to protect production," explains Moussa. This closed the feedback loop and demonstrated commitment to communities. The network expanded across Guinea and gained institutional recognition. UN agencies like UNFPA and UNAIDS began utilizing the student network for their data needs, and the experimental youth network was formally integrated into the Ministry of Innovation's national policy framework. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities/vignette-9-guineas-bein-network#key-takeaways) **Key takeaways:** * **Leverage existing structures:** Institutions such as universities offer access to a large, concentrated talent pool and institutional legitimacy while providing the infrastructure needed to rapidly scale efforts. * **Equip the network with essential skills:** Provide targeted training to enhance listening and data collection abilities that ensure high-quality outputs and enable participants to uncover unexpected insights. * **Create mutual benefit:** Identify critical needs of stakeholders and devise initiatives that provide value for key stakeholders within the system. * **Return value to communities:** Go beyond data extraction by sharing insights and providing tangible support that demonstrates commitment and builds lasting trust with communities. * **Design for sustainability:** Engage partners from the outset and establish clear handover mechanisms to ensure initiatives continue to create impact beyond your direct involvement. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities/vignette-9-guineas-bein-network#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ 1. Be-In is a play on words meaning both "be inside" and "be involved," encouraging active community engagement in social innovation rather than observing from the outside; see Lamarane Barry’s (2021) blog for a comprehensive introduction to the network. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities/vignette-9-guineas-bein-network#endnote-ref-1) [PreviousEngaging with people and communities](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities) [NextVignette 10: Zimbabwe's cross-border traders](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities/vignette-10-zimbabwes-cross-border-traders) Last updated 2 days ago --- # Vignette 7: Viet Nam's Ve Chai networks | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FmUHW2yhpb4o0BsTBo71U%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=3f30fdd5&sv=2) _Figure 22: Informal waste workers (“ve chai”) in Viet Nam are predominantly women on bicycles collecting recyclable waste for sale_ "When we look closely enough at what seems like simply trash, we discover an intricate web of relationships, cultural practices and human stories," shared Nguyen Tuan Luong, Head of Solutions Mapping at UNDP Vietnam's Accelerator Lab. The UNDP team set out to understand Da Nang city's waste management challenges through an unexpected lens: by following the daily journeys of informal waste workers known as _ve chai_[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-7-viet-nams-ve-chai-networks#endnote-1) (Figure 22). Through ethnographic research and community engagement, they discovered that beneath the visible problem of overflowing landfills[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-7-viet-nams-ve-chai-networks#endnote-2) lay a complex social ecosystem that had evolved over decades. "Before I opened this collection center, I used to be an informal waste worker as well. After going collecting for a few years, I gathered enough business contacts to open this place," shared Ms. Hien, who runs a small waste collection center. Her story revealed how informal workers gradually build expertise and relationships that allow them to create sustainable livelihoods from what others discard. The team's key realization came when they looked beyond official waste management systems. They found that informal waste pickers, predominantly women, had already developed sophisticated networks for recycling and reuse. These workers would go door-to-door, building relationships with households and businesses to collect valuable materials that would otherwise end up in landfills.[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-7-viet-nams-ve-chai-networks#endnote-3) Rather than imposing new systems, the team began mapping and understanding these existing cultural practices. They discovered that for many households, sorting valuable waste wasn't just about money – it was about keeping homes clean and helping the environment. The informal sector had created its own ecosystem of relationships, with waste pickers developing regular routes and trusted connections with both households and larger recycling businesses. The results transformed how UNDP approached waste management in the city. Their research revealed that previous pilot projects often failed because they didn't account for these existing cultural practices and relationships. Most importantly, it showed that informal waste workers weren't a problem to be solved, but rather a crucial part of the solution: their deep knowledge of communities and recycling practices could inform better policy and program design. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-7-viet-nams-ve-chai-networks#key-takeaways) **Key takeaways:** * **Look beyond what’s observable**: Spend time understanding the cultural practices, relationships and unwritten rules that shape how communities handle challenges * **Recognize existing expertise:** Local communities often develop sophisticated systems and solutions that may not be immediately visible to outsiders * **Map relationships and networks:** Understanding how different actors interact and depend on each other reveals crucial cultural insights. Connect different parts of the ecosystem by introducing actors who wouldn't normally meet each other. * **Let communities lead:** Rather than imposing new systems, look for ways to build on and strengthen existing cultural practices and relationships * **Align with existing priorities**: Connect ongoing community and new initiatives to what local leaders already care about. Building local buy-in takes time, but starting with existing priorities creates a stronger foundation. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-7-viet-nams-ve-chai-networks#notes) Notes ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. Weina & Luong (2020) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-7-viet-nams-ve-chai-networks#endnote-ref-1) 2. See Luong (2019) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-7-viet-nams-ve-chai-networks#endnote-ref-2) 3. See Berditchevskaia et al. (2021, pp. 25-27). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-7-viet-nams-ve-chai-networks#endnote-ref-3) [PreviousUnderstanding culture and everyday experiences](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences) [NextVignette 8: Somalia's digital storytellers](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-8-somalias-digital-storytellers) Last updated 2 days ago --- # Vignette 8: Somalia's digital storytellers | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FZjRgVpkRnoLWIM6TFpDX%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=cfe242d7&sv=2) _Figure 23: Somali Storytellers in training, practicing lighting techniques._ Before Somalia's written language was formalized in 1970, generations of Somalis shared their history, culture and wisdom through storytelling and poetry, earning them the name "nation of poets." When UNDP's Accelerator Lab in Somalia noticed that international media portrayed only a single narrative of conflict and drought, overlooking this rich cultural heritage and community resilience, they turned to this deep poetic tradition to change this dominant narrative – but with a digital twist. Recognizing the power of Somalia's oral tradition and the potential of digital storytelling to connect with communities, the team collaborated with international partners to empower young Somali storytellers.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-8-somalias-digital-storytellers#endnote-1) Digital Storytellers, an Australia-based social enterprise, and facilitators from Australia's Queensland University provided intensive training and mentorship to thirteen young Somali artists, poets, and community activists. This program equipped them with skills in videography, photography (Figure 23), and impact storytelling, empowering them to share their narratives and connect with their communities in new ways. Their first stories challenged social norms, featuring women like Fortune, a 24-year-old footballer. "At first, the storytellers themselves were really scared about it," recalls Rahmo Hassan, Head of Solutions Mapping at UNDP Somalia's Accelerator Lab, who led the initiative. "I remember Zara, who was the head of storytellers, switched off her phone completely, went offline because they didn't know the public reaction from this story." But the response was overwhelmingly positive, encouraging the team to tackle even more significant issues. The initiative expanded to address pressing social challenges, particularly women's political participation. When Somalia introduced a 30% quota for women in politics, the storytellers created compelling narratives to build public support. The stories began shifting deep-rooted perceptions – when they featured a 40-year-old woman parliamentarian discussing how she represented her clan and community, traditional elders who had opposed women in politics began to reconsider their stance. "Through digital storytelling in the Somali context, we were able to preserve the culture," explains Rhamo. While Somali ancestors shared stories by word of mouth, today's generation uses smartphones and digital media to keep these same narratives alive. This modern approach helps preserve their oral traditions and ensures their cultural stories continue to be passed down through generations. The initiative's outcomes sparked a broader movement in Somalia, with UN agencies and other organizations adopting storytelling as a communication approach. Most importantly, it helped shift international narratives about Somalia, showcasing the country's beauty, resilience, and progress rather than just conflict and challenges. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-8-somalias-digital-storytellers#key-takeaways) **Key takeaways:** * **Start from cultural roots:** Go back to cultural foundations and create from there – culture isn't just context, it can serve as a source of innovation. * **Start small but think big:** Begin with simple stories that resonate locally before tackling complex social issues (like women's political participation). * **Respect cultural norms:** Work with established traditions and practices – like using storytelling to engage elders in discussions about change. * **Promote ownership:** Step back when it's time and focus on creating the conditions and providing space for communities to take ownership. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-8-somalias-digital-storytellers#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. See UNDP Accelerator Lab Somalia (2020a; 2020b) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-8-somalias-digital-storytellers#endnote-ref-1) [PreviousVignette 7: Viet Nam's Ve Chai networks](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-7-viet-nams-ve-chai-networks) [NextEngaging with people and communities](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities) Last updated 2 days ago --- # Engaging with people and communities | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2Fgyy7wN62I4H4EEnH2lE4%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=b63520e2&sv=2) This practice is about engaging with ecosystem actors to build [relationships](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#relationship) for learning and working together on critical development challenges. At its core, it means recognizing the realities, worldviews and tapping into the knowledge, ingenuity, and perspectives of the people and communities most affected, while also partnering with other stakeholders to create pathways for change. Addressing complex challenges and doing R&D for sustainable development cannot be done alone – it requires the collective wisdom, resources, and capabilities that emerge when diverse actors work together. Meaningful engagement means recognizing and building on what communities are already doing, moving away from doing R&D _for_ them toward working _with_ them to amplify what they're already achieving. In this collaborative approach to engagement, it is important to know when to step in and when to step out. The ways we engage with communities can take many forms – co-creation workshops, learning circles, mapping sessions, community visits, and field experiments – each adapted to the specific context and needs. When engaging with people and communities, we must recognize that engagement itself can be disruptive. Participatory processes take time, and people are often time-poor – every hour in meetings means sacrificing income or other essential activities. We must also acknowledge and address asymmetries in knowledge, expertise, and power. This means creating safe spaces for dialogue, maintaining an empathic mindset, and ensuring that all voices, especially those often marginalized or overlooked, are heard and valued. It requires patience, cultural sensitivity, and a commitment to follow through – communities need to see that their contributions matter and lead to tangible outcomes. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities#what-we-do-to-make-big-steps-forward) What we do to make big steps forward ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities#meeting-people-where-they-are) Meeting people where they are Meeting people where they are means starting from their reality, not our expectations. We focus on understanding their current situation, capabilities, and what matters to them – rather than measuring them against external standards or viewing gaps as problems to fix. This respect extends to engaging with communities in their own environments – markets, community centers, fields, homes, or under a mango tree.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities#endnote-1) We adjust our methods, timing, and communication to fit their context. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities#moving-at-the-speed-of-trust) Moving at the speed of trust When working with communities and ecosystem actors, we can only move at the speed of trust. Trust begins before we even meet – by managing expectations and agreeing with communities on the process and objectives.[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities#endnote-2) We practice authenticity – this is especially crucial when working with people who have histories of betrayal or exploitation – we admit when we don't know and invite communities to find answers together. While failures can be learning opportunities, we hold ourselves to a different standard when it comes to communities: we can fail in our experiments, but we cannot fail the people who trusted us with their time, knowledge, and hopes. Trust grows through consistent follow-through and when benefits flow back to those who contributed. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities#engaging-with-resistance-and-opposition) Engaging with resistance and opposition We actively seek out those who are skeptical or resistant – their perspectives often hold the most valuable insights. Opposition frequently stems from past disappointments, exploitation, or power dynamics we are not aware of. By approaching those who resist with empathy and genuine openness, we uncover critical blind spots and adjust our approach to address the concerns of those who choose not to engage. Often, the most valuable insights come from listening to why someone says "no." ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities#working-with-cultural-gatekeepers) Working with cultural gatekeepers We cultivate relationships with gatekeepers who bridge different worlds – elders holding traditional knowledge, youth navigating between old and new, women maintaining invisible networks, and community champions who understand both the formal and informal fabric of their neighborhood or community. Working with gatekeepers helps us build inclusive relationships and access a wider range of perspectives and inputs. These gatekeepers play critical roles: navigating power relationships, translating local idioms, interpreting cultural practices, and understanding historical contexts. With their help, we create safe spaces for communities to examine their own practices and lead their own process of change. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities#mobilizing-networks-for-scale) Mobilizing networks for scale When we need to engage communities across entire regions or in remote areas, we mobilize networks of gatekeepers and trained community members who can reach places we cannot access easily or frequently. This creates distributed capabilities for engagement that multiply our reach while maintaining cultural sensitivity and local trust. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities#reflection-questions) Reflection questions These reflection questions help us build authentic relationships, navigate community dynamics, and ensure our engagement creates value for those we work with. * What are the living conditions of the communities? Which problems are of concern to them? * Who are the people most affected by this challenge, and how are we creating space for their knowledge, perspectives, and solutions? * Are we starting from people's actual realities and capabilities, or from where we think they should be? * Which past experiences may be shaping how communities engage with us? * Who is resistant or hesitant? Why? What can we learn from them? * Which cultural gatekeepers can help us bridge different worlds, and how do we cultivate these relationships respectfully? * What forms of engagement (workshops, visits, experiments) best fit this community's context, schedule, and communication preferences? * How are we compensating people for their time and contributions, recognizing that participation often means sacrificing income? * How do community members see their futures? Including the impact of the initiative we're involving them in? * How and by whom will the stories of an initiative and its effects be told? #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities#methods-and-enabling-technologies) Methods and enabling technologies * [**Stakeholder mapping**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#stakeholder-mapping) to identify key community actors, gatekeepers, and relationships for inclusive engagement * [**Community mapping**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#community-mapping) to help communities discover and document their own assets, relationships, and resources together * [**Community walks**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#community-walks) to walk through communities with residents, experiencing places firsthand while hearing their stories and perspectives * [**Participatory workshops**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#participatory-workshops) to bring diverse voices together and ensure everyone has a say in shaping the process, not just outcomes * [**Ethnographic research**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#ethnographic-research) to build trust through immersive listening and to understand people and communities from their perspective * [**Innovation caravans**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#innovation-caravans) to engage hard-to-reach communities and learn how they solve problems * [**Art of hosting**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#art-of-hosting) to facilitate participatory dialogue that brings out collective wisdom and bridges differences * [**Hackathons**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#hackathons) to energize innovation ecosystems and identify potential collaborators for ongoing work * [**Innovation awards**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#innovation-awards) to raise awareness of specific development issues while identifying and attracting innovators for potential collaboration * [**Pecha kuchas**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#pecha-kuchas) to gather rich, diverse perspectives on specific topics through rapid-fire presentations * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities#notes) Notes ---------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. See for example Lamarane Barry's (2021) blog "De l'université à l'ombre d'un manguier". [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities#endnote-ref-1) 2. See Anibal Cardenas (2024) on using Free, Prior, and Informed Consent (FPIC) to build trust with indigenous communities in Panama's Darién region. FPIC ensures communities receive complete information about proposed activities and give consent freely before engagement begins. Cardenas shows how taking time for genuine consultation with the Emberá-Wounaan authorities – rather than rushing to "speed up" approval – created trust and revealed deep local knowledge about migration challenges that enriched the initiative. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities#endnote-ref-2) [PreviousVignette 8: Somalia's digital storytellers](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/understanding-culture-and-everyday-experiences/vignette-8-somalias-digital-storytellers) [NextVignette 9: Guinea's BeIn Network](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities/vignette-9-guineas-bein-network) Last updated 1 day ago --- # Vignette 11: Ghana's Kente collective | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2Fzrl6YFopsEWTHMJPUIYP%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=a9b78272&sv=2) _Figure 26: Sustaining age-old traditions while tapping into emerging opportunities_ When UNDP Ghana's Accelerator Lab initially set out to create a savings fund for cross-border female traders, their field research revealed an unexpected direction. After extensive community consultation showed that savings wasn't the real issue, the team explored other opportunities in the border communities, ultimately discovering the untapped potential of Kente weaving. Kente, an ancestral weaving tradition (see Figure 26) stretching across West Africa's coastal belt, represented more than just a craft; it was a source of pride and identity. However, initial observations revealed challenges: individual weavers working in isolation, limited design diversity, and quality issues that affected market access. Working with Ignacius, a local community organizer, opened new possibilities. His deep connections helped the team understand the ecosystem's complexities, including the presence of female weavers, challenging their initial assumptions about the male-dominated craft. The team co-designed a comprehensive intervention with the community, focusing on both skill development and business acumen. When they realized their initial training design would interrupt weavers' income, they adapted the program to include transportation support, food, and starter packs, ensuring participants could fully engage while maintaining their livelihoods. This initiative prioritized community ownership from the outset. Recognizing the need for weavers to control their craft and gain better bargaining power in the market, the initiative facilitated the construction of a communal weaving shed. This shed, accommodating 20 weavers, provided both essential infrastructure and a collaborative workspace. More importantly, it served as a catalyst for broader change, empowering other groups to form cooperatives and collectively advocate for their rights. The impact extended throughout the community as weavers took control of their craft's future. They standardized practices, incorporated color theory and market trends, and developed strategic thinking about their products. This increased agency enabled them to build continuing organizational structures, with support from local government and Members of Parliament, ensuring they could sustain and grow their initiative independently. The UNDP Accelerator Lab acted as facilitators and supporters throughout this process, recognizing the importance of community-led development and ensuring the weavers retained absolute control over their livelihoods. This approach proved crucial in driving real and sustainable progress. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-11-ghanas-kente-collective#key-takeaways) **Key takeaways:** * **Empower community leadership:** Collaborate with trusted local partners to facilitate genuine community participation and ownership. * **Address systemic conditions:** Go beyond skills development and address the conditions – such as lack of infrastructure, weak organization, and economic constraints – that hinder the community's potential. * **Ensure sustainable transitions:** Support the community in maintaining existing livelihoods while developing new capabilities and opportunities. * **Build for the long-term:** Help create physical and organizational structures that enable the community to sustain its development independently. [PreviousEmpowering communities and individuals](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals) [NextVignette 12: Ecuador's Innovation Minga](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-12-ecuadors-innovation-minga) Last updated 2 days ago --- # Vignette 10: Zimbabwe's cross-border traders | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FGaEiQACwR17WFkmYGlP2%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=6b9bef6c&sv=2) _Figure 25: Workshop for cross-border traders on using the Thumeza app for online orders and transporting goods from Livingstone to Victoria Falls without border crossings._ When COVID-19 disrupted cross-border trade in Zimbabwe in September 2021, UNDP's Accelerator Lab began immersing themselves in the Victoria Falls community to understand how the crisis affected women traders' livelihoods.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities/vignette-10-zimbabwes-cross-border-traders#endnote-1) The team first assessed the local context, including the use of Ndebele and Tonga languages and cultur, which are essential for meaningful community engagement. These languages are predominantly used in Victoria Falls, Matabeleland North Province. The team recruited local volunteers who spoke these languages and understood the cultural context, particularly important given the area's historical tribal tensions. "The tribes within this area, Matabeleland Province, sometimes feel like they're the minority," Sharleen Moyo, Head of Solutions Mapping explains. "So what we tried to do for them to open up was to look for volunteers who understood the language and context of their culture to help them feel safe in expressing some of the challenges they were facing." By employing deep listening and observation at specific trade market hubs, the team identified various layers of challenges faced by women cross-border traders. Because of the border closures and strict travel guidelines during Covid-19, border passes could no longer be used, and this led to women traders facing expensive passport application fees, as a passport was the only recognized document for crossing the border. In addition to this, the women traders had the cost of COVID-19 tests that expired after 48 hours, and sometimes they had to pay bribes and experienced gender-based violence at border crossings. The team changed how they engaged with the community to meet their preferences and needs better. The traditional methods often used by development agencies proved cumbersome for cross-border traders. Holding meetings to discuss issues meant traders would lose a day of sales, which they depend on for their income. Also, using emails for surveys wasn't practical because most cross-border traders did not have email addresses and did not have an office space to respond to them. Instead, the Accelerator Lab and volunteers switched to WhatsApp groups, discovering "the rate of response was faster than trying to put it on email where someone would have to try and go to an office." This deep community engagement helped us to convene key stakeholders (cross-border trader associations, city council, customs authorities, immigration officials, and the Ministry of Health) to address the complex challenges facing women traders. The insights gathered continue to inform UNDP's work on the African Continental Free Trade Area, providing perspective on "barriers of entry for someone who is informal and a woman who's trying to trade across borders." **Key takeaways:** * **Build trust first:** Invest time in understanding the local context, language, and culture before diving into problem-solving. * **Partner with local intermediaries:** Work with community members who understand local language and culture to help facilitate trust and open dialogue * **Observe and listen deeply:** Spend time in the community to understand everyday practices and experiences, while paying attention to both spoken and unspoken signals. * **Respect time scarcity:** Recognize that time spent in workshops means lost income for vulnerable communities. Adapt engagement to minimize disruption and consider appropriate compensation for participation. * **Use familiar channels**: Connect through communication platforms that are familiar and accessible to the community. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities/vignette-10-zimbabwes-cross-border-traders#notes) Notes ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. This initiative was launched in 2021 through a collaboration between UNDP Accelerator Labs in both countries and the Cross Border Traders Associations operating in Livingstone (Zambia) and Victoria Falls Town (Zimbabwe). For more information, see Moses Zangar’s (2022) report. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities/vignette-10-zimbabwes-cross-border-traders#endnote-ref-1) [PreviousVignette 9: Guinea's BeIn Network](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities/vignette-9-guineas-bein-network) [NextEmpowering communities and individuals](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals) Last updated 2 days ago --- # Empowering communities and individuals | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FGU15a4uuMrcy2JCKWasg%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=70d02dc1&sv=2) At its core, empowering communities and individuals is about building collective intelligence for community action. It involves helping people recognize and understand the ecosystems they're part of, see the capabilities and assets within those ecosystems, and understand the relationships that enable their agency. Community initiatives never start from zero. Every community has commons: resources, skills, knowledge, and ideas that are already present but often underutilized or untapped. Everyone has something to contribute, whether it's time, expertise, traditional knowledge, or material resources.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals#endnote-1) Through this practice, we help uncover and mobilize these existing commons, making R&D more collective by building on what's already there. R&D succeeds when communities own both process and outcomes. This means strengthening the connections and trust between people so communities become better at creating opportunities, improving their livelihoods, and shaping their own futures. We avoid depleting social capital, but aim to increase it – ensuring that every intervention leaves communities with stronger relationships and greater collective capacity than before. Our role is to navigate power relations that ensure participation and hold space that enables communities to build on momentum for change and integrate new practices and solutions into their daily lives. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals#what-we-do-to-make-big-steps-forward) What we do to make big steps forward -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals#making-knowledge-and-systems-visible-to-communities) Making knowledge and systems visible to communities We help communities see the broader ecosystem of knowledge, relationships, and resources they're part of. Through community mapping, documentation, and data collection, we make visible the connections between people, places, practices, and institutions. Such mappings transform how institutions and communities see themselves and each other, often leading to recognition of previously overlooked potential. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals#connecting-changemakers-with-peers-and-broader-ecosystem) Connecting changemakers with peers and broader ecosystem We foster relationships between grassroots innovators and with broader ecosystem actors, from government agencies to academic institutions. Through these relationships, different actors learn from each other's solutions and perspectives, enabling knowledge to flow across traditional boundaries. By connecting dispersed changemakers into active networks, they get access to previously unreachable resources, knowledge, and solutions, transforming scattered efforts into coordinated movements. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals#building-ownership-through-participatory-processes) Building ownership through participatory processes We use participatory approaches that recognize the knowledge and experiences of those affected and concerned by an issue, ensuring their voices shape every stage. Through collective sensemaking, co-creation and experimenting together, communities invest their knowledge and energy, developing both ownership and the practical capabilities to adapt solutions as situations evolve and new needs emerge. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals#enabling-citizen-generated-data-for-community-action) Enabling citizen-generated data for community action We support communities in collecting and analyzing their own data about issues that matter to them. This citizen-generated evidence makes problems visible that might otherwise be overlooked or ignored. Through accessible tools and methods, communities monitor their own realities and track changes and patterns over time. More importantly, we create feedback loops where this data returns to communities in accessible formats, helping them see patterns, validate their experiences, and make informed decisions about their own development or influence policy discussions. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals#reflection-questions) Reflection questions These reflection questions help us understand community assets, engage inclusively, and build lasting capacity and ownership. * What commons (resources, skills, knowledge, ideas) already exist in this community that may be untapped or taken for granted? * How can we make visible the assets and relationships that communities might not see themselves? * How are we ensuring that both those directly affected and those concerned have meaningful roles in shaping the process? * How will community members be involved in strategic choices about the envisioned future? * Which capacities must be created to strengthen the functioning of the communities involved? * How do we ensure community-generated data flows back to communities in usable ways while protecting their privacy and ownership? * How is the social capital of the community changing through our engagement - are relationships and trust growing stronger? * How are communities adapting and modifying solutions to fit their evolving needs, and what does this tell us about their ownership? #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals#methods-and-enabling-technologies) Methods and enabling technologies * **Collective intelligence design** to establish processes where communities combine their knowledge and capabilities with technology and data, enabling collective action * **Citizen science** to equip communities with tools and capabilities to research, monitor, and document their local conditions and environments * **Co-creation** to work with communities as equal partners in defining problems and developing solutions they own * **Community mapping** to help communities discover and visualize their assets, networks, and untapped potential * **Sensemaking workshops** to help communities collectively interpret complex information, data, or experiences to identify patterns and develop a shared understanding of their situation * **Human library** to create spaces for dialogue where marginalized voices share their expertise and experiences * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------------------ 1. Woods et al. (2018) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals#endnote-ref-1) [PreviousVignette 10: Zimbabwe's cross-border traders](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/engaging-with-people-and-communities/vignette-10-zimbabwes-cross-border-traders) [NextVignette 11: Ghana's Kente collective](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-11-ghanas-kente-collective) Last updated 2 days ago --- # Vignette 12: Ecuador's Innovation Minga | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FR7XfThHb5qRgVZ7SjCfF%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=5b79f1be&sv=2) _Figure 27: Field research at dawn – experiencing the chilly temperatures and hectic energy of the herb market's busiest hours._ In Quito's San Roque neighborhood, the May First Central Platform serves as the city's main distribution center for medicinal plants. Over 100 herbalists, mostly women over 60 years old, maintain vital connections between urban communities and ancestral plant knowledge. However, this traditional trade faces several challenges, including restricted access to collection areas, changing consumer habits, the impact of climate change on plant species, and a lack of generational continuity. The UNDP Ecuador Accelerator Lab launched an innovative participatory process they called "Minga de Innovación"[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-12-ecuadors-innovation-minga#endnote-1) – drawing on the Quichua word for collective work – to help strengthen and preserve this vital practice. Working under the principle "no solutions without those concerned," they brought together herbalists, university students, museum educators and municipal officials to co-create solutions to the vendors' challenges. Through ethnographic immersion, including early morning market visits and walks through collection areas (Figure 27), the team discovered the complex web of knowledge and relationships that sustain this trade. The herbalists possess expertise in identifying and sustainably harvesting more than 100 medicinal species. They also understand the properties of these plants within the context of Andean cosmology and maintain essential ecological relationships in the areas where they collect these resources. A key insight emerged: supporting the herbalists wasn't just about individual livelihoods; it was about preserving a whole interconnected system of knowledge, culture, and biodiversity.[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-12-ecuadors-innovation-minga#endnote-2) This understanding led to parallel interventions across multiple levels. The team documented traditional knowledge in the first-ever medicinal plant catalog[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-12-ecuadors-innovation-minga#endnote-3) and created the collaborative "Territories that Heal" digital map showing herbalists' places of work, distribution circuits, and healing sites.[\[4\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-12-ecuadors-innovation-minga#endnote-4) They also piloted plant dehydration systems to reduce waste and developed low-cost irrigation solutions for herb gardens. Over time, perceptions of traditional herbalists began to change. Guided by the principle of self-determination, these practitioners created their own Code of Ethics for responsible practices in medicinal herb foraging.[\[5\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-12-ecuadors-innovation-minga#endnote-5) This effort, combined with ongoing engagement, helped institutions recognize them not as informal vendors requiring regulation, but as guardians of ecological and cultural heritage. As a result, the Ministry of Health at the national level started drafting policies that officially acknowledge the role of traditional herbalists in monitoring and protecting ancestral knowledge, health, and the natural ecosystems from which they collect plants. This shift highlights their important contributions as herbal medicine collectors, producers, and vendors. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-12-ecuadors-innovation-minga#key-takeaways) **Key takeaways:** * **Practice deep immersion:** Real participation requires continuous dialogue and trust-building over time. Walk alongside communities to understand their daily realities firsthand. * **Ensure "no solution without those concerned":** Make this principle central to every stage of work, from problem definition through implementation. * **Maintain continuous engagement:** Go beyond occasional workshops to establish ongoing presence where different forms of expertise can meet as equals. * **Help the ecosystem see itself:** Map connections between people, places, and institutions to reveal interdependencies and make complex systems visible to stakeholders. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-12-ecuadors-innovation-minga#notes) Notes -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. See the report by the UNDP Accelerator Lab Ecuador (2023). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-12-ecuadors-innovation-minga#endnote-ref-1) 2. Jiménez (2023) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-12-ecuadors-innovation-minga#endnote-ref-2) 3. PNUD Laboratorio de Aceleración Ecuador (2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-12-ecuadors-innovation-minga#endnote-ref-3) 4. See the website: https://otrosmapas.org/territorios-que-sanan/ [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-12-ecuadors-innovation-minga#endnote-ref-4) 5. See Jiménez (2024) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-12-ecuadors-innovation-minga#endnote-ref-5) [PreviousVignette 11: Ghana's Kente collective](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-11-ghanas-kente-collective) [NextCapturing data](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data) Last updated 2 days ago --- # Vignette 13: Serbia's depopulation challenge | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FrJ2to0Ku0tlWq9DnxCgG%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=96b7a06&sv=2) _Figure 28: BioSense Institute team demonstrates their award-winning population analytics solution, developed for the Depopulation Data Challenge_ Serbia is among the world's ten fastest-shrinking populations, with a projected 18.9% population decrease by 2050. Each year, approximately 120,000 people leave the country, many of them young and highly educated, creating critical skills gaps and threatening long-term economic development.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-13-serbias-depopulation-challenge#endnote-1) "No single dataset has ever revealed the full depth of our demographic challenge," reflects Draško Drašković, Head of Exploration at UNDP Serbia's Accelerator Lab. "We needed to look at our population dynamics through multiple lenses to truly understand what's happening." With Serbia facing this severe demographic decline, the Accelerator Lab experimented with new ways to capture and analyze migration data. Moving beyond traditional census data that only provided snapshots every ten years, they worked to establish partnerships with telecom companies and explored how social media platforms could help track population movements in near real-time.[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-13-serbias-depopulation-challenge#endnote-2) Their exploration began by analyzing data from the World Bank-LinkedIn collaboration[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-13-serbias-depopulation-challenge#endnote-3) , which provides aggregated data on skills and migration patterns. This revealed critical patterns: the outflow of researchers, international affairs experts, and financial services professionals to Western European countries, the United States, and United Arab Emirates. Building on these insights, they analyzed Google search patterns to track where Serbian diaspora communities were forming, discovering significant clusters of healthcare workers in Germany and Austria. The next step forward came through a partnership with Serbia's largest telecom operator. "No one has ever given such a big dataset to anyone in Serbia before," Draško notes. The company provided anonymized data on mobile phone usage patterns covering over 270,000 users, enabling sophisticated analysis of internal mobility and migration trends. To amplify these efforts, the Lab launched a Depopulation Data Challenge, offering $50,000 in prizes to teams who could combine traditional and alternative data sources in novel ways. The winning solutions drew on diverse data streams, from Facebook advertising data to satellite imagery, to create predictive models of population movements. The captured data revealed surprising insights, such as the impact of COVID-19 on migration flows and the relationship between international collaboration and scientific productivity among Serbian researchers. Most importantly, the data challenge helped establish a sustainable approach to demographic monitoring by connecting private sector data owners with development practitioners. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-13-serbias-depopulation-challenge#key-takeaways) **Key takeaways** * **Build data partnerships:** Establish clear data sharing agreements that protect privacy while enabling meaningful analysis * **Start with a minimum viable approach:** Begin with publicly available data to refine research questions before pursuing more complex partnerships * \*\*Combine multiple data sources:\*\*Layer different types of data to reveal patterns that single sources might miss * **Accept necessary trade-offs:** Recognize when aggregated or limited data can still yield valuable insights without requiring the most sensitive or detailed information * **Enable collective intelligence:** Create mechanisms like data challenges to tap into diverse analytical perspectives and methods. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-13-serbias-depopulation-challenge#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. Also see Cerovic (2019) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-13-serbias-depopulation-challenge#endnote-ref-1) 2. For more information see the blog “How alternative data can shed a new light on depopulation in Serbia” by Vladimir Nikitović and Draško Drašković (2022) and the case study in our “Collective Intelligence for Sustainable Development” report (Berditchevskaia, et al. 2021,pp. 20-22). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-13-serbias-depopulation-challenge#endnote-ref-2) 3. See World Bank Group (2024). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-13-serbias-depopulation-challenge#endnote-ref-3) [PreviousCapturing data](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data) [NextVignette 14: Togo's radio mining](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-14-togos-radio-mining) Last updated 2 days ago --- # Capturing data | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FHShGzsNydooa4jaSGq8v%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=c039e77a&sv=2) Capturing data involves gathering diverse information from alternative sources to reveal patterns that traditional data collection methods might miss. We seek out real-time, local, and often overlooked data streams – from radio conversations and satellite imagery to social media analysis and community mapping – to develop a more nuanced understanding of complex issues. Capturing data democratizes insights by giving voice to communities often overlooked in traditional data collection, ensuring more inclusive decision-making. It enables timely responsiveness with real-time information about changing conditions that matter for sustainable development. By diversifying our data sources beyond official statistics, we can detect weak signals of change, identify emerging needs, and understand how communities are already adapting to challenges. For this practice, consider non-traditional data sources not just as tools for detecting signals and uncovering patterns, but also as enablers that make communities more adaptive, responsive and resilient. When communities access real-time information about their own situations, they can understand the present moment and act on emerging challenges as they unfold. By contrast, traditional data often arrives too late to inform decisions in fast-moving environments. This delay leaves us one step behind, playing catch up with a reality that has already moved on. With real-time data, the focus moves from data collection and analysis to community action and response. When collecting data, it's essential to take ethical considerations into account, including consent, privacy, and the potential for harm, particularly when working with vulnerable communities. Data collection should be designed as empowering rather than extractive, ensuring those who generate data can access, understand, and benefit from the resulting insights. We must also consider data quality, representativeness, and the technical capabilities needed to process diverse data types. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data#what-we-do-to-make-big-steps-forward) What we do to make big steps forward -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data#tapping-into-real-time-data) Tapping into real-time data We tap into data streams already being generated through everyday activities: social media conversations, radio call-ins, satellite imagery, mobile phone patterns, and sensor networks.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data#endnote-1) We also work with communities like farmers tracking weather patterns, citizens monitoring air quality, or youth documenting urban changes to gather on-the-ground observations. The value of these non-traditional sources lies not just in what they capture, but when they capture it: providing immediate feedback rather than historical snapshots. By working with existing data flows and mobilizing communities as data collectors, we capture information as it unfolds to reveal early warning signals and emerging patterns. This real-time approach turns everyday information into actionable insights, enabling faster responses to changing conditions. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data#diversifying-data-sources) Diversifying data sources We actively seek out information sources that reveal hidden [patterns](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#pattern) and perspectives overlooked by conventional methods. By combining diverse data sources – including open data, non-traditional sources, as well as traditional statistics – we create a more comprehensive picture of complex situations. This multi-source approach helps us understand how people move and adapt, reveal concerns that official statistics miss, and identify community needs that don't appear in formal assessments. Each data source brings unique insights that, when woven together, help us better understand the multiple dimensions of development challenges and find entry points for system change. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data#building-data-partnerships) Building data partnerships We build partnerships with diverse actors across the data ecosystem, from government agencies and private sector entities to research institutions and local NGOs. The private sector in particular ( including telecom, finance, logistics, utilities, media and beyond) often holds critical data relevant to development challenges. These partnerships enable access to datasets like cadastral records, administrative registers, mobile usage patterns, transaction data, supply chain information, or satellite imagery that would otherwise remain siloed. Building these collaborations requires navigating data governance protocols, demonstrating public value, and establishing trust with both data holders and communities. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data#reflection-questions) Reflection questions These reflection questions help us identify data sources, establish data partnerships, navigate ethical considerations and ensure communities benefit from the insights their data reveals. * Which data is already being generated through everyday activities that could reveal hidden patterns? * Who holds valuable data in this ecosystem – government agencies, telecom operators, community groups, or others? What would motivate them to share it? * Which real-time information could help us detect early warning signals or respond to emerging challenges? * How do we ensure captured data represents diverse perspectives without reinforcing blind spots? * Who or what guarantees the accuracy and quality of the data we collect? * Which ethical considerations must we address – consent, privacy, or potential harm to vulnerable groups? * How can we ensure data collection empowers communities rather than extracts from them? * Can those represented in the data access, understand, and benefit from it? * How will data be collected, stored, and protected over time? #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data#methods-and-enabling-technologies) Methods and enabling technologies * [**Non-traditional data**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#non-traditional-data) tapping into social media, sensors, satellite imagery to unlock real-time information from everyday digital activities * [**Traditional/official data**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#traditional-official-data) using census, statistics, administrative records to establish baselines and provide historical context * [**Data collectives**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#data-collectives) to pool and connect datasets across organizations, generating insights that emerge from combined data * [**Citizen science**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#citizen-science) to enable communities to generate and analyze their own data about local conditions, revealing patterns when pooled across locations * [**Crowdsourcing**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#crowdsourcing) to tap into collective knowledge by gathering data and observations from large numbers of contributors * [**Microsurveys**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#microsurveys) to collect quick responses from communities through short, accessible questionnaires, commonly via mobile devices * [**Web and data scraping**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#web-and-data-scraping) to extract and consolidate publicly available data from websites, PDFs, and online databases for large-scale analysis * [**Internet of things & sensors**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#internet-of-things-and-sensors) to continuously monitor environmental conditions, resource usage, and community activities in real-time * [**Open data**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#open-data) to make datasets freely available for anyone to access, use, and analyze, enabling communities to generate their own insights * [**Geospatial data platforms**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#geospatial-data-platforms) to map community assets, resources, and patterns through location-based data * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------ 1. We make sure these data sources are anonymized. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data#endnote-ref-1) [PreviousVignette 12: Ecuador's Innovation Minga](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/empowering-communities-and-individuals/vignette-12-ecuadors-innovation-minga) [NextVignette 13: Serbia's depopulation challenge](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-13-serbias-depopulation-challenge) Last updated 1 day ago --- # Vignette 15: Mexico's positive deviance | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FSDtnYL9SHrqIgyqy1KdD%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=ca3e37d&sv=2) _Figure 30: Participatory cartography of places where women feel safe (green squares) and unsafe (red squares) in one part of Mexico City._ In Mexico City, where over two-thirds of women have experienced violence and around 90% of incidents go unreported, the UNDP Accelerator Lab sought to identify and understand public spaces that, despite sharing similar characteristics with more dangerous areas, were unexpectedly safer for women.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-15-mexicos-positive-deviance#endnote-1) Over more than two years, from March 2020 to June 2022, the team undertook this data-powered positive deviance study. The team used the Data Powered Positive Deviance[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-15-mexicos-positive-deviance#endnote-2) method to analyze crime data across 2,414 basic geostatistical areas (AGEBs) in Mexico City. "Instead of focusing only on symptoms, we mapped the entire system to understand deeper patterns," explains Gabriela Ríos, Head of Exploration at UNDP Mexico's Accelerator Lab. Working with Codeando México, they combined diverse data sources, from investigation files and urban infrastructure data to socioeconomic indicators. They categorized crimes by severity and used statistical modeling to identify areas with lower crime rates than predicted. Through clustering analysis, they examined how factors like population density, marginalization indices, and daily commuter patterns affected women's safety. A breakthrough came when the analysis revealed that some areas with characteristics typically associated with higher crime rates, like informal commerce, financial services, and bars, actually showed better safety outcomes. This suggested there were hidden factors making these spaces safer that couldn't be explained by traditional assumptions. To validate these statistical findings and understand factors that couldn't be captured in quantitative data, the team designed a qualitative research phase. They used a range of ethnographic techniques, including participant observation, feminist participatory cartography (Figure 30), and exploratory walks. Working with Cohesión Comunitaria e Innovación Social A.C., they investigated how the occupation of public spaces, interactions between people, and perceptions of safety contributed to women's actual safety in 16 carefully selected AGEBs. The project established new ways of understanding safe public spaces by leveraging positive deviance through a combination of quantitative data analysis with deep community insights.. The findings are being used by Mexico City's Ministry of Women, Ministry of Citizen Security, and other government agencies to inform policy decisions and urban interventions that can make public spaces safer for women. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-15-mexicos-positive-deviance#key-takeaways) **Key takeaways:** * **Combine unusual and traditional data sources:** Mix investigation files, urban infrastructure data, and socioeconomic indicators to reveal patterns invisible through single data streams * **Dig deeper into surprising findings:** When areas with "risk factors" like bars and informal commerce show better outcomes, investigate what's really happening behind these counterintuitive patterns * **Let the data guide your fieldwork:** Use statistical analysis to identify which places are worth visiting and what specific questions to ask when you get there * **Choose research methods that fit your context:** Use approaches like community mapping that can capture people's real experiences in ways your data cannot * **Build partnerships that span the research-to-policy gap:** Engage government agencies from the start to ensure findings translate into actionable urban interventions and policy decisions. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-15-mexicos-positive-deviance#notes) Notes -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. Also see Cervantes, Ríos, and Soto (2021); Rios Landa (2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-15-mexicos-positive-deviance#endnote-ref-1) 2. UNDP, GIZ Data Lab, & University of Manchester (2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-15-mexicos-positive-deviance#endnote-ref-2) [PreviousAnalyzing data and generating insights](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights) [NextVignette 16: Zanzibar's JozaniAI](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-16-zanzibars-jozaniai) Last updated 2 days ago --- # Vignette 16: Zanzibar's JozaniAI | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2F1C5eTGXmOsmMde5LDs3N%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=5f5f3805&sv=2) _Figure 31: JozaniAI – A tourism dashboard in Zanzibar to monitor sentiments about specific aspects._ When annual surveys revealed that only around 15% of tourists returned to Zanzibar after first visit, UNDP Accelerator Lab Tanzania partnered with the Zanzibar Commission for Tourism (ZCT) and the SDG AI Lab to explore a new approach. "We wanted to find ways to build resilience in the sector and competitiveness," explains Tabea Rambuni, Head of Experimentation. For an island where tourism contributes over 50% of the economy and serves as the largest employer, improving visitor experiences was critical to sustainable development. Instead of relying on periodic surveys alone, the team experimented with analyzing real-time online feedback from platforms like TripAdvisor, Booking.com, and AirBnB using an innovative method known as Aspect-Based Sentiment Analysis (ABSA).[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-16-zanzibars-jozaniai#endnote-1) The work began in December 2022, with early scoping and co-design sessions. By mid-2023, the team had developed and tested a prototype of the AI model, later named JozaniAI[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-16-zanzibars-jozaniai#endnote-2) (see Figure 31), in collaboration with the UNDP’s SDG AI Lab in Istanbul. The platform categorized tourist sentiments around specific aspects such as hotel cleanliness, service quality, Wi-Fi, and transportation, assigning positive, negative, or neutral scores to each. This allowed policymakers and service providers to go beyond general impressions and act on highly targeted feedback. Key insights quickly emerged during experimentation. Visitors praised the natural beauty and friendliness of locals but raised concerns about internet access, inconsistent service quality, and transport reliability. In response, several businesses validated the responses during stakeholder engagements. The Zanzibar Commission for Tourism sought to use the data to adjust training priorities and inform promotional strategies. At such a short period of time, the initiative has accelerated service improvement cycles and shifted the culture toward evidence-based decision-making by moving from static data to dynamic intelligence. The co-creation process was central to the platform’s success. Through hackathons, policy lab engagements, and continuous feedback loops, over 80 stakeholders, from government agencies to youth-led tech hubs, shaped the platform's design and application. This participatory process built local ownership and ensured that the dashboard’s visualizations and indicators were aligned with actual operational needs. While initially built for tourism, the platform’s design as a digital public good, with open-source architecture and API integration, attracted attention from other sectors. Transport regulators, municipal planners, and health sector innovators expressed interest in adapting the model for citizen feedback. In early 2024, Malawi’s UNDP Accelerator Lab initiated its own pilot using the same ABSA methodology to explore tourist experiences along Lake Malawi. In Zanzibar, the model also inspired spin-off experiments. The platform was used to identify under-visited attractions and develop targeted interventions, including the launch of the Kizimkazi Hiking Loop and a mobile app built in collaboration with the State University of Zanzibar. These efforts combined AI, community mapping, and local tourism promotion to unlock value in lesser-known destinations. Over time, the data culture has deepened. Tourism actors now routinely consult the dashboard for decision-making, and youth innovators have gained new skills in AI and data storytelling. What began as a diagnostic tool has evolved into a strategic asset, accelerating innovation and policy agility in Zanzibar’s tourism sector. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-16-zanzibars-jozaniai#key-takeaways) **Key takeaways:** * **Begin with needs, not technology:** Identify specific challenges, like low tourist return rates, and understand what stakeholders need to improve before designing technological solutions * \*\*Build for sustainability:\*\*Follow digital public goods principles to create solutions that can be adapted and reused by others * **Focus on actionable insights:** Transform complex data into clear visualizations that enable evidence-based decision making * **Create feedback loops:** Regular sprints and stakeholder sessions help capture evolving needs and ensure continuous improvement * **Plan for skill development:** Ensure users have the capability to effectively utilize new data tools and platforms. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-16-zanzibars-jozaniai#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. For more on the initial stage of this initiative, see the blog by Peter Nyanda (2024). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-16-zanzibars-jozaniai#endnote-ref-1) 2. https://www.jozani.ai [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-16-zanzibars-jozaniai#endnote-ref-2) [PreviousVignette 15: Mexico's positive deviance](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-15-mexicos-positive-deviance) [NextSeeking existing solutions](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions) Last updated 2 days ago --- # Vignette 17: Sierra Leone's Hotline 2030 | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2Fo0kWzHy0RafVGYImO23F%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=15c4e374&sv=2) _Figure 32: UNDP Accelerator Lab Sierra Leone launches Hotline 2030 with partners Africell and Orange Sierra Leone to collect grassroots innovations nationwide._ "Change the lens," urged Akinyemi Scott-Boyle, Head of Solutions Mapping at UNDP's Accelerator Lab in Sierra Leone, addressing local leaders. "See innovators as the gems that could transform your communities." In a country known for gemstones, this metaphor resonated as UNDP's Accelerator Lab set out to discover grassroots innovations across Sierra Leone. The team trained 438 ward councilors and youth leaders across 16 districts to identify innovations in their communities. They created tools for data collection and established a toll-free "Hotline 2030" for innovators to share their work.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-17-sierra-leones-hotline-2030#endnote-1) Innovators reached out seeking financial support, technical guidance to improve their ideas, help with capacity building, and opportunities to collaborate. When innovators called, the Lab would record details of their solutions, then follow up with site visits to see the prototypes and conduct in-person interviews. The hotline proved especially valuable during the COVID pandemic, allowing the team to maintain connections with innovators when travel to regions wasn't possible. At the initial stage, the team collected more than 300 solutions and documented them in an Excel database. They later transitioned to using Kobo Toolbox, which enabled them to map solutions geographically and visualize their spread across the country. This mapping revealed young people actively developing solutions across sectors, from water management to energy systems. However, the team discovered that while ideas were abundant, innovators faced significant barriers. "The level of some prototypes was low because young people didn't have access to proper materials or modern equipment," explains Akinyemi. Many were using scrap materials, making it difficult to test or scale promising solutions. One example was a young inventor who developed a PICO hydro system for electricity but lacked resources to build it safely. This insight led to a shift in approach. Rather than focusing on individual solutions, the team recognized the need to strengthen the entire innovation ecosystem. To decentralize support and empower young innovators across Sierra Leone, four regional innovation hubs were established in university towns outside the capital, Freetown. These hubs, managed by regional universities in the East, South, North, and North-West, provide dedicated spaces where innovators could "build, break, design and improve their prototypes." The initiative set things in motion in the ecosystem. The team built partnerships with institutions like Limkokwing University to provide technical expertise in computer-aided design. They connected innovators with entrepreneurship support organizations to develop business skills, recognizing that success often lay in adapting solutions to local contexts. "Most ideas you've probably seen somewhere before," notes Aki, "but it's how you relate that particular solution within your context, within your community – that's where the innovation really comes in." As word spread about the lab's work, the hotline became a main contact point for communities looking for UNDP support across the country. Meanwhile, the solutions database proved useful for more than just keeping records; it helped connect innovations with development programs throughout the organization. The initiative also created changes in the broader innovation ecosystem. It encouraged collaboration among innovators with complementary expertise and caught the attention of other UN agencies like UNICEF and UNFPA, who started supporting innovation initiatives including investments in innovation hubs. Government officials began recognizing the potential of startups in Sierra Leone. Over time, this growing recognition led the government to develop a Digital Startup and Innovation Act. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-17-sierra-leones-hotline-2030#key-takeaways) **Key takeaways:** * **Create accessible channels for innovators to connect:** Provide multiple ways for innovators to reach out on their terms * **Document systematically for multiple purposes:** Build databases that serve different needs for your organization and other ecosystem actors * **Start simple, then evolve your documentation system:** Begin with basic tools and develop more advanced systems as new use cases and information needs emerge * **Broker connections between innovations and programs:** Use documentation systems to actively match grassroots solutions with existing development initiatives and funding opportunities * **Build momentum by engaging the broader ecosystem:** Celebrate grassroots innovation to attract attention from government, agencies, and institutions. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-17-sierra-leones-hotline-2030#notes) Notes --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. See UNDP Sierra Leone (2020) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-17-sierra-leones-hotline-2030#endnote-ref-1) [PreviousSeeking existing solutions](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions) [NextVignette 18: Philippines' SalikLakbay](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-18-philippines-saliklakbay) Last updated 2 days ago --- # Vignette 14: Togo's radio mining | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FklD4Cy2HqnQYonZaK4A9%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=1f58bce8&sv=2) _Figure 29: The General Secretary Kotor Essi Yayra attended radio Victoire FM 96.3 to talk about the impact of COVID 19 to domestic workers in Togo (from Flicker/IDWF)_ When COVID-19 lockdowns began in Togo, UNDP could no longer collect data through conventional methods to understand community needs. "We were like in the blind," reflects Yem Ahiatsi, Head of Solutions Mapping at UNDP Togo's Accelerator Lab. The Country Office had no way of gathering sufficient data for decision-making or responding to government requests for information. It would have been easy to use online surveys or social media as a data source for conducting a perception study. However, that approach would exclude people in isolated areas without internet access. The Accelerator Lab team therefore turned to an unconventional data source: Togo's rich radio landscape, with over 75 public and private stations serving as forums for community expression. "This channel has the advantage of eliminating response biases, where respondents frame their opinions to show themselves in a favorable light to society or the interviewer," explains the team. By mining radio conversations, they could reach a representative population while capturing more authentic perspectives.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-14-togos-radio-mining#endnote-1) Working with the Centre for Web Observation and Analysis (COAWEB), the Accelerator Lab analyzed content from 32 interactive radio broadcasts on Radio Lomé (the national station) and 12 community radio stations with strong regional audiences. As a data source, broadcasts in five languages (Ewe, French, Kabyè, Mina, and Tem) were used to ensure inclusivity across Togo's diverse linguistic communities. Each broadcast included street interviews and call-in segments where people shared experiences about COVID-19, from misconceptions about the virus to impacts on their livelihoods. Participants were informed that their contributions would be used to understand trends and advise the government. This approach revealed deeper insights than traditional surveys. The team found that radio conversations provided more inclusive and candid perspectives than social media could have provided, with callers expressing themselves more freely and sharing more detailed opinions. Over 200 participants contributed through street interviews and call-ins, reaching an estimated audience of 5.2 million people, representing the majority of Togo's population. Converting radio conversations into analyzable data proved challenging. "The biggest challenge was the audio transcription," Yem reflects. "It was done manually. It took a lot of time and even the analysis kind of required specialized skills and tools." The team had to dedicate significant additional resources to transcribe broadcasts, particularly those in local languages, which extended the project timeline by several weeks. The insights gathered informed both COVID-19 response strategies and subsequent radio programs designed to combat misinformation. The team shared their findings with health authorities and NGOs involved in pandemic relief, which helped shape more effective communication and intervention strategies based on the actual concerns of the community. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-14-togos-radio-mining#key-takeaways) **Key takeaways:** * **Identify inclusive data sources:** Consider how your data collection approach might exclude vulnerable populations and seek alternative channels that can reach diverse groups * **Include multiple languages:** When working in multilingual contexts, design data collection strategies that accommodate linguistic diversity to prevent excluding important perspectives * **Ensure informed consent:** When collecting data through public forums like radio shows, clearly communicate to participants how their contributions will be used * **Plan for resource-intensive processing:** When using non-conventional data sources like audio recordings, allocate sufficient time and expertise for processing raw data into analyzable formats * **Engage specialist partners early:** Collaboration with organizations possessing relevant expertise (like COAWEB for media analysis) can significantly enhance the quality of data collection and interpretation. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-14-togos-radio-mining#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. For more information about this radio mining initiative see PNUD Togo (2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-14-togos-radio-mining#endnote-ref-1) [PreviousVignette 13: Serbia's depopulation challenge](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-13-serbias-depopulation-challenge) [NextAnalyzing data and generating insights](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights) Last updated 2 days ago --- # Vignette 19: Sudan's solution fair | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FnwabuliCuBMOUGGFCu2Y%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=4e15f279&sv=2) _Figure 34: Innovators celebrating and sharing their innovations at Sudan's Solution Fair._ "Nobody had asked the question before – what do development solutions look like in Sudan? Where are they? What are they doing?" reflects Basma Saeed, Head of Solutions Mapping at UNDP Sudan's Accelerator Lab. These simple questions led to Sudan's first development ecosystem forum that would reveal how local solutions connect and evolve. The team began by casting a wide net, using an open questionnaire to understand what solutions existed across the country. From 108 responses, they selected 56 solutions spanning private sector, academia, public institutions, and what they called "mutants"[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-19-sudans-solution-fair#endnote-1) – innovative solutions that didn't fit conventional categories. These were arranged in an exhibition hall by stakeholder groups for a three-day Solution Fair in February 2020 (Figure 34). What emerged surprised everyone. Rather than just showcasing individual solutions, the fair created conditions for the ecosystem to see itself. "For the context of my country, Sudan, nothing like this has actually happened before," notes Saeed. Solutions began forming unexpected connections: some became funders for others, while some discovered complementary approaches to shared challenges. In one case, two energy solutions working at different scales – one focused on household solar power, another on larger infrastructure – discovered how their approaches could complement each other. The fair's impact extended far beyond its three days. When COVID-19 hit Sudan at its peak in April, the community of 56 solutions became a valuable network for understanding how grassroots innovations were adapting to the crisis. Some solutions had to close, but others rapidly pivoted their models to respond to new challenges. The network also revealed unexpected gems, like the "Solar-in-the-Box" prototype, which gained new relevance during Sudan's energy crisis, eventually leading to a €2.5 million partnership to deploy solar-powered facilities supporting women-owned enterprises in conflict-affected communities. "The fair ended up creating a bridge between stakeholder islands that tend to stay within rigid boundaries," explains Saeed. This bridge-building created new opportunities for policy engagement. "The government is beginning that initial exercise to put the frameworks for what an innovation policy would look like," she notes. "We're starting from scratch with the policy at a national level and we want grassroots to be on the table from day one." The fair also led to concrete partnerships: UNDP's governance team began working with one of the solutions, while another solution found an investor during the fair itself. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-19-sudans-solution-fair#key-takeaways) **Key takeaways:** * **Openly share solution data:** A solution fair is one step in a longer process of collecting and sharing data. Share solutions data (with consent) to enable continuous ecosystem learning beyond the event. * **Facilitate organic connections:** Create an environment where collaborations emerge naturally among solution providers. * **Build bridges between levels:** Help grassroots solutions connect with institutional resources while ensuring institutions learn from ground-level innovation. * **Look for unexpected value:** Solutions that seem less relevant today may become crucial as circumstances change. * **Track long-term impact:** Maintain relationships with solution providers to understand their evolution and impact over time. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-19-sudans-solution-fair#notes) Notes --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. The word "mutant" may conjure up images of a creature stitched together from different animals, much like how the Platypus was thought to be a taxidermist's hoax when it first reached Europe in the 18th century ("Platypus," 2024). In this vignette we refer to mutants as uncommon innovation actors – who combine different approaches and disciplines in unconventional ways – that operate at the edges of traditional development (Quaggiotto, 2016). Due to their unconventional nature, development institutions often struggle to engage and work with them, leaving a significant pool of talent and expertise untapped. Sudan's Solution Fair demonstrates how creating the right environment can help mutants and development institutions connect and collaborate. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-19-sudans-solution-fair#endnote-ref-1) [PreviousVignette 18: Philippines' SalikLakbay](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-18-philippines-saliklakbay) [NextExploring new options and alternatives](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives) Last updated 2 days ago --- # Vignette 18: Philippines' SalikLakbay | Collective R&D: A Practice Guide "When we look closely enough and allow ourselves to embrace the possibilities, we realize that innovation is everywhere," reflects late Rex Lor, Head of Solutions Mapping at UNDP Philippines. This observation emerged from a solution walk through Quiapo, one of Manila's oldest commercial districts, where Rex and his team set out to discover grassroots innovation. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FDBDMKlc4QqvOVtiONsks%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=d60393a6&sv=2) _Figure 33: Rex Lor taking his colleagues on a solution walk._ The practice they developed, called "SalikLakbay" (combining the Filipino words for research and journey), structures the process of identifying local solutions. One morning in 2019, Rex gathered a group of UNDP staff members at their office for a solution walk[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-18-philippines-saliklakbay#endnote-1) (Figure 33). After orienting the team to the SalikLakbay Field Guide,[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-18-philippines-saliklakbay#endnote-2) they set out to document innovations in Quiapo's streets. Their first finding came in a workshop tucked under a staircase in an old building. Here, they met Roland, a local technician whom other workers described as their go-to person for hard-to-fix technical problems. His workspace contained a modified soldering iron and vintage oscilloscope. Roland's expertise lay in complex repairs: taking apart whole motherboards, cannibalizing them for parts, and reconstructing them into working systems. As the team explored further, they discovered the "Piso-gadgets" phenomenon: coin-operated machines providing various services throughout the district. These machines, from internet kiosks and gaming consoles to water dispensers and WiFi hotspots, were expressions of what locals called the "sachet economy," where extreme poverty meant people could only afford services in very small increments, paying just a few cents at a time for basic needs like internet access. The informal ecosystem of innovation became apparent through conversations with local technicians. As Francis Capistrano, Head of Experimentation at UNDP Philippines Accelerator Lab, discovered, "They would always say I'd learn on my own or someone taught me through apprenticeship. There also exists a form of hierarchy and a loose network of hackers where they know who's good at what." This revealed how knowledge and skills were transmitted through informal but effective networks. The team observed a natural specialization among shops, with different vendors focusing on specific parts or services while maintaining a collaborative environment where knowledge and discoveries were readily shared. This "coopetition" – a blend of competition and cooperation – enabled innovations to spread through knowledge-sharing and apprenticeship networks. The solution walk revealed innovation happening beyond traditional spaces like tech startups and design houses. This early experience of walking together with colleagues legitimized solutions walks as a method within UNDP, helped build a solutions mapping capability, and led to collaboration with the Department of Science and Technology. What began as a single walk in Quiapo has since evolved into an established practice, institutionalized by the Department of Science and Technology through their GRIND Programme,[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-18-philippines-saliklakbay#endnote-3) and now operates independently across diverse contexts from urban markets to mountainous indigenous communities. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-18-philippines-saliklakbay#key-takeaways) **Key takeaways:** * **An easy and accessible method for anyone:** Solution walks require minimal training and no special equipment – just curiosity and respect. They provide an easy way to demonstrate the value of mapping grassroots innovations. * **With an open or predefined lens:** Walk with an open lens to discover unexpected innovations, or focus on specific issues based on your learning objectives. * **Walking together:** Walking with colleagues and partners enriches the process; different perspectives reveal multiple dimensions of innovation while building organizational capability. * **Seeing what is hidden**: Observing and engaging with communities reveals innovations, underlying needs, social networks, and capabilities that might not be immediately apparent. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-18-philippines-saliklakbay#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ 1. Also see Rex Lor’s (2021) blog. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-18-philippines-saliklakbay#endnote-ref-1) 2. UNDP Accelerator Labs Philippines (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-18-philippines-saliklakbay#endnote-ref-2) 3. See for example Taghoy (2023) and Bernadas (2025). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-18-philippines-saliklakbay#endnote-ref-3) [PreviousVignette 17: Sierra Leone's Hotline 2030](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-17-sierra-leones-hotline-2030) [NextVignette 19: Sudan's solution fair](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-19-sudans-solution-fair) Last updated 2 days ago --- # Vignette 20: North Macedonia's Dream Labs | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FazvqbcINlQSfQwgRvWWn%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=1726f8ea&sv=2) _Figure 35: A Dream Lab on sustainable water management in North Macedonia._ North Macedonia faces with social and political polarization, a prolonged EU accession process, economic uncertainty, and a degree of disconnection between the public and policy-making, coupled with institutional distrust. In 2021, the UNDP Accelerator Lab in North Macedonia explored ways to involve diverse stakeholders in policy-making, learn from global innovations, build societal capacity for future challenges, and collectively define and work towards shared aspirations for the country's development. To answer fragments of these questions, UNDP in North Macedonia designed the Dream Labs[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-20-north-macedonias-dream-labs#endnote-1) (Figure 35). It was the product of a co-design process between UNDP’s Governance and the Accelerator Lab team, and multiple stakeholders involved in the National Development Strategy process in North Macedonia. The initial framework came from Dark Matter Labs, who suggested to an 'imagination infrastructure.'[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-20-north-macedonias-dream-labs#endnote-2) The UNDP team then refined this through discussions with partners and national counterparts to adapt it for the local context. They drew upon their colleagues' experiences with futures methods and foresight playbooks, refining their approach iteratively as they learned. "We were certain that we wanted to have diverse input," explains Lazar Pop Ivanov, Head of Experimentation at UNDP. "People that are not usually part of public policymaking processes were very important to be part of this." The team also insisted that the content produced within the Dream Labs should feed directly into programming and policy, such as the National Development Strategy that was adopted in 2024 by the Macedonian Parliament, ensuring participants could see concrete results. Rather than getting trapped in present-day political polarization, the labs encouraged participants to explore development scenarios 5, 10, 15 and 20 years ahead, working backward to identify pathways forward. Since its adoption, Dream Labs had engaged over 10,000 citizens in constructing societal visions for the decades ahead and mapping capability gaps. The initiative expanded beyond UNDP, with institutions like the Macedonian Academy of Arts and Sciences adopting the methodology. The labs' insights shaped policy conversations and helped experts and institutions frame key documents differently. The Dream Labs established clear principles: they had to be inclusive and engaging for all citizens, informed by evidence, collaborative in nature, and experimental in format. Most importantly, they centered on the premise that societies can collectively imagine futures together[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-20-north-macedonias-dream-labs#endnote-3) . The results fed directly into North Macedonia's National Development Strategy, demonstrating how participatory imagination could reshape traditional planning processes. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-20-north-macedonias-dream-labs#key-takeaways) **Key takeaways:** * **Create spaces for collective imagination:** Bring together unusual combinations of stakeholders who rarely interact to generate new perspectives and explore various future scenarios and possibilities. * **Connect vision to action:** Ensure imaginative exercises translate into concrete actions that influence policy and programming. * **Embrace experimentation:** Test different formats and approaches (online, offline, short sessions, full-day workshops) to find what works best. * **Build lasting capacity:** Train institutions to facilitate their own futures exercises, embedding this practice into their policy processes. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-20-north-macedonias-dream-labs#notes) Notes ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. Pop Ivanov & Cvetanovska Gugoska (2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-20-north-macedonias-dream-labs#endnote-ref-1) 2. See Lapalme, Grettve & Zaidi (2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-20-north-macedonias-dream-labs#endnote-ref-2) 3. Also see the work of Geoff Mulgan (2020) and Cassie Robinson (2022) on social imagination. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-20-north-macedonias-dream-labs#endnote-ref-3) [PreviousExploring new options and alternatives](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives) [NextVignette 21: Cameroon's solar kiosks](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-21-cameroons-solar-kiosks) Last updated 2 days ago --- # Analyzing data and generating insights | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FfJavk6m4wFjnE26o47FV%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=d537b3f6&sv=2) Data becomes useful when we derive meaning from it. Through analysis, visualization, and collaborative interpretation, we uncover [patterns](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#pattern) and relationships that would otherwise remain hidden in the complexity of sustainable development challenges. Data analysis helps us spot patterns that matter, like communities achieving better health outcomes despite fewer resources, or early warning signs of environmental stress. We combine different types of data (surveys, satellite imagery, community observations) to build a fuller picture of what's happening. This helps us understand where to focus efforts and which approaches show promise. The value of this practice lies not just in technical analysis, but in democratizing data interpretation. When we make analysis accessible and collaborative, we tap into collective intelligence – communities often understand the context behind the numbers better than any algorithm. This approach requires balancing analytical rigor with cultural sensitivity, ensuring our methods respect local knowledge while revealing new perspectives that inform action. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights#what-we-do-to-make-big-steps-forward) What we do to make big steps forward -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights#leveraging-technology-to-scale-and-democratize-analysis) Leveraging technology to scale and democratize analysis We use machine learning, data science tools, and visualization platforms to work with data at scales and speeds impossible through manual methods. Technology allows us to analyze millions of data points and help us spot patterns humans would miss. We integrate diverse data streams – from satellite imagery and mobile phone records to community observations and traditional knowledge – creating richer pictures of complex realities. By turning all this data into accessible dashboards, we democratize insights that would otherwise require specialized expertise. The key is choosing the right technology for each context – sometimes a simple visualization is more powerful than complex AI if it helps communities act on their data. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights#revealing-patterns-through-visualization) Revealing patterns through visualization We transform raw data into visual narratives that make complex patterns immediately visible and understandable. Through interactive dashboards, maps, and infographics, we help stakeholders see connections they couldn't grasp in spreadsheets or reports. For communities, visualizations can reveal patterns of behavior that explain negative effects they're experiencing. These visualizations enable different actors, from community members to policymakers, to quickly understand what the data shows and discuss what it means. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights#building-capacity-for-participatory-analysis) Building capacity for participatory analysis We invest in developing analytical capabilities within communities, recognizing that those closest to the challenges often understand the data best. Through hands-on workshops, we help people develop basic data analysis skills, learning to ask better questions of their data and identify patterns that external analysts might miss. These participatory sessions reveal the "why" behind the numbers: the cultural practices, historical context, or hidden dynamics that explain what the data shows. This creates distributed networks of practitioners who can generate insights grounded in both data and lived experience. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights#making-data-a-shared-resource) Making data a shared resource We make data accessible and usable to all stakeholders, not just experts. Through open platforms and dashboards, we enable communities to analyze and act on data about their own situations. When communities can access previously hidden information, they gain new perspectives on how local practices create broader impacts. We ensure data flows back to those who generated it, completing the cycle of empowerment rather than extraction. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights#reflection-questions) Reflection questions These reflection questions help us analyze data in ways that empower communities, surface important patterns, and generate insights that inform decisions and drive action. * Whose data are we analyzing, and do they have access to the insights we're generating? * Are we analyzing data with communities – and developing their analytical capabilities as well – or just analyzing data about them? * What patterns have emerged from our analysis? Which ones challenge our initial assumptions? * What contextual knowledge do communities have that could explain the patterns we're seeing? * What biases or assumptions might be embedded in our data sources or analytical methods? * Are our learning questions still relevant based on what the data reveals? What new questions are emerging? * How can we present insights in ways that make sense to those who need to act on them? * How do we ensure insights flow back to those who generated the data, not just to decision-makers? * What local capacity exists for ongoing data analysis, and how can we strengthen it? #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights#methods-and-enabling-technologies) Methods and enabling technologies * [**Data science**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#data-science) to use computational techniques that reveal hidden patterns, correlations, and trends in complex datasets, making them actionable * [**Data visualization**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#data-visualisation) to turn complex datasets into maps, charts, and graphics that reveal patterns and make them accessible * [**Collective intelligence design**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#collective-intelligence-design) to integrate crowd insights, expert knowledge, and data analysis into comprehensive understanding * [**Participatory analysis**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#participatory-analysis) to combine community knowledge with data analysis, building local capacity for ongoing interpretation * [**Citizen science**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#citizen-science) to enable communities to analyze their own data and turn it into locally actionable and useful insights * [**Geospatial data platforms**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#geospatial-data-platforms) to conduct spatial analysis that reveals geographic patterns in development outcomes * [**Artificial Intelligence**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#artificial-intelligence) to analyze massive datasets continuously, detecting emerging patterns and generating real-time alerts for communities * [**Interactive dashboards**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#interactive-dashboards) to make data accessible and give stakeholders tools to explore and analyze it on their own terms [PreviousVignette 14: Togo's radio mining](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/capturing-data/vignette-14-togos-radio-mining) [NextVignette 15: Mexico's positive deviance](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-15-mexicos-positive-deviance) Last updated 1 day ago --- # Epilogue: No Failure if There Is Learning | Collective R&D: A Practice Guide _This guide has been written from experience: arriving at learning through action. Insights emerge through action when we push the boundaries of what we already know. Sometimes called failure, we’ve followed the maxim credited to Nelson Mandela “I never fail: I either win or I learn.” This epilogue shares where the line was sometimes blurry; key_ [_paradoxes_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#paradox) _when we’ve tried – and not always succeeded – to balance between two opposing directions._ [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/epilogue-no-failure-if-there-is-learning#external-versus-internal-focus) External versus Internal (Focus) ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- We started this large Network of innovation labs aware of the pitfalls of isolated teams mandated to push boundaries but disconnected from core business and the wider organization. Our strategy was designed to have the Lab teams start with deep immersion into ongoing programs and core business, and assist teams to assess coherence of their work across silos and with the external environment. The R&D was meant to derive from this analysis of coherence, rather than chasing novelty. We made a conscious effort to embed the Lab teams into the wider organization – they ceremonially swore an oath of service,[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/epilogue-no-failure-if-there-is-learning#footnote-0) followed standard organizational procedures, and were encouraged to make themselves useful to the core business teams even if the scope of work didn’t meet the goals of collective R&D. “Are the Labs integrated (into the core organization)?” became an ongoing refrain. Regardless of how much we tried to encourage embedding, the myth that the Lab teams were somehow separate persisted. On the other hand, Lab teams reported that the more integrated they became into the wider organization, the less time and space they had to deliver on their R&D mandates. It became clear over time that without deliberate protection of an R&D mandate, the range of experiments would become narrower. The internal-external paradox emerged: is lasting internal organizational change triggered by evidence of a new world outside[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/epilogue-no-failure-if-there-is-learning#footnote-1) or based on evolving internal strategy? Should the results of R&D be handed over to teams inside the organization or is uptake among partners an easier lift? If inside the organization is the handover target, to what extent and how should it be monetized in order to sustain the R&D capability? Given the scope of this lab Network (115 countries at its largest), there wasn’t one definitive answer. We arrived at thinking about this as a paradox between exploration and implementation. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FRFhf3QHPRfaAUWk6sqgA%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=fdc4975c&sv=2) _Figure 63: The exploration-implementation paradox_ [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/epilogue-no-failure-if-there-is-learning#exploration-versus-implementation-risk) Exploration versus Implementation (Risk) ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- This is a core paradox that resonated with many audiences, even if a common verdict was never drawn. What became clear after many blurred lines was that neither extreme is ideal for units which are meant to develop new knowledge, create new [value](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#value) and find entry points for system transformation. Even where R&D teams succeed in establishing their legitimacy as discoverers of new possibilities, they risk becoming detached from the core business if they only pursue academic interests (extreme exploration). And at the same time, R&D teams that veer too far into implementation and only execute pre-defined agendas risk not bringing in the type of insights that create new value, and thus cease to be what they were designed for (extreme implementation). The learning sweet spot was most often found through trial and error: pushing too far in one direction or another. It appeared where R&D teams helped core business teams identify emerging opportunity and problem spaces, test solutions, tap into uncommon data sources, and work with new partners to apply innovations. Most often, and over time in the large organization the Accelerator Labs were part of, the pull was towards implementation more than exploration. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/epilogue-no-failure-if-there-is-learning#holding-space-versus-handing-over-revenue) Holding Space versus Handing Over (Revenue) ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- When we started this effort, our primary backer compared the Accelerator Labs to a shot of steroids for the organization: enough to accelerate the way it works but not a lifelong health plan. The underlying assumption was that capabilities, [mindsets](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#mindset) and [skills](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#skill) could be transferred to the core business after initial exposure. We never knew which innovation skills could be transferred, or to what extent, and we could have been more deliberate about figuring that out. Broadly speaking, the more technical a skill set, the harder it is to transfer to others. Data science was a good example (though the current generative AI boom is despecializing many such skills). At the same time, it is not always about highly technical skills, sometimes even mindsets aren’t transferable. The audacity to lean in performatively to a foresight exercise can make or break how people approach futures, helping them feel what futures could bring. But foresight theatrics, where one convincingly acts as if it is the future, cannot always be taught or transferred from a lab to core business teams. Once new ways of working are introduced, the question emerges: does the R&D team hand this over to core teams and take on new agendas, or is it necessary to hold space in that new way of working, and if so, for how long? This is a paradox where both extremes were felt across teams globally. The tension wasn’t only one born out of territorialism; in fact, that was rarely the problem since R&D teams are typically keen to let go and find the next new thing. More often, R&D teams felt they saw a future demand for something that the core business rejected, and we were sometimes stubborn in getting the message that the internal demand wasn’t there. This tension in the handover was most acutely felt when it came to who would pay. Multiple times, R&D teams in the network created prototypes which evolved into a new form of engagement with partners. But when it came to business development, they functioned as organizational public goods. They fed into business development but did not recover costs for their input. Beyond budgetary squabbles, this created serious consequences: it often meant that the skills to deliver an R&D approach were not available after the specialized design phase. This dynamic created a paradox between holding space for the R&D capability itself and assuming that once modelled, the core organization could take it up. The paradox of who pays for collective R&D is a difficult one to balance when working in public or social sectors. In the private sector or academic R&D, the investments for R&D come with clear dividends: new products and publications. In our experience, the dividends of R&D in sustainable development are less obvious, but we found that new insights, partnerships, and perspectives emerged as valuable outcomes. Getting public sector leaders to see R&D as an investment rather than an expendable budget line requires deliberate action to build legitimacy over time for collective R&D results. We came closest to finding the right balance in this paradox when we developed Collective R&D service lines,[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/epilogue-no-failure-if-there-is-learning#footnote-2) which enabled some cost recovery for R&D business development functions. If applied universally, these new functions would generate modest revenue, which would contribute to maintaining the open-ended R&D capability, allowing it to engage in a continuous cycle of exploration and handover, keeping core business happy by generating new business, while also protecting the space for R&D teams to do what they do best. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/epilogue-no-failure-if-there-is-learning#notes) Notes --------------------------------------------------------------------------------------------------------------------------------------------------------- 1. All UN staff take an Oath of Office upon joining. We made this a formal component of the Accelerator Labs onboarding bootcamp given the high number of people joining the UN for the first time in these roles. See: [https://www.unodc.org/pdf/iaol/oath\_of\_office.pdf](https://www.unodc.org/pdf/iaol/oath_of_office.pdf) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/epilogue-no-failure-if-there-is-learning#footnote-ref-0) 2. The often quoted Jack Welch (2005) "If the rate of change on the outside is faster than the rate of change on the inside, the end is in sight." [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/epilogue-no-failure-if-there-is-learning#footnote-ref-1) 3. See our “ [R&D Service Catalogue](https://drive.google.com/file/d/1L4CH0LP-YrFDYKNRINd3pPjIv8it-O9E/view) ” (UNDP Accelerator Labs (2025a). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/epilogue-no-failure-if-there-is-learning#footnote-ref-2) [Previous7\. Taking Collective R&D Further](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further) [NextGlossary](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary) Last updated 1 day ago --- # Acknowledgements | Collective R&D: A Practice Guide This guide was written by Bas Leurs, Gina Lucarelli, and James Boekbinder (December 2025) and has only been made possible through the contributions and support of many – past and present – colleagues, friends and partners. Foremost, we extend our gratitude to UNDP Accelerator Labs for embedding, developing, testing, growing and codifying our R&D practice: **Algeria**: Ahmed Walid Moulahoum, Ghania Outekhdidjet, Hamdi Sellami, Hanane Kaouane, Walid Abdelbari; **Angola**: Alberto Kapamba Hungulo, Cristina Da Cruz Fortes Lima Eneida, Daniela Lima, Judite da Silva; **Argentina**: Cesar Zarrabeitia, Lorena Moscovich, Maria Eugenia Lopes, María Verónica Moreno, Matias Acosta; **Azerbaijan**: Jasur Hasanov, Leyla Seyidzade, Nargiz Guliyeva, Royal Yolchuzada; **Bangladesh**: Iffat Anjum, M M Zimran Khan, Ramiz Uddin, Sarah Sabin Khan, Sohara Mehroze Shachi; **Barbados and the Eastern Caribbean**: Jordanna Tennebaum, Nikola Simpson, Shamar Ward, Veronica Millington; **Belarus**: Margarita Zmachinskaya, Mikita Bialiayeu, Piotr Sachek, Tatsiana Khiliutka, Viktoria Lavriniuk; **Benin**: André Félix Sossou, Fanny Leslie Maite Damiano Assogba, Georges Bessan Kakpo; **Bhutan**: Kunzang Wangmo, Tshering Choden, Tshering Wangmo, Tshoki Zangmo; **Bolivia**: Alberto Saavedra, Andrea Viviana Angulo, Diego Suarez Traverso, Patricia Choque; **Bosnia & Herzegovina**: Amina Omicevic, Arijana Drinic, Kemal Bajramovic; **Burkina Faso**: Abdoulaye Ouédraogo, Mossé Kadoum Ursule Carine, Zaongo - Ouedraogo Sidzabda Esther Eudoxie; **Cambodia**: Chivorn Sokh, Dany Vinh, Otdam Hor, Pagna Ukthan, Phynuch Thong, Tum Nhim, Vannaroith Sok; **Cameroon**: Anna Ebotenow Ojong Epse Kinyuy, Jean Paul Yves Mvogo, Jeannine Audrey Moneyang Yana, Serges Roberteau Tchoffo; **Cabo Verde**: Samory Araujo, Sofia Silva, Vladimir Fonseca; **Chad**: Assure Djerane Ndorangar, Deneguedmbaye Bidi Carole, Mabali Aristide; **Colombia**: Ana Maria Villar, Cristian Gil, Juan David Martín, Lina Fernandez, Sofía Paredes; **Congo**: Arold Akpwabot, Arsène Saya, Matt Glesmycene Seinzor; **Côte d'Ivoire**: Georgette Zamble, Mahama Gbane, Prisca Brou N'cho; **Democratic Republic of the Congo**: Jules Kabangu, Olivier Bampendi Mufuta, Pascal Mulindwa Bukuru, Serge Kusinza, Tatianna Binda; **Dominican Republic**: Jenniffer Taveras, Jerson Del Rosario, Sandy Ramirez; **Ecuador**: Ana M. Grijalva, Enrique Crespo, Maria Gabriela Ayala, Paulina Jiménez Aguilar; **Egypt**: Alik Mikaelian, Engy Abdelwahab, Yomna Saleh; **El Salvador**: Claudia Olmedo, Eduardo García, Maria Gabriela Gonzalez Lucha, Miguel Gutierrez, Victor Tablas; **Eswatini**: Mavie Thwala, Nontobeko Mlangeni, Zandile Mthembu; **Ethiopia**: Amanuel Tadesse, Netsanet Mekuria, Okelo Roro Fekadu, Wudasse Berhanu; **Georgia**: Elena Darjania, Khatuna Sandroshvili, Mariam Dangadze, Nita Gegeshidze, Sesil Verdzadze, Zurab Nabakhteveli; **Ghana**: Allen Anie, Fatima Farouta, Seth Akumani; **Guatemala**: Carlos Mazariegos, Javier Antonio Brolo, Paola Constantino, Shabnam Sabetian; **Guinea**: Lamarane Barry, Mianfing Condé, Moussa Camara, Zefira Diallo; **Guinea-Bissau**: Ana Djú, Euclides Cassama, Isa Bergh Lopes da Costa, Victor Pereira; **Haiti**: Jean Reginald Espady, Mickens Mathieu, Pierre Antoine, Pierre Faubert Lubin; **India**: Krishnan Srinivasaraghavan, Rozita Singh, Swetha Kolluri; **Indonesia**: Aisha Marzuki, Daniel Nathaniel Dyonisius, Muhammad Didi Hardiana, Rima Hasanah, Yulia Sugandi; **Iraq**: Hasan Ismaeel Abd Alkadum Al-Rubaiey, Noor Al-Kamoosi, Safa Al-Qoch; **Jordan**: Ahmed Abboushi, Aya Mocos, Ayah Younis, Hadil Habashneh, Mohammad Abumughli, Rua Al Abweh; **Kazakhstan**: Aizhan Kapysheva, Danabek Kaliazhdarov, Daniyar Mukitanov, Valeriya Tyo, Yerassyl Kalikhan; **Kenya**: Caroline Kiarie-Kimondo, Lillian Njoro, Victor Apollo Awuor; **Kyrgyzstan**: Ensi Tszie, Urmat Takirov, Viktoriia Petrova; **Lao PDR**: Ketmany Vilayvong, Korakot Tanseri, Lackuna Alounthong, Maniphet Phengsavatdy, Philomling Vilay; **Lebanon**: Elias Mouawad, Liliane Abou Zeki, Vrouyr Joubanian; **Lesotho**: Lebesa Nkune, Neo Matsoso, Teboho Khoali; **Libya**: Abdurhman Albasir, Ayad Babaa, Hanin Elhamdi, Osama Mansour, Waad Hmida; **Malawi**: Hazel Namadingo-Shaba, Mcdonald Nyoni, Soyapi Mumba, Wasili Mfungwe; **Malaysia**: Benjamin Ong, David Tan, Roshan Guharajan, Wan Nurul Hanani Wan Alkamar Shah, Yin Wei Chong; **Maldives**: Aishath Nayasheen Ahmed, Fathimath Lahfa, Hussain Rasheed, Khadeeja Hamid; **Mali**: Countel Kanne, Issa Djibril Bamba, Makhan Sacko; **Mauritania**: Abdel Ghader Khdeim, Hadietou Camara, Lalla Aicha Cheikh Sidi Hamou, Mohamedou Nasser Dine; **Mauritius (& Seychelles)**: Avinash Meetoo, Ayooshee Dookhee, Melany Anoushka Poorun-Sooprayen; **Mexico**: Gabriela Ríos Landa, Jorge Munguia Matute, Luis Fernando Cervantes García Rulfo; **Mongolia**: Aldarsaikhan Tuvshinbat, Bulgan Luuzandamba, Jargalan Bat-Orgil, Sanchir Jargalsaikhan, Telmen Erdenebileg, Zoljargal Gantumur; **Morocco**: Mahir Chekkoury, Najoua Soudi, Omar Agodim; **Mozambique**: Alexandra Antunes, Julieta Massango, Mario Chilundo, Neuza Buque, Timoteo Simone; **Namibia**: Geraldine Itana, Obert Mutabani, Omagano Kankodi, Yrika Maritz; **Nepal**: Aliska Bajracharya, Aman Shrestha, Binita Karki, Bisam Gyawali, Purnima Bajracharya; **Niger**: Assane Tchagam Mallam Boukar, Moustapha Sahirou Yacouba, Rachida Mani Kango Dan Koulou; **Nigeria**: Abigail Ony Nwaohuocha, Ayotunde Salau, Jamila Mohammad, Lantana Elhassan, Yetunde Adunni Rufai; **North Macedonia**: Ardita Zekiri, Igor Izotov, Lazar Pop Ivanov; **Pacific (based in Fiji)**: Filimoni Yaya, Marissa Asen, Mohseen Riaz Un Dean, Sagufta Janif, Zainab Kakal; **Pakistan**: Beenisch Tahir, Ehsan Gul, Javeria Masood, Zuhad Yousuf; **Programme of Assistance to the Palestinian People**: Ismail Abu Arafeh, Ruba Aladham, Tala El-Yousef; **Panama**: Aníbal Cárdenas, Betty Chemier, Jennifer Hotsko, Larissa Demel; **Paraguay**: Cecilia Vuyk, Cristhian Parra, Gustavo Setrini, Monica Rios; **Peru**: Camila Gonzalez, Gabriel Lama, Mariana Olcese; **Philippines**: Francis Capistrano, Irina Velasco, Rex Lor, Rosstyn Fallorina; **Rwanda**: Christa Munezero Uwamahoro, Maurice Rwamigabo, Vaster Kanyesigye; **Samoa (& Cook Islands, Niue, Tokelau)**: Kaisarina Salesa, Maria Bernard, Pragya Mishra; **Saudi Arabia**: Abdulrahman AlGhamdi, Layan Al Saud, Saud AlFassam; **Senegal**: Aminata Ba, Dominique Diouf, Hassanatou Sow, Ibrahima Khalil Ndiaye, Jose Albert Sylvain Ndione; **Serbia**: Bojana Visekruna, Drasko Draskovic, Irena Cerovic, Jelena Jovicic, Kristina Nikolic; **Sierra Leone**: Akinyemi Scott-Boyle, Benjamin Rogers, Leonard Vibbi, Tuzlyn Bayoh; **Somalia**: Ahmed Dirie, Hodan Ahmed Abdullah, Rahmo Hassan; **South Africa**: Evan Jacobs, Klariska Moodley, Simone Smit; **South Sudan**: Buay Jacob Tut, Jacqueline Aringu, Tong Atak; **Sudan**: Ali Muntasir, Basma Saeed, Wigdan SeedAhmed; **Syria**: Hasan Darwish, Kenda Alzaim, Montacer Barakat, Muaz Jadaa, Muhammad Hanana; **Tanzania**: Ghati Horombe, Godfrey Nyamrunda, Peter Nyanda, Tabea-Sarah Mbughuni; **Thailand**: Aphinya Siranart, Nutthapon Rathie, Pattamon Rungchavalnont; **The Gambia**: Abdoulie Kurang, Omar Jagne, Yahya Jammeh, Adama Jallow, Marie Mendy, Muhammed Chuka; **Timor-Leste**: Amaro Ximenes, Florindo Guterres da Costa, Francisco Amaral Godinho de Araujo, Grazela Maria Albino, Jorge de Carvalho Martins, Julio Fernandes Pinto; **Togo**: Komi Ognadon Aokou, Yawo Mensah Emmanuel Agnigbankou, Yem Kossivisoe Ahiatsi; **Trinidad & Tobago (Guyana & Suriname)**: Alan Cooper, Christalle Gemon, Gregory Smith, Keron Alleyne, Stefan Affonso; **Tunisia**: Azza Rajhi, Haytham Abhi, Mehdi Fathallah, Nadia Ben Ammar; **Türkiye**: Ceyda Alpay, Gokce Tuna, Gulsah Eker, Hansin Dogan; **Uganda**: Berna Mugema, Deborah Naatujuna Nkwanga, Hadijah Nabbale, Nathan Tumuhamye; **Ukraine**: Emil Koreniev, Ievgen Kylymnyk, Oksana Udovyk, Oleksiy Moskalenko, Olena Stalnikova; **Uruguay**: Alvaro Pena, Francisco Pons, Paula Mosera; **Uzbekistan**: Adham Kuchkarov, Farida Ahmatiy, Muzaffar Tilavov; **Viet Nam**: Anh Tran, Bui Hoa Binh, Nguyen Tuan Luong, Phan Hoang Lan, Tran Huong Giang; **Zambia**: Nampaka Nkumbula, Roselyne Mpundu Mwila, Salome Nakazwe; **Zimbabwe**: Gift Ntuli, Shamiso Ruzvidzo, Sharleen Mabisa Moyo, Violet Katiyo We also thank our colleagues from the Accelerator Lab global team for their drive to make the impossible possible: Alberto Cottica, Amadou Sow, Amy Elizabeth Bennett, Angelica Gustilo Ong, Eduardo Gustale, Emily Anderson, Erika Antoine, Ignacio Etcheverry, Jeremy Boy, Joshua Krause, Kal Joffres, Kymberly Bays, Lisa Royaee, Lorena Sanders, Lucy Ellen Gregersen, Luisa Monse, Lukas Boehnert, Maria Blanco, Maria Fare, Mirko Ebelshaeuser, Nicolas Medaglia, Priyanka Chaudhary, Soledad Bauza, Tayo Akinyemi, Yared Yaregal. We are grateful to our colleagues at UNDP for their unwavering support and encouragement: First and foremost, the visionary who held space, allocated resources, and always pushed for exploration in sustainable development, UNDP Administrator Achim Steiner (2017-2025). Gratitude for visionary advice and activation support to Alex Oprunenco, Almudena Fernandez, Ana Carolina Diaz, Ana Maria Diaz, Anthony Ngororano, Ayodele Odusola, Biplove Choudhary, Bradley Busetto, Carol Flore-Smereczniak, Constance Hybsier, Courtney Lawrence, Deshani Senanayake, Diastika Rahwidiati, Fadhil Bakeer, Fati Ba, Francine Pickup, Giulio Quaggiotto, Glen Mehn, Godfrey Mbayiki, Haoliang Xu, Ida Uusikyla, Irene Garcia, Jennifer Colville, Joseph D'Cruz, Kawtar Zerouali, Laura Hildebrandt, Laurel Patterson, Lejla Sadiku, Louisa Nora Mammeri, Mao Kawafa, Melanie Hauenstein, Michele Candotti, Milica Begovic, Mohammad Younus, Nicola Simpson, Reina Otsuka, Rob Opp, Roxani Roushas, Ruth Mwathi, Selva Ramachandran, Simone Uriartt, Soren Vester Haldrup, Tina Stoum, Xoán Fernández García, Yasas Thalagala. Our appreciation extends to our friends and partners for their co-creation with the Accelerator Lab network. Special thanks to Anil Gupta and Anamika Dey for building the foundations of our solutions mapping approach and teaching us that innovation in the margins are not marginal innovations! As a network of Ecosystems, we are grateful to many friends of the Accelerator Labs including: Ai Ohara, Akash Bhalerao, Aleks Berditchevskaia, Alexandra Albert, An Tran, Cheryl Jan Wakslak, Christian Busch, Clemens Kapler, Elizabeth Altman, Eric Von Hippel, Frank Nagle, Garci Iñigo, Geoff Mulgan, His Excellency Tshering Tobgay, Jesper Christiansen, John Lawrence, Kathy Peach, Kim Humby, Maria Mercedes Ansotegui, Marina Dimova, Mita Paramita, Naoise Boyle, Nicole Barling-Luke, Nojoud Ali Al-Dahri, Rita Marques, Rose Shuman, Rwodah Al Naimi, Stefannia Russo, Stella Printezi, Tina Molund, Toby Lowe, Yidan Yin, Yun Mi Antorini. The UNDP Accelerator Labs are thankful to the bravery and vision of its founding investors: the Federal Republic of Germany and the Qatar Fund for Development, along with Partners at Core for UNDP. Additional support was provided by action partners, including the Italian Ministry of Environment and Energy Security and the Japan Cabinet Office. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252Frj93orriH5vruOrTF1u3%252Fdonors.png%3Falt%3Dmedia%26token%3Da4b8f0bb-44ac-4954-91a7-4c7eaaccb60b&width=768&dpr=4&quality=100&sign=76f5aa2e&sv=2) **Creative Commons** ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2Fqyl29N38UMx5W9yyVBPK%2FUnknown%2520image&width=114&dpr=4&quality=100&sign=9387c089&sv=2) This work is licensed under the Creative Commons Attribution 4.0 International License. To view a copy of this license, visit [http://creativecommons.org/licenses/by/4.0/](http://creativecommons.org/licenses/by/4.0/) **Suggested citation** Leurs, B., Lucarelli, G., & Boekbinder, J. (2025). _Collective R&D: A Practice Guide for Sustainable Development_. UNDP Accelerator Labs. New York: United Nations Development Programme. [PreviousBibliography](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/bibliography) Last updated 2 days ago --- # Exploring new options and alternatives | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2Fa5vlGzXKgvTBMT4hj4Ly%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=d3eadb2a&sv=2) R&D unfolds at the boundaries of what we currently know, and what we can imagine. New options emerge from the margins of development ecosystems, early signals of change, new perspectives, untapped knowledge sources, emerging technologies, grassroot innovations and reimagining of what's possible. By looking beyond the obvious and deliberately exploring and co-creating new options, as well as creating space for serendipity and combining local knowledge with new data, digital tools, and experimental methods, we discover new potential pathways to sustainable development. This approach helps us identify solutions and practices that are more adaptable, resource-efficient, culturally relevant, and responsive to the dynamic nature of complex development challenges. These challenges require us to step outside our comfort zones, expand our understanding, develop new lenses and frames to see with, and adopt new mental models to think and imagine with. When exploring new options and alternatives, we must ensure the process is inclusive, bringing in the voices and perspectives of those who are or will be affected. This also enriches the exploration process itself, as diverse stakeholders often hold unique insights and knowledge that can reveal unexpected possibilities that might otherwise remain undiscovered. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives#what-we-do-to-make-big-steps-forward) What we do to make big steps forward -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives#exploring-the-adjacent-possible) Exploring the adjacent possible We systematically scan the edges of current realities to detect weak signals of change, emerging grassroots solutions, untapped data sources, and latent capabilities. This exploration requires deliberate attention to what already exists but lies just beyond our current awareness. By searching at the periphery of our perception, we discover solutions and innovations that are one step removed from becoming the next leap forward in making progress. This approach creates space for serendipity and bricolage, which is especially useful in situations with limited resources. By combining existing elements in new ways, we can discover unexpected possibilities or create sustainable development options. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives#developing-new-ways-of-seeing) Developing new ways of seeing Together with stakeholders, we develop new ways of looking at situations or issues through different lenses. Seeing an issue differently – or [reframing](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#reframing) it – helps us understand it in new ways, often revealing alternative opportunities that were previously invisible or considered impossible. Reframing shapes our attention by highlighting certain aspects while helping us "unsee" others. These new frames can also serve as powerful communication devices, enabling a wider range of ecosystem actors to understand a situation differently and create momentum for collective action. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives#exploring-alternative-futures-together) Exploring alternative futures together We collaborate with diverse stakeholders to imagine and understand multiple possible futures. Through participatory processes, we co-create scenarios exploring both what might happen and what these futures would mean for different actors, communities, and ecosystems. This collective imagining builds a shared understanding of possibilities, risks, and opportunities while developing our collective capacity to adapt to or shape these futures. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives#co-creating-new-possibilities) Co-creating new possibilities We bring together diverse perspectives, knowledge, and resources to generate solutions that no single actor could develop alone. By combining insights from grassroots innovators, technical experts, end-users and affected communities, we tap into the collective creativity and ability to solve problems and create solutions that are both technically sound, culturally appropriate, financially viable and address actual needs. This co-creation process not only yields better solutions but also builds ownership and agency within communities, enabling them to develop sustainable livelihoods. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives#reflection-questions) Reflection questions These reflection questions help us look beyond the obvious, challenge our existing thinking, develop new ways of seeing and reimagining what's possible. * Which mental models or frames are we currently using, and how might alternative perspectives reshape our understanding of the challenge? * Whose perspectives or knowledge are we currently overlooking that could reveal unexpected solutions? * Which structures and processes can we put in place to scan for, capture, and make sense of emerging signals of change? * How can we deliberately explore beyond our current awareness to uncover unseen solutions and capabilities? * How are we creating space for serendipity and unexpected discoveries in our exploration process? * How do we create spaces where diverse stakeholders can explore, imagine, and develop new possibilities together? * How can we build collective capacity to imagine and create alternative futures? Who should be involved in imagining and creating alternatives? * How can we ensure that stakeholders of different backgrounds understand what is taking place? #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives#methods-and-enabling-technologies) Methods and enabling technologies * [**Foresight**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#foresight) to explore multiple possible futures and prepare for uncertainty * [**Horizon scanning**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#horizon-scanning) to detect weak signals of emerging changes and assess their potential impact * [**Social imagination**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#social-imagination) to bring diverse stakeholders together to envision futures a generation ahead and find shared aspirations beyond current divisions * [**Co-creation**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#co-creation) to develop novel solutions by bringing together different types of knowledge, experiences and perspectives as equal partners * [**Solutions mapping**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#solutions-mapping) to find what exists already – in the adjacent possible – that might open new pathways * [**Prototyping**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#prototyping) to make tacit needs visible through tangible examples that help stakeholders see what they want * [**Behavioral insights**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#behavioral-insights) to understand challenges through a behavioral lens and apply psychological principles to address them * [**Innovation awards**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#innovation-awards) to raise awareness of specific development issues while identifying and attracting innovators for potential collaboration * [**Hackathons**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#hackathons) to rapidly generate diverse technology-driven options showing new possibilities [PreviousVignette 19: Sudan's solution fair](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-19-sudans-solution-fair) [NextVignette 20: North Macedonia's Dream Labs](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-20-north-macedonias-dream-labs) Last updated 1 day ago --- # Vignette 21: Cameroon's solar kiosks | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2F2TskaDyZTMK1sOGNh9wW%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=fb07b0b2&sv=2) _Figure 36: Field test of the "Solar Fast Food" stall at night_ When Hamza Youssoupha lost his father at age eight, he found himself on the streets of Yaoundé, joining thousands of other vulnerable youth struggling to survive. While he managed to start a small food stall, challenges with food storage and nighttime operations limited his ability to build a sustainable livelihood. Through previous interactions with street youths in Cameroon, the UNDP Cameroon Accelerator Lab identified a unique opportunity for collaboration. Recognizing the challenges these young people faced, such as their reliance on street food vending as a means of survival, the Lab aimed to co-create innovative solutions to enhance their livelihoods and facilitate their transition off the streets.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-21-cameroons-solar-kiosks#endnote-1) The team began by conducting field research, surveying 216 street vendors across Yaoundé and Douala. Through conversations with vendors like Hamza, three key challenges emerged: they couldn't preserve perishable goods without refrigeration, they lost potential income by being unable to operate after dark, and their makeshift stalls offered little protection from weather.[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-21-cameroons-solar-kiosks#endnote-2) The survey, carried out by ten student volunteers using the Kobo Collect app, helped map where these challenges were most acute and which vendors were already attempting their own solutions. The Lab brought together street youth, civil society organizations, and renewable energy engineers to co-create solutions. Working with Ocalucoper, an organization supporting street youth, they identified potential users and developed requirements for a solar-powered mobile kiosk equipped with refrigeration and lighting.This solution was chosen after analysis revealed solar power to be the most sustainable option for these vendors, eliminating recurring costs and bureaucratic hurdles associated with traditional electricity. "We tried to analyze to come up with concrete challenges and to understand if this hypothesis of Solar Mobile kiosk could really be a solution," explains Roberteau Tchoffo, Head of Experimentation at UNDP Cameroon’s Accelerator Lab. The team used an agile approach, continuously gathering feedback and refining the design through multiple iterations. Two teams of engineers worked on prototypes: one focused on supporting street food vendors (Figure 36), the other on fruit and vegetable sellers. They refined the designs based on weekly feedback from users about what worked and what needed improvement. The results were encouraging. Hamza's daily income increased by 60% with the new kiosk. "I can now sell at night, which I couldn't do before because of the lack of lighting," he noted. The design attracted new customers, particularly young students. More importantly, this initiative shifted perceptions of street youth, reframing them as potential catalysts for development rather than simply a security concern. This change in perspective led other development partners to invest in developing people's skills through targeted training. For instance, impressed by the initiative, one partner sponsored professional culinary training for Hamza and 11 other youth at a renowned Yaoundé restaurant. This highlights a broader shift towards recognizing and fostering the potential of these young entrepreneurs. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-21-cameroons-solar-kiosks#key-takeaways) **Key takeaways:** * **Map challenges directly with users:** Conduct thorough field research to understand the specific needs and challenges of the community, ensuring solutions are relevant and practical. * **Prototype and iterate:** Develop prototypes and incorporate regular feedback from users to refine and improve designs. * **Leverage existing networks:** Partner with organizations already working in the community to maximize impact and avoid duplication of efforts. * **Celebrate small beginnings:** Recognize that even small changes can significantly improve livelihoods; no change is too small. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-21-cameroons-solar-kiosks#notes) Notes ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. See Tchoffo (2024) for a more in-depth report on this initiative. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-21-cameroons-solar-kiosks#endnote-ref-1) 2. See Tchoffo (2023) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-21-cameroons-solar-kiosks#endnote-ref-2) [PreviousVignette 20: North Macedonia's Dream Labs](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-20-north-macedonias-dream-labs) [NextFinding out what works](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works) Last updated 2 days ago --- # Vignette 26: South Sudan's digital Sanduk | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FRkhkS2P6KGUsByqHOVV4%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=2705e9c3&sv=2) _Figure 41: Navigating the mGurush platform for the digitized Sanduk_ In Warawar, a border market between South Sudan and Sudan, communities have faced the challenge of accessing financial services. With no formal banks and multiple challenges ranging from floods to border insecurity, local traders developed their own solution: a traditional savings scheme called "Sanduk," meaning "box" in Arabic. For generations, the Sanduk system served as a form of social capital and financial security, where members would contribute small amounts regularly, with the pooled funds available for loans. However, in Warawar Peace Market, these loans came at a high cost; interest rates averaged 30%, placing a burden on vulnerable traders, especially women and youth who lacked assets for traditional collateral. In response to an innovation challenge from UNDP's Africa Borderlands Centre focused on improving cross-border trade and financial access, the UNDP Accelerator Lab of South Sudan worked to digitize the traditional Sanduk.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-26-south-sudans-digital-sanduk#endnote-1) Working with mGurush, South Sudan's main mobile money provider, they created a digital platform (Figure 41) that would preserve the community-based nature of the Sanduk while making it more accessible and efficient. The team divided existing Sanduk groups into experimental and control groups. The control groups continued operating with the traditional box throughout the experiment period. The experimental groups received digital wallets mimicking the traditional system, along with mobile phones and training in digital literacy, financial management, and mobile money usage. They also provided gender sensitivity training after discovering that some husbands were hesitant about their wives traveling for business. By April 2023, interest rates had dropped to between 15-20%, driven by competition between different Sanduk groups. The impact was visible in individual success stories like the one of Bakita, who operated a hotel in Warawar. Through access to loans from the digital Sanduk system, she was able to expand her hotel from 14 to 22 rooms. What began as a small experiment has grown into a nationwide success, pioneering a new approach to financial inclusion. The digital Sanduk – a first-of-its-kind digital fintech Sanduk group wallet – now reaches 3,000 people across South Sudan, a 23-fold increase from its initial reach. This remarkable growth demonstrates the power of technology to bridge the gap between traditional practices like the Sanduk and modern financial services, especially in regions where formal banking infrastructure is absent. **Key takeaways:** * **Start with existing community solutions:** See if there is an opportunity to build on social and cultural aspects that make traditional systems work, combining them with modern technology and services. * **Look for ecosystem partners:** Look for actors in the ecosystem who have the connections, capability, technology or resources who can help catalyse or scale an innovation. * **Create enabling conditions:** Address cultural and social barriers, like gender dynamics, that might affect adoption. * **Test, improve, grow:** Use controlled experiments to learn what works and improve the solution before broader rollout * **Document evidence of change:** Measure and record quantifiable improvements, from financial metrics to user adoption, to demonstrate the value of the innovation. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-26-south-sudans-digital-sanduk#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. UNDP South Sudan (2023), also see UNDP Accelerator Labs (2023) for a short video of this initiative. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-26-south-sudans-digital-sanduk#endnote-ref-1) [PreviousVignette 25: Colombia's drones for empathy](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-25-colombias-drones-for-empathy) [Next6\. R&D Methods & Enabling Technologies](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies) Last updated 2 days ago --- # Seeking existing solutions | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2Fl2HKXLsIe60j0X0Gep6s%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=994a47f4&sv=2) Seeking existing solutions involves actively discovering and documenting innovations that already exist within ecosystems, particularly those developed by people directly experiencing challenges. This practice recognizes that solutions are often found where problems are most acutely felt, emerging from the ingenuity of those who must navigate constraints daily. This practice is essential for R&D in sustainable development because it accelerates learning by building on what already exists – and works – rather than starting from scratch.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#endnote-1) In uncertain environments, grassroots innovations provide tested responses to emerging challenges; they represent real-world experiments that have already proven their value. By tapping into the problem-solving happening across communities, we gain real-time intelligence about how communities adapt to change. This uncovers unmet needs, unexpected possibilities, and the magnitude and reach of problems – whether solutions serve individuals, households, communities, or larger geographies tells us how widely challenges are felt. When looking for solutions, we either cast a wide net to see what's out there across different areas, which may help us identify unaddressed or unmet needs, or we search specifically for solutions to particular problems that gives us more perspectives and possibilities to address a problem. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#what-we-do-to-make-big-steps-forward) What we do to make big steps forward -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#looking-beyond-the-usual-suspects) Looking beyond the usual suspects We deliberately seek out innovators who are typically overlooked by formal development processes: grassroots innovators developing [frugal](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#frugality) solutions with limited resources, [positive deviants](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#positive-deviance) [\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#endnote-2) achieving better outcomes through unique behaviors, social entrepreneurs experimenting with new business models, tech startups applying emerging technologies to local problems, and community activists pioneering new organizing methods. These unusual suspects work outside formal innovation systems, developing solutions that are deeply rooted in local contexts and constraints. Their innovations reveal how communities understand and frame challenges differently and where the entry points are for addressing them. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#engaging-with-genuine-curiosity) Engaging with genuine curiosity We approach innovators with genuine [curiosity](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#curiosity) about their work, taking time to understand not just what they've created but why and how they developed their solutions. We pay attention to the intangible aspects that make solutions work: the social connections, local conditions, cultural practices, and resource constraints that shape these innovations. This approach builds trust and encourages innovators to share the deeper knowledge and context behind their innovations. We always seek explicit consent before documenting or sharing solutions, being transparent about how their innovations might be used or adapted by others. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#documenting-and-sharing-solutions-openly) Documenting and sharing solutions openly We document solutions to understand how they actually work: the details that only emerge through careful observation and recording. Building knowledge banks[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#endnote-3) of these solutions allows us to spot patterns across different contexts, revealing unmet needs and common challenges.[\[4\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#endnote-4) With innovators' consent, we share these documented solutions and actively broker connections between grassroots innovators facing similar challenges, enabling them to learn from each other's approaches. This documentation also creates platforms or events where innovators can connect directly and exchange ideas. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#keeping-knowledge-alive-through-solution-collectives) Keeping knowledge alive through solution collectives Problems and their solutions constantly evolve, making static documentation quickly outdated. Instead of capturing solutions in fixed repositories, we form solution collectives.[\[5\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#endnote-5) These collectives share tacit knowledge that's hard to write down:[\[6\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#endnote-6) the subtle adjustments, practical tricks, and creative workarounds that make solutions actually work. As peer-to-peer exchanges happen, knowledge flows naturally between innovators facing similar challenges and is continuously updated as both problem and solution spaces keep changing. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#giving-recognition-and-helping-innovations-spread) Giving recognition and helping innovations spread Recognition is power. We ensure grassroots innovators receive proper attribution for their solutions, helping them gain visibility, credibility, and access to resources. Many of the innovators we discover work in places that are literally invisible on maps:[\[7\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#endnote-7) informal settlements, remote communities, and marginalized areas that official cartography often overlooks. By documenting and sharing their innovations, we're not just telling stories; we're putting these communities on the map, making sure that their contributions exist and matter. Through blogs, videos, and case studies, we help innovators connect with potential partners, funders, and collaborators. These connections can lead to unexpected collaborations or inspire others to adapt solutions for their own contexts. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#reflection-questions) Reflection questions These reflection questions help us discover grassroots innovations, identify patterns of needs, ensure recognition, and enable peer learning among innovators. * Where are people affected by a problem having the most success in dealing with it? Why? * Who can help us discover, document, and analyze solutions across different communities and scales? * Which factors – social connections, cultural practices, capabilities, technologies, local conditions – enable these solutions to work? * Which patterns are we seeing across different solutions, and at what scale do these patterns reveal unmet needs or common challenges? * Do similar solutions exist in other contexts? Which elements can be transferred across different places, and which remain place-specific? Why? * Have we been transparent with grassroots innovators about how we'll document and share their innovations, and do we have their explicit consent? * How can innovators be honored? How do we ensure they receive proper recognition and attribution for their solutions? * How are we feeding back what we learn to the innovators who shared their knowledge with us? * What platforms or events could help grassroots innovators connect and learn from each other? #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#methods-and-enabling-technologies) Methods and enabling technologies * [**Solutions mapping**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#solutions-mapping) to find grassroot innovators and observe their solutions in their actual context of use * [**Solution walks**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#solution-walks) to find grassroot innovators and observe their solutions in their actual context of use and to increase chances of making serendipitous discoveries * [**Innovation caravans**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#innovation-caravans) to conduct immersive community visits in hard-to-reach areas, discovering and documenting solutions developed by communities themselves * [**Solution fairs**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#solution-fairs) to find grassroot innovators, connect them and enable peer learning * [**Positive deviance**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#positive-deviance) to identify actors who succeed despite facing similar constraints * [**Solution atlas**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#solution-atlas) to find grassroot innovators, connect them and enable peer learning * [**Innovation awards**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#innovation-awards) to recognize grassroots innovations and connect innovators with resources and partnerships for scaling * [**Storytelling**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#storytelling) to give grassroots innovators recognition and legitimacy while inspiring others facing similar challenges to find solutions * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------ 1. Grassroots innovations can be understood as existing prototypes or minimum viable products (MVPs) that communities have already developed and tested in real conditions. This may reduce the learning costs, time and resources spent on testing and refining solutions. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#endnote-ref-1) 2. Sternin & Choo (2000) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#endnote-ref-2) 3. See for example the Honey Bee Network Knowledge & Innovation Database (HBNKIND) at [https://hbnkind.gian.org](https://hbnkind.gian.org/) , the Grassroots Innovation Database (GRID) at [https://grid.undp.org.in/](https://grid.undp.org.in/) , the Appropedia sustainability wiki at [https://www.appropedia.org](https://www.appropedia.org/) and the SDG Commons at [https://sdg-innovation-commons.org](https://sdg-innovation-commons.org/) . [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#endnote-ref-3) 4. Anil K. Gupta (2013; 2016, pp. 22-24) proposes four lenses through which we can analyze grassroots innovations to understand what makes them work and which aspects can transfer to other contexts: (1) Artefactual – learning from the concrete material aspects like design, features, or functionality; (2) Metaphorical (or analogical) – using the innovation as inspiration by applying its principles metaphorically in different domains; (3) Heuristic – extracting the underlying principles or problem-solving rules that can be generalized; and (4) Gestalt (or configurational) – understanding the complete ecosystem including institutional and cultural contexts that enable the innovation. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#endnote-ref-4) 5. These solution collectives function as what Sam Rye (2023) calls "relational infrastructure" – the networks of relationships that enable knowledge to flow and evolve. This concept aligns closely with Ralph Stacey's (2001, p.98) view of knowledge as a "process of relating," where knowledge doesn't reside within people but in between people: in their interactions, conversations and relationships. In this view, solution collectives become living spaces where knowledge is continuously created through relating, capturing the subtle adjustments and contextual information that written records miss. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#endnote-ref-5) 6. As Dave Snowden (2002; 2008) reminds us: "We always know more than we can say, and we will always say more than we can write down." This highlights the inherently tacit dimension of knowledge (also see Polanyi, 1966/2009, p. 4). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#endnote-ref-6) 7. The expression "if it's not on the map, it doesn't exist" reflects how unmapped communities and their innovations remain invisible to governments, NGOs, development agencies. Organizations like Humanitarian OpenStreetMap Team (www.hotosm.org) and Missing Maps (www.missingmaps.org) work to counter this by mapping "invisible" places. For example, Kibera (www.mapkibera.org) – home to hundreds of thousands in Nairobi – appeared as a blank spot on official maps, excluding residents and their innovations from recognition and support. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions#endnote-ref-7) [PreviousVignette 16: Zanzibar's JozaniAI](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/analyzing-data-and-generating-insights/vignette-16-zanzibars-jozaniai) [NextVignette 17: Sierra Leone's Hotline 2030](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/seeking-existing-solutions/vignette-17-sierra-leones-hotline-2030) Last updated 1 day ago --- # Vignette 25: Colombia's drones for empathy | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FbukUflU5wCkWXf2hdexA%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=608dbc34&sv=2) _Figure 40: Drone imagery of the disaster area._ When Hurricane Iota devastated the Colombian archipelago of San Andrés, Providencia, and Santa Catalina in November 2020, UNDP Colombia's Accelerator Lab quickly repurposed one of their existing prototypes. "We were already exploring how technology could bridge mental gaps and create empathy," explains Juan David Martin, Head of Experimentation at UNDP Colombia. Months earlier, the team had experimented with augmented reality,[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-25-colombias-drones-for-empathy#endnote-1) virtual reality, and 360° cameras to help decision-makers empathize and connect with communities they seldom visited. Faced with the catastrophic impact (98% destruction of homes and buildings on Providencia Island), the Lab quickly pivoted their technology experiments toward crisis response. Equipped with drones and 360° cameras, they conducted an augmented assessment[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-25-colombias-drones-for-empathy#endnote-2) that allowed experts in Bogotá and San Andrés to virtually experience the disaster zone without physical travel. This approach revealed patterns that traditional damage assessments often missed. "With drones and photogrammetry, we identified that most damage was to roofs and only superficial structural damage to the foundations," Juan David explains. The team created detailed 3D models of the affected areas (Figure 40), enabling precise measurement of the destruction and more targeted allocation of resources. A key aspect of the approach was the emotional connection the technology created. "When people in the country office saw the situation of the island through virtual reality, it created a strong emotional response," recalls Juan David. "When people see the situation of left-behind territories with their own eyes, not just through Excel sheets, they take decisions from another perspective." This emotional connection translated into action; the Colombian government committed $5 million to a recovery project based on the augmented damage assessment approach. The communities themselves benefited from more than just faster aid. By training local residents to operate drones for ongoing monitoring, the initiative built new technical skills within affected areas. "Initially, we faced challenges with internet connectivity and hesitancy about technology," Juan David acknowledges. "But we found that giving people direct control of the tools created ownership and engagement." In forest fire-prone areas, community-led drone monitoring now serves as both a disaster prevention measure and a way for communities to document and communicate their needs to distant decision-makers. The approach further scaled both internally and externally. The team established a "Drones for Development" program, training over 70 UNDP Colombia staff as certified drone pilots. The methodology expanded to neighboring countries, with the team supporting disaster response in Dominican Republic and Guatemala. Colombia's National Unit for Disaster Risk Management adopted the approach for forest fire brigades, training 82 community teams in drone monitoring and participatory mapping.[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-25-colombias-drones-for-empathy#endnote-3) #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-25-colombias-drones-for-empathy#key-takeaways) **Key takeaways:** * **Create experiences, not just tools:** Design for experiences using technology that build empathy and transform how people perceive situations * **Work with what you have:** in crisis situations, identify and adapt existing tools rather than developing new solutions from scratch * **Train to empower:** equip communities and colleagues with skills that enable them to use technology for their own priorities and adapt it for multiple purposes * T**arget decision points:** identify where technology can provide real-time information or critical insights to inform decisions by connecting decision-makers with on-the-ground realities * **Diffuse successful innovations:** make an effort to share effective technology solutions to serve similar crisis contexts while encouraging local adaptation. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-25-colombias-drones-for-empathy#notes) Notes -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. See PNUD Colombia (2020) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-25-colombias-drones-for-empathy#endnote-ref-1) 2. This assessment is based on the Household and Building Damage Assessment (HBDA). For more information, see UNDP Surge (2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-25-colombias-drones-for-empathy#endnote-ref-2) 3. See PNUD Colombia (2024) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-25-colombias-drones-for-empathy#endnote-ref-3) [PreviousLeveraging technologies](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies) [NextVignette 26: South Sudan's digital Sanduk](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-26-south-sudans-digital-sanduk) Last updated 2 days ago --- # Vignette 24: Guinea-Bissau's notary office | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FBTfB41TsPktMiuyy3v8g%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=1adf0f91&sv=2) _Figure 39: The notary before remodelation_ UNDP Guinea-Bissau's Accelerator Lab began exploring the country's access to basic public services with an extensive field assessment, visiting every region and sector, mapping 165 solutions, and conducting collective intelligence workshops with diverse stakeholders. This revealed a clear pattern: access to justice was a significant challenge for citizens, with the Notary Office, the busiest service point within the Ministry of Justice, where several common service delivery issues emerged. To understand the challenges at the Notary Office, the team ran a series of workshops using a problem tree analysis, behavioral analysis, and other methods to tap into stakeholders' collective intelligence. Through interviews with 255 users and 40 staff, they discovered that inadequate physical spaces were creating tension between staff and citizens, compromising safety during COVID-19, and making service delivery inefficient.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-24-guinea-bissaus-notary-office#endnote-1) Collaborating with the Ministry of Justice, they initiated a participatory redesign process. This involved using a time-lapse video of interactions around the service desks (Figure 39) to highlight problems and conducting workshops where staff and users collaboratively identified root causes and proposed solutions. The team then introduced practical changes like organized seating, clear queue systems, protective screens, and dedicated security personnel. The Ministry of Justice further demonstrated ownership by funding the implementation of these solutions, ensuring the redesign effectively addressed the needs of both staff and users. The results showed significant improvements in both user and staff satisfaction across multiple measures - from service delivery to perceived safety.[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-24-guinea-bissaus-notary-office#endnote-2) What started as a prototype in a single office began influencing how other departments thought about their public spaces. For instance, the Building and Automobile Record’s Office, also took inspiration from the process at the Notary Office and used a similar approach to space arrangement. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-24-guinea-bissaus-notary-office#key-takeaways) **Key takeaways:** * **Keep experiments simple and visible:** Design solutions that are easy to understand and demonstrate clear benefits, as these are more likely to be adopted by others. * **Design with users, not just for them:** Involve key stakeholders in the design process to ensure solutions meet real needs and create momentum for change. * **Look for ripple effects:** Track the broader impacts of your experiments and monitor how they might influence other areas or systems within the organization. * **Stay engaged during scaling:** Continue to provide guidance and gather insights as solutions are adopted, adapted, and implemented across new contexts. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-24-guinea-bissaus-notary-office#notes) Notes ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. Bergh Lopes da Costa (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-24-guinea-bissaus-notary-office#endnote-ref-1) 2. See Bergh Lopes da Costa (2022) for a more detailed report on the results, as well as situational overview of the notary, before and after the remodeling. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-24-guinea-bissaus-notary-office#endnote-ref-2) [PreviousVignette 23: Bosnia & Herzegovina's green transition portfolio](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-23-bosnia-and-herzegovinas-green-transition-portfolio) [NextLeveraging technologies](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies) Last updated 2 days ago --- # Vignette 23: Bosnia & Herzegovina's green transition portfolio | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2Fq1UDLZ3IELZQe2hfMCRN%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=638bcfb3&sv=2) _Figure 38: Green Transition Portfolio onboarding session for the implementation team_ When Bosnia & Herzegovina's Accelerator Lab began exploring circular economy in 2021, they started small. "We selected five very different companies from five very different sectors," explains Amina Omićević, Head of Solutions Mapping. Working with businesses ranging from rural farms to textile factories, they co-developed practical solutions for a circular economy, including composting organic waste, optimizing fuel consumption, and reducing water usage. The team made modest investments in equipment and tracked tangible results, such as water bills, waste costs, and fuel consumption. These early experiments revealed unexpected patterns. Beyond technical solutions, the Lab discovered that real change came from individuals: their behaviours, mindsets, and daily practices. "Everything that we did, including experimentation around waste, fed into the portfolio logic later on," Amina reflects. Each small experiment added another piece to understanding how systems change.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-23-bosnia-and-herzegovinas-green-transition-portfolio#endnote-1) This accumulated evidence became crucial when the UNDP Bosnia & Herzegovina decided to develop the country's first portfolio approach in 2024, recognising that the complexity and interconnected nature of the green transition required a more adaptive, system-wide approach. The experiments had shown that behaviour change was possible and that practical, locally-adapted solutions could take root. This knowledge shaped how they designed the portfolio with a particular emphasis on behavioural and societal aspects, an approach that put individual behaviours and mindsets at the heart of system change rather than focusing primarily on technical solutions. To develop this portfolio collaboratively, the Lab established the Green Transition Engagement Platform, a semi-formal advisory mechanism bringing together over 100 stakeholders from 14 government levels, mining communities, youth representatives, and other sectors, as well as involving other UN agencies and UNDP experts. Through quarterly learning events organized around four pillars (decarbonization, depollution, biodiversity, and circular economy), they created a learning community that crossed traditional government silos and sectors. As the platform evolved, the Lab noticed momentum building across the ecosystem; even skeptical stakeholders began showing up consistently, recognizing that green transition challenges demanded collaboration. To enable continuous learning across this community, they set up a collaborative workspace in Microsoft Loop where stakeholders document insights and refine learning questions in real-time. This living repository – which they call their "Wikipedia of insights" – captures weekly reflections from key stakeholders, allowing the entire team to learn from each other's experiences as they go. This collaborative approach transformed how government officials understood the challenges of the green transition. It highlighted how issues related to energy, waste, biodiversity, and the circular economy cut across various ministerial boundaries, with even the energy ministry acknowledging the necessity of multi-sectoral collaboration. At UNDP, the country office redesigned its structure to establish an Innovation and Integration Cell. This initiative aimed to manage the portfolio effectively and convert fragmented project knowledge into collective intelligence.[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-23-bosnia-and-herzegovinas-green-transition-portfolio#endnote-2) For the government, UNDP, and the broader ecosystem, the portfolio approach fostered a capability for continuous renewal, allowing adaptation and evolution in response to new challenges and opportunities as they arose. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-23-bosnia-and-herzegovinas-green-transition-portfolio#key-takeaways) **Key takeaways:** * **Start with tangible experiments:** Run small prototypes and pilots with clear metrics (costs saved, resources reduced) to build evidence of what drives change in your specific context * **Accumulated learnings from small experiments:** Use the results and insights from early experiments – both successes and challenges – to shape the architecture of system-wide initiatives * **Create platforms for collective learning:** Bring together unusual combinations of stakeholders regularly around thematic areas to break silos and build shared understanding * **Build learning infrastructure early:** Embed learning questions into every intervention and create digital systems to capture insights across teams in real-time * **Design for continuous adaptation and renewal:** Use portfolio approaches that allow resources and interventions to shift based on system changes and emerging learning * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-23-bosnia-and-herzegovinas-green-transition-portfolio#notes) Notes ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. See Amina Omićević's reflections on this multi-year journey from small waste experiments to system understanding in her blog "The waste puzzle" (Omićević, 2024). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-23-bosnia-and-herzegovinas-green-transition-portfolio#endnote-ref-1) 2. For insights into how this organizational restructuring supported the transition from projects to portfolios, see the reflections on the Innovation and Integration Cell's journey (Dimova, 2023). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-23-bosnia-and-herzegovinas-green-transition-portfolio#endnote-ref-2) [PreviousVignette 22: Lesotho's grasshopper pesticide](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-22-lesothos-grasshopper-pesticide) [NextVignette 24: Guinea-Bissau's notary office](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-24-guinea-bissaus-notary-office) Last updated 2 days ago --- # Vignette 22: Lesotho's grasshopper pesticide | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2Fh2rfXYCdP0jHJm6qkWkt%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=73a215ac&sv=2) _Figure 37: The elegant grasshopper (tsie-balimo), the unexpected source of a natural pesticide innovation._ During a solutions mapping exercise in Lesotho's Mafeteng district, something caught the UNDP Accelerator Lab team's eye: in the midst of drought-stricken fields, one farmer's maize crop stood vibrant and green. The team had traveled about 60 kilometers from the city center to explore the village, following their usual protocol of first meeting with the chief to introduce themselves and explain their mission to identify local innovations. "We just go out in the field as blank as ever, unless there's something that we saw of interest," explained Neo Matsoso, Head of Exploration at UNDP Lesotho Accelerator Lab, describing their open-ended approach to discovering solutions already working in communities. The team met Motseki Ratefane, the farmer whose green maize had caught their attention. Living in the Kolo area, he had developed a natural pesticide from an unlikely source. In 2018, after killing a grasshopper in his field, he noticed it seemed to repel[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-22-lesothos-grasshopper-pesticide#endnote-1) other insects from the area. This accidental discovery led him to experiment with collecting and crushing elegant grasshoppers (tsie-balimo) to create a natural pesticide for his crops.[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-22-lesothos-grasshopper-pesticide#endnote-2) "One thing that he saw was that it acted as a pesticide. And so he didn't have to buy those chemically produced pesticides in his garden ever since that actually happened," reported Neo. In collaboration with the National University of Lesotho, they tested elegant grasshopper extracts following the farmer's process. They used black bean aphids, among others, as test subjects: small insects that damage crops by sucking plant juices, weakening growth, and potentially transmitting plant diseases. The results were unexpected; the extract achieved a 100% mortality rate against aphids within 24 hours, outperforming commercial pesticides. Further testing indicated the grasshopper solution was safe for human consumption and the environment, unlike chemical pesticides which can leave harmful residues. The challenge now lies in the inconsistent availability of elegant grasshoppers in the wild, prompting the Lab to plan additional experiments on sustainable harvesting methods. However, these tests did not lead to using the grasshopper as a pesticide for environmental issues in Lesotho. It was argued that this could lead to harvesting of the hoppers and this could disturb the ecology.[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-22-lesothos-grasshopper-pesticide#endnote-3) #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-22-lesothos-grasshopper-pesticide#key-takeaways) **Key takeaways** * **Observe with curiosity and openness to serendipity:** Engage with communities without predetermined solutions in mind, staying alert to what stands out; the most valuable discoveries often happen by accident * **Check if innovations build on traditional knowledge**: Consult solution databases and explore local traditions for similar practices; historical precedents help understand why solutions work and when they're effective * \*\*Advance grassroots experiments through scientific rigor:\*\*Grassroots experiments provide initial insights, but research partnerships can help create credible evidence that attracts resources and expertise for developing or scaling solutions * **Accept that validation doesn't guarantee implementation:** Proving a solution works is necessary but not sufficient; ethical considerations, potential ecological consequences, and economic viability all matter for whether a solution can responsibly move forward * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-22-lesothos-grasshopper-pesticide#notes) Notes --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 1. Interestingly, this repellent quality was known in traditional medicine - elegant grasshoppers were historically used by traditional healers to repel evil spirits, likely because of their strong odor (also see UNDP Lesotho, 2023). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-22-lesothos-grasshopper-pesticide#endnote-ref-1) 2. See UNDP Lesotho (2020) for an initial report of this discovery. Also see Bennett (2023) for other nature-based solutions from the Accelerator Labs. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-22-lesothos-grasshopper-pesticide#endnote-ref-2) 3. See UNDP Lesotho (2023). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-22-lesothos-grasshopper-pesticide#endnote-ref-3) [PreviousFinding out what works](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works) [NextVignette 23: Bosnia & Herzegovina's green transition portfolio](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-23-bosnia-and-herzegovinas-green-transition-portfolio) Last updated 2 days ago --- # 7. Taking Collective R&D Further | Collective R&D: A Practice Guide _In this chapter, we set out an agenda to take the practice of collective R&D for sustainable development further. After six years across one hundred countries, we've learned it takes an ecosystem to go to scale. We’ve also started to see what sustainable development looks like when you apply a collective R&D approach, offering leads for others to deepen these hunches._ Once you are up and running, empowering collectives, working from the [bottom up](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#bottom-up) and driven by learning and impact – what comes next? When you've set up a capability that thinks in systems and makes collectives smarter – when and how do you hand over and move on to new uncharted territory? When working in brittle public sectors and communities – how long can you hold space for learning in collectives? These are unanswered questions for the UNDP Accelerator Labs at the time of writing this guide. Amidst these unknowns, one collective mystery stands out: scaling. The next frontier in R&D for sustainable development needs to address how to take it to scale. Scale, however, is a problematic idea. Here's what we commonly observe: investors usually want it, while many active in the field question whether it's even the right target. Teams new to R&D, particularly in the public sector, rarely have a clearly defined tolerance for experimental learning – try asking about what failure rate is acceptable or even desirable[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-1) and you might be laughed out of the room. Most social-sector decision makers expect experiments to turn into larger operations – like magic! – whereas scaling glitches are chalked up to poor design. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252Fkjh7kHgM9utBRZ8wtLmv%252F58_CodificationFest_Thimphu_v2.png%3Falt%3Dmedia%26token%3D948d191e-6095-40a6-a38f-6b49d27b4048&width=768&dpr=4&quality=100&sign=b29f710f&sv=2) _Figure 58: Mapping how innovations travel through ecosystems and reflecting on which roles drive their adoption and diffusion. At the Experimenter's Codification Fest in Thimphu (July 2024)._ But designing for scale does not work on complex problems. The experiences that led us to write this guide point to a different understanding. When working with emergence in complex systems, replication is very difficult, and maybe even undesirable. Often we start small and then get caught up in the growth trap. Our R&D efforts become less about exploring and creating new worlds and more about getting others (i.e. the collective) to adopt our own original idea and grow it (see Figure 58). This chapter outlines a call for thinking differently about how we move from exploratory probes to systems change, building on what we know and what we need to learn. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#what-weve-learned) What we’ve learned ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FpgrFYP3HwjlF0FADljjz%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=81d9dc0c&sv=2) _Figure 59: How R&D scales in sustainable development._ Scaling R&D in sustainable development happens: with multiplicity … in waves … through collectives. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#scaling-happens-with-multiplicity) Scaling happens w**ith multiplicity…** Conventional wisdom says scaling means replicating one successful solution across many contexts. Our experience points to something different: scaling is more about the combination of many small ideas than the replication of one big idea. Especially in sustainable development, scaling does not require standardization or uniformity. Sometimes it is even better to maintain many options[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-1) as a hedge against uncertainties. In [Laos](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-1-laos-reframing-of-waste) , for example, running multiple waste experiments in parallel created space for new patterns to emerge, in [Argentina](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/forming-collectives/vignette-3-argentinas-convos-network) , strengthening multiple community businesses reduced digital exclusion, and in [Uganda](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-2-ugandas-deforestation-challenge) a systems learning approach meant that different actors led experiments and learned together. Yet maintaining this multiplicity of options creates a paradox: we need to drive diffusion towards two very different aims: getting at least one tangible innovation off the ground on one hand, and holding space for multiple experiments and thinking in systems on the other. What we have found is that prototypes can be used as entry points towards a systems approach. No one innovation will transform a system, but making tangible R&D outputs real triggers the system to reveal some of its dynamics and helps us see its key players and connections. See the vignette of [Bosnia and Herzegovina](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-23-bosnia-and-herzegovinas-green-transition-portfolio) 's green portfolio for an example of how they used results and insights from early experiments – both successes and challenges – to shape the architecture of system-wide initiatives. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#and-in-waves) **…and in waves…** Most scaling frameworks assume scaling is linear and predictable – for example, when we double the invested resources, outputs or reach will double as well. This “scaling by design” approach focuses on identifying decision makers, pitching them R&D results, and securing resources to multiply outputs. The practices in this guide reveal a different pattern: scaling happens in non-linear ripples through ecosystems (Figure 60). As momentum builds through relationships and networks,[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-2) innovations typically move through three waves of adoption allies. In the first wave, we engage with “movers” who have built-in incentives to get ideas off the ground. In the second, the “provers” bring operational capacity to create tangible results and provide credibility. In the third, “smoothers” can offer their networks to embed R&D results at scale. Each plays a distinct role in diffusing ideas and catalyzing action. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FX2mIKSdlhWpgqXrf5ppS%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=473126de&sv=2) _Figure 60: The three waves of R&D scaling. Each wave engages different types of allies (Movers, Provers, and Smoothers) creating ripples of scaling that expand through the ecosystem._ **Movers (incentives)** The first wave of R&D diffusion often starts when we find someone with a shared vision or need. These first movers come with built-in incentives and are receptive even when things are still fuzzy. Very likely, they have already been trying to get others in their team, department or community to pursue similar ideas. Their eyes shine when they first hear about these ideas. They are relieved to find collaborators who are ready to try something out and are often eager to lend legitimacy to these initial efforts. They make ideal first allies for developing early prototypes. **Provers (capabilities)** When initial experiments show promise, the second wave begins. Provers bring operational capacity to take ideas forward and create tangible results. They build on the proof of concept from first movers and help diffuse results more broadly. Provers might be middle managers in the public sector or private sector entrepreneurs willing to take calculated risks. They help us navigate the ecosystem and make critical connections. They might also advise on whom to influence and which aspects of initial experiments will generate buy-in, visibility, or resources. As we see in [Laos](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/thinking-in-systems/vignette-1-laos-reframing-of-waste) and other vignettes in this guide, government officials who modelled plastic-free practices shifted perceptions of what is possible, and mandates followed suit. This is where the momentum of a systems approach becomes visible - small experiments create waves. **Smoothers (networks)** In the third wave, we look for smoothers who build on the traction created by first movers and the credibility established by provers. Smoothers offer their networks. They hold decision-making power and potentially resources to promote R&D results at scale. Particularly in the public sector, they are essential allies for embedding insights and shifting policies. While we might imagine we can target these institutional power brokers directly from the start, our experience shows otherwise. When ideas are ahead of demand, decision makers typically come on board only after seeing traction and momentum in the ecosystem. They engage only after movers have taken the first steps and provers have lent their capability to make the results of collective R&D more than a one-off. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2Fy0zKFsWoiGbNfaJXGtDk%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=f6b5c14d&sv=2) _Figure 61: The indirect route to smoothers. Building connections through movers and provers to diffuse R&D results at scale._ Building allies in ripples establishes credibility and provides initial validation of new ways of problem-solving. These relationships open introductions and establish momentum. When entrepreneurs sense new markets, they create a buzz that something new and real is happening. A movement with momentum opens doors to scale the result of collective R&D. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#through-collectives) **…through collectives** As we've seen, there is no direct path[\[4\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-3) to the actors who can take innovations to scale (see Figure 61). A ripple approach works better: we go where there is momentum, engaging movers first, then provers, before reaching smoothers. Throughout these waves, we weave collectives: groups of actors who combine their diverse knowledge, expertise, and solutions to learn, experiment, and take coordinated action toward a shared ambition or intent. A collective scaling approach helps actors see their connections to others in a way that makes the collective smarter. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FTu4VZ0UV7eQj1IhiDHVL%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=c47586e7&sv=2) _Figure 62: Government officials, employers' and workers' organizations, and informal economy actors seeing and discussing connections within the ecosystem at a UNDP-ILO policy dialogue on the informal economy (Victoria Falls, May 2022)._ This guide and the stories on which it is based point to a simple but effective tactic: if you want R&D to scale, make the connections among communities, entrepreneurs, and others in the ecosystem visible (see Figure 62). Helping disconnected actors see the potential and the benefits of working as a collective. What we can see, we can build on, so helping the system see itself is key. Making the system see itself is important because ecosystems with growth potential are by definition not yet fully mature. There likely isn't an already existing platform that supports growth (programs, policies, scalable solutions, or wide-reaching ventures). When we form collectives and co-create from the start, we're already diffusing innovations. And sometimes, what is scaled is the relationship, not the product. Just as the ideas that gain traction may differ from what we originally pitch, ecosystems themselves are not monolithic. They can have complex interactions, including competitive dynamics between players[\[5\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-4) over recognition and resources. It takes an ecosystem to go to scale, but incentives are always shifting and power dynamics are real forces at play. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#what-r-and-d-reveals-about-sustainable-development) What R&D reveals about sustainable development ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- This guide codifies our insights on how to apply R&D for sustainable development: learning in collectives, thinking in systems, accelerating what is already happening, and opening doors for systems learning. Six years of practice across one hundred countries has revealed something deeper about development itself. What does sustainable development look like when we put these collective R&D practices in place? Once we apply R&D, what looks different about the drive to ensure future generations meet their development needs? ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2F2219595793-files.gitbook.io%2F%7E%2Ffiles%2Fv0%2Fb%2Fgitbook-x-prod.appspot.com%2Fo%2Fspaces%252Fx17Fn127458XSBRCAU5c%252Fuploads%252FxFfmAz45ZgGX2TbyT5qt%252F63_ThreeDirections.png%3Falt%3Dmedia%26token%3Dd92ce226-19c3-419c-b137-608e004497fb&width=768&dpr=4&quality=100&sign=c472a565&sv=2) Figure 64:What collective R&D reveals about sustainable development and directions for future inquiry and learning. When we apply collective R&D, sustainable development looks more open-ended, it taps into the power of the informal, and it faces polarization head-on. In closing, we offer three fuzzy front end directions for the future of sustainable development. In the spirit of collective learning, these offers are posed here as potential directions for future inquiry and learning. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#r-and-d-reveals-the-open-endedness-in-sustainable-development) R&D reveals the open-endedness in sustainable development The practices outlined in this guide embrace not knowing as a core part of sustainable development. Given current uncertainties, we don't always know what should be and what can be done, and the first step is to admit that. An explorer mindset is required. At the same time, it is important not to undermine the wealth of technical expertise that exists in the sustainable development community. An open-ended R&D approach can create friction with the best-practice mentality in the development sector.[\[6\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-5) This friction should be productively channelled into a research agenda: **How do development investments learn from with the knowledge of those closest to the problem?** More learning is needed to understand how development interventions adapt, based on learning from the people they serve. We've made some humble attempts.[\[7\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-6) R&D elevates opportunity spaces that by definition do not fit into previously defined categories, strategies or budget lines. Once R&D reveals previously unseen opportunities or problems, how do we steer limited resources to follow these new directions? This points to a need for more learning on how and where development strategies pivot, based on R&D results, while remaining accountable to those they serve. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#r-and-d-helps-us-see-the-value-in-the-informal) R&D helps us see the value in the informal Classical development economics has traditionally viewed informal economies as anomalies that will or should be phased out once countries' economies grow to a certain threshold. And innovation was seen as driven by large firms.[\[8\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-7) Our experience in collective R&D reveals something different: there is vibrant and untapped potential among informal innovators, outside of registered economic activity. We, and others[\[9\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-8) have learned that millions of informal innovators are solving problems with extraordinary ingenuity and modest means. Sustainable development needs to learn to see individuals who solve problems outside of large, registered institutions and firms. During the pandemic we saw people crowdfunding 3D printed face shields and ventilator parts for public hospitals in Tanzania, more recently informal waste pickers are being incentivized with mirco-insurance. Sustainable development needs to unlock the latent collective power of those innovating in the informal sector. Future collective R&D needs to amplify informal innovations and build systems to incentivize frugal problem solving. Could tapping into bottom-up production and peer networks become a genuine component of development strategy?A key learning area for sustainable development is understanding: **What does development look like when it recognizes informal innovation systems?** More inquiry is needed to connect two fields of inquiry: innovation theory and informal economies. Finding a way to recognize informal, small-scale innovations that occur outside of firms and outside of formal innovation spaces is critical for creating breakthroughs in sustainable development, particularly related to recycling and reusing plastics and other materials, but likely in other areas of sustainable development as well. There is also a gap in understanding which R&D policies are right for innovators in informal economies, especially as tax incentives are unlikely to drive innovation in the informal economy. Given the staying power of informal innovation, this area needs more focus in how we understand and invest in sustainable development. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#r-and-d-gives-us-a-way-to-reckon-with-polarizing-development-solutions) R&D gives us a way to reckon with polarizing development solutions The deeper we go into complex and wicked problems, the more likely it is that all solutions won’t satisfy everyone all the time. And given how close we are to current climate, technology and inequality tipping points, tradeoffs are likely to be the norm. Consensus is needed, and yet it is often illusive across different constituencies and even over time. What was once considered a development solution can become polarizing in light of new data, changes in technology costs, or evolving social consensus. This means that sustainable development needs to be prepared for situations where there is no one universally and perpetually agreed solution, where consensus evolves and complex problems are only partially solved before they change and morph yet again. Given the tradeoffs entailed in dealing with complex problems, even solutions can be polarizing. Making invisible waste pickers’ contributions a part of recycling systems as was demonstrated in Viet Nam’s vignette, can be seen as progress as it moves this form of labor towards more dignity. Seen from an environmental systems angle however, creating a predictable pipeline of plastic as inputs to value chains might increase demand for plastic waste. This type of conundrum is frequent in our sustainable R&D experience, and is becoming increasingly common given the limited range of options policy designers face in the current context. Social, economic and environmental objectives are hard to achieve at the same time. Progress for one community might mean setbacks for another. And while this is not new for development economists, development interventions need more learning on how to create common ground among different communities. **How do we collectively deliberate on polarizing solutions?** With polarized progress as the emerging new normal, full and continuous consensus is unlikely, particularly among the general public. And this may only grow more difficult in the post-truth age of AI. Sustainable development R&D needs to find ways to enable different social groups to cross their boundaries, to find ways of cooperating in the absence of consensus.[\[10\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-9) Future sustainable development R&D should be devoted to learning how to constructively transcend divergent perspectives and finding the patterns of which solutions in which moments find traction among communities differently affected by sustainable development problems. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#notes) **Notes** --------------------------------------------------------------------------------------------------------------------------------------------------------- 1. As Dave Snowden (2012) and standard R&D practice suggest, we should design experiments with failure in mind. A certain percentage should actually fail, otherwise we're not pushing the boundaries. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-ref-0) 2. Inspired many times over by Problematizing Scale in the Social Sector (1): Expanding Conceptions An opinion piece by Gord Tulloch (2018). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-ref-1) 3. Everett Rogers' (2003) work on diffusion of innovations shows that ideas spread through social systems via interpersonal networks and communication channels, not necessarily through top-down decisions. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-ref-2) 4. John Kay (2010; 2012) describes this as obliquity: the principle that complex goals are often best achieved indirectly. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-ref-3) 5. See Moore (1993) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-ref-4) 6. Best practices work well in ordered domains where cause-and-effect relationships are clear. However, as Snowden and Boone (2007) explain, they have limited value in complex challenges where context determines what works, and copying what succeeded elsewhere rarely produces the same results. See also Andrews, Pritchett, and Woolcock (2017) on how the replication of 'best practice' solutions in development can lead to 'isomorphic mimicry' where organizations look capable without actually building real capability. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-ref-5) 7. See Lucarelli (2025) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-ref-6) 8. See Schumpeter, Joseph A. 1942. _Capitalism, Socialism and Democracy_. New York: Harper and Brothers. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-ref-7) 9. See the work of Anil Gupta (2016), Eric von Hippel (2005). Also see Jeroen de Jong et al. (2023) or Kruse et al. (2019). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-ref-8) 10. Star & Griesemer (1989) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further#footnote-ref-9) [Previous6\. R&D Methods & Enabling Technologies](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies) [NextEpilogue: No Failure if There Is Learning](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/epilogue-no-failure-if-there-is-learning) Last updated 1 day ago --- # Leveraging technologies | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FoIihTgDEhvRVMo4A1fdP%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=c26e482c&sv=2) Leveraging technologies is an intentional process of identifying, adapting, and deploying technological tools and approaches that amplify our collective potential. Our R&D approach uses digital technology as a multifaceted enabler that expands our collective intelligence by integrating diverse data sources with human wisdom and local knowledge, supporting decision-making, and coordinating collective learning and action. Technology accelerates our learning by creating rapid feedback mechanisms and real-time monitoring capabilities. It facilitates the quick diffusion of insights, innovations, and solutions across an ecosystem and geographical boundaries. Technology is not only a tool for innovation – it is a bridge across time.[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies#endnote-1) As an enabler, it allows us to learn from the past, understand the present more deeply, and anticipate the future. Today's digital capabilities make it possible to rediscover and re-integrate knowledge, practices, and experiences that might otherwise be lost or inaccessible. Technology enables us to function across various scales, from hyper-local to global networks, with increased efficiency and cost-effective scalability. Technology can help us include voices or reach communities often overlooked or left out. However, those without reliable internet access, digital devices, or necessary digital skills risk being excluded. This exclusion could, over time, deepen existing social and economic inequalities. Technological developments happen at a dazzling speed nowadays. Therefore, we continuously scan the technological landscape, seeking emerging technologies and assessing their potential applications for sustainable development challenges, as well as their limitations and risks. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies#what-we-do-to-make-big-steps-forward) What we do to make big steps forward ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies#finding-and-connecting-with-technology-partners) Finding and connecting with technology partners We actively seek technological solutions that can help us address development challenges. However, it's not just the solution that matters. Equally important are the people and organizations behind the technology. We look for technology partners with the capabilities, solutions, and a genuine commitment to collaborative development. We look for start-ups and tech entrepreneurs, as well as large tech companies and universities. In this process, prototyping helps us to demonstrate our idea and gain interest from potential partners; it catalyzes the development of a solution through engagement with the broader ecosystem. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies#experimenting-with-new-combinations) Experimenting with new combinations Leveraging technology involves a process of experimenting with new [combinations](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#combination) of technologies. These combinations can range from time-proven technologies to the newest digital innovations. We experiment to understand how various technologies fit together and the value these configurations produce, as well as how they fit into everyday routines and cultural practices. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies#enabling-open-and-collaborative-innovation) Enabling open and collaborative innovation We emphasize open licensing models. Our approach includes utilizing [open](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#open) digital frameworks and protocols, such as APIs, which enable various technologies to communicate and work together. We also adopt open-source technologies and support digital public goods that promote the dissemination of solutions and catalyzation of innovation. This approach allows others to contribute, adapt, hack, enhance, and repurpose technological solutions, creating the conditions for collaboration and co-creation across the ecosystem, involving both usual and unusual suspects, and facilitating shared learning and collective problem-solving. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies#reflection-questions) Reflection questions These reflection questions help us explore the technology landscape, assess its potential and risks, and understand how technologies can serve human needs. * Which technologies are already available, and how might we combine them in novel ways? * Which communities are currently excluded from technological solutions, and which barriers prevent their access and participation? * How do the technologies we're exploring fit into existing cultural practices and everyday routines? * Which inputs, capabilities, and contextual conditions will be essential for the technology to function effectively? Where are these already available within the ecosystem? * How can we ensure the technology can be used by communities, and that they can adopt and adapt it to their needs? * What is the cost of deploying technology and is it affordable for the communities? * Which unintended consequences might emerge from introducing these technological solutions? * How do we balance the excitement of emerging technologies with a critical assessment of their limitations and potential risks? * How can we create conditions that enable both conventional and unconventional technological partners to collaborate and co-create? * What happens when a technology becomes obsolete? #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies#methods-and-enabling-technologies) Methods and enabling technologies * [**Technology scanning**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#technology-scanning) to systematically search for emerging technologies that could address development challenges or generate new opportunities * [**Artificial Intelligence**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#artificial-intelligence) to augment human capabilities by analyzing complex datasets at scale, surfacing hidden patterns, and enabling real-time insights * [**Prototyping**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#prototyping) to test combinations that generate new options to address issues * [**Hackathons**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#hackathons) to bring people together, exploring and experimenting with the use of technologies for development * [**Drones**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#drones) to access hard-to-reach areas and provide aerial intelligence for rapid assessment, community-led monitoring, and new perspectives * [**Virtual or augmented realit**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#virtual-augmented-reality) **y** to create immersive experiences and make invisible patterns visible through spatial visualization * [**Open source licensing**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#open-source-licensing) to enable distributed innovation and diffusion by allowing anyone to modify, improve, and share the code and blueprints of technology solutions * [**Digital public goods**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#digital-public-goods) to provide vetted, standards-compliant technologies that address sustainable development challenges and remain freely accessible * [**APIs**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#apis-application-programming-interfaces) to enable different technologies to connect and share data, creating new combinations and possibilities * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies#notes) Notes --------------------------------------------------------------------------------------------------------------------------------------------------------- 1. For instance, technologies enable reviving forgotten knowledge through digitizing historical archives and traditional practices; identifying cross-generational patterns by examining long-term trends in climate, migration, and development; preserving cultural heritage via 3D mapping and digital storytelling; and promoting intergenerational learning through multimedia platforms and virtual museums. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies#endnote-ref-1) [PreviousVignette 24: Guinea-Bissau's notary office](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-24-guinea-bissaus-notary-office) [NextVignette 25: Colombia's drones for empathy](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-25-colombias-drones-for-empathy) Last updated 1 day ago --- # Finding out what works | Collective R&D: A Practice Guide ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FHq7cdS5Om23TPm4RyAt0%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=ee5e0dae&sv=2) Experimentation helps us test and improve [ideas](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#idea) and solutions, challenge our [assumptions](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#assumption) and create [evidence](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#evidence) for what works or where there is momentum for change. It creates a space for learning from failure – not only by showing what doesn't work, but by exposing important gaps in our knowledge and revealing new learning questions. This enables us to invest resources efficiently by identifying what works early in the R&D process when it is still possible to change direction without big costs. Such early-stage proofs of concept often also build traction among ecosystem stakeholders, making R&D more collaborative and generating momentum for system change. Experimentation involves multiple approaches best viewed as a continuum with three broad categories[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works#endnote-1) : exploratory probes to understand system responses, trial-and-error to iterate and improve ideas, and formal tests to validate a solution or policy intervention. The choice of approach depends on whether outcomes are known or predefined, the need for quick insights versus rigor,[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works#endnote-2) available resources and skills, and what the unit of testing is: individual components or the complete solution. Experiments can have unforeseen effects: they can be good, or bad. We adhere to the principle to do no harm when we experiment, particularly when running behavioral trials. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works#what-we-do-to-make-big-steps-forward) What we do to make big steps forward ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works#creating-evidence-and-legitimacy) Creating evidence and legitimacy An experiment creates evidence that informs our next steps and gives an idea or solution [legitimacy](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#legitimacy) , generating stakeholder interest to take it forward. For this, an experiment doesn't need to be large scale and expensive – we even prefer frugal experiments, using minimal resources to maximize learning. These often take the form of prototypes we can develop with a small investment. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works#prototyping-to-reveal-needs) Prototyping to reveal needs However, we've discovered that [prototypes](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#portfolio) do more than just testing ideas quickly and creating evidence. Prototypes can catalyze R&D in unexpected ways by making tacit needs explicit. When key stakeholders see a prototype, they often immediately recognize its value, even though they weren't previously aware of their needs or couldn't articulate them. They can only tell what they need, when they see it. When stakeholders recognize the value, they become eager to take the idea forward. If it's a key actor in an ecosystem, this can trigger ripple effects. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works#co-designing-with-stakeholders) Co-designing with stakeholders We never experiment alone – we are intentional about diverse and inclusive participation when we design and run experiments. We stimulate and enable other stakeholders to be involved, from grassroots innovators and entrepreneurs to government agencies. We often co-design experiments with these key stakeholders. This doesn't only help to spread the practice of experimentation, but also helps stakeholders take ownership of both the intervention and its results. Ideas and results carry further when people own them. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works#running-multiple-interconnected-experiments) Running multiple interconnected experiments This ownership becomes even more important when we run multiple interconnected experiments simultaneously as a [portfolio](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#portfolio) . The logic of this approach is as follows: in complex systems, a single solution rarely creates systemic change; complexity needs to be addressed with complexity. We therefore probe a system at multiple points and levels through a set of connected interventions working together to create more desirable effects. These portfolios can be designed intentionally, or be more emergent and evolve into more intentional portfolios. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works#sharing-our-insights-openly) Sharing our insights openly We practice [working out loud](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#working-out-loud) and openly share what we learn from our experiments – both what worked and what didn't. This transparency helps the ecosystem see what we're learning and creates opportunities for collaboration. For example, through our blogs, we frequently form unexpected partnerships with actors who learn about our work and reach out to get involved. #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works#reflection-questions) Reflection questions These reflection questions guide us through designing, planning, and learning from experiments with ecosystem partners. * Which assumptions are we making about what might work, and how can we test these quickly and affordably? * Are we designing experiments to confirm what we already believe, or to discover what we don't know? * Which stakeholders need to be involved in designing and running this experiment for it to generate meaningful learning and ownership? * How do we strike a balance between speed and rigor? * What would "good enough" evidence look like for this stage of development? What constitutes credible evidence for stakeholders? * What could go wrong with this experiment, and how do we ensure we do no harm – especially with behavioral interventions? * How are we documenting not just what worked, but what didn't work and why? * How are we sharing our learning in ways that invite collaboration rather than just broadcasting results? * Which signals indicate there's momentum in the ecosystem to take this idea forward? #### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works#methods-and-enabling-technologies) Methods and enabling technologies * [**Experimentation**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#experimentation) to test interventions and learn what works through trials ranging from quick probes to rigorous validation * [**Prototyping**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#prototyping) to test ideas and assumptions quickly and cheaply before committing more time and resources * [**Co-design**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#co-design) to design and run experiments together promoting ownership * [**Portfolio approach**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#portfolio-approach) to test interconnected experiments with ecosystem partners, enabling collective learning and triggering system transformation * [**Proof of concept**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#proof-of-concept) to test feasibility before committing more resources in further development * [**Behavioural insights**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#behavioral-insights) to provide evidence on human behavior and test nudges that influence positive choices and actions * [**Human-centred** **design**](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#human-centered-design) to ensure people are closely involved in developing and testing ideas to fit their needs and context * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works#notes) Notes -------------------------------------------------------------------------------------------------------------------------------------------------------- 1. See Christensen, Leurs & Quaggiotto (2017) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works#endnote-ref-1) 2. See Pop Ivanov et al. (2025) who describe the term “feasible rigor” as the art of generating robust evidence within the constraints of real-world development actions. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works#endnote-ref-2) [PreviousVignette 21: Cameroon's solar kiosks](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/exploring-new-options-and-alternatives/vignette-21-cameroons-solar-kiosks) [NextVignette 22: Lesotho's grasshopper pesticide](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/finding-out-what-works/vignette-22-lesothos-grasshopper-pesticide) Last updated 1 day ago --- # 6. R&D Methods & Enabling Technologies | Collective R&D: A Practice Guide _This chapter introduces methods and technologies that enable our twelve R&D practices. While not exhaustive, this overview highlights the approaches we use to make big steps forward. Each can be applied flexibly and often works best in combination with others. The entries provide short descriptions to help you select appropriate approaches for your situation and purpose, along with extra resources for guidance on their use._ [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#hicjarcjkh7p) Methods ------------------------------------------------------------------------------------------------------------------------------------------------------------------ ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2F5c2IBfuUQG01JB1eolEi%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=aed9091a&sv=2) _Figure 42: Art of hosting in Nairobi (June 2023). Participants engaged in facilitated dialogue to surface collective intelligence on climate action._ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#art-of-hosting) Art of Hosting A facilitation approach that engages diverse groups in meaningful conversations and collaborative action on complex issues. Unlike traditional facilitation with fixed agendas, it emphasizes participatory leadership and collective intelligence using World Café,[\[1\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-1) Open Space,[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-2) Appreciative Inquiry[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-3) and other methods that surface collective wisdom (Figure 42). ↳ _Resources:_[_www.artofhosting.org_](http://www.artofhosting.org/) _;_[_Art of Hosting Companion Guide_](https://drive.google.com/file/d/1qlwY6mRBLGiC6QBNRZ6UUK2g4md3kwBB/view) [_\[4\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-4) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#behavioral-insights) Behavioral Insights A method that applies psychological and behavioral science to understand how people actually make decisions and to design interventions that influence behavior positively. Uses a behavioral lens to uncover why people act differently than intended, revealing hidden drivers and barriers. Enables testing of nudges,[\[5\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-5) gamification and other interventions that make desired behaviors easier or more attractive. ↳ _Resources:_[_BIT's EAST framework_](https://www.bi.team/wp-content/uploads/2014/04/BIT-EAST-1.pdf) [_\[6\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-6) _;_[_BIT’s Field Guide_](https://www.bi.team/wp-content/uploads/2022/11/BIT-Explore-Field-Guide.pdf) [_\[7\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-7) ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2Fgf7NfGLNFn0Wk9JAufOO%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=26321f9f&sv=2) _Figure 43: Citizen scientists analyzing and presenting findings on marine litter in Panama._ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#citizen-science) Citizen Science A research approach where communities actively participate in scientific research, from defining questions to collecting and analyzing data about issues affecting them. Transforms people from data subjects into researchers who generate evidence about their own realities.[\[8\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-8) Creates both rigorous data and local analytical capacity (Figure 43). Citizen science is most powerful when findings flow back to communities for their own advocacy and action. ↳ _Resources:_[_Citizen science for all guide_](https://www.mitforschen.org/sites/default/files/grid/2017/11/20/handreichunga5_engl_web.pdf) [\[9\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-9) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#co-creation) Co-Creation A collaborative approach where different stakeholders work together as equal partners to develop solutions, knowledge, plans and shared visions of the future, combining their unique perspectives and resources. Recognizes that the best outcomes emerge from integrating lived experience, technical expertise, policy knowledge and on-ground know-how. Fosters ownership and ensures outcomes align with actual needs and capabilities. ↳ _Resources:_[www.we-build-bridges.com](http://www.we-build-bridges.com/) ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FIw8soKGLZVu6262crzwM%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=b55cb01f&sv=2) _Figure 44: Co-design in Yaoundé, Cameroon. Roberteau Tchoffo, Head of Experimentation at UNDP Cameroon's Accelerator Lab, works with young street vendor Hamza Youssoupha to improve a solar-powered kiosk design._ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#co-design) Co-Design A participatory approach that involves end users and stakeholders as partners in designing solutions, processes and experiments from start to finish. Ensures designs address real needs by including affected communities in defining problems and developing responses together (see Figure 44). Promotes collective experimentation while building stakeholder ownership of the process and its outcomes. _↳ Resources: Beyond Sticky Notes_[_\[10\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-10) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#collective-intelligence-design) Collective Intelligence Design A method for structuring how groups combine diverse knowledge, data and insights to become smarter together than any individual. Creates processes where information flows between different actors, enabling them to collectively understand complex problems, identify solutions, spot emerging issues faster, make informed decisions and coordinate action to adapt to changing conditions. _↳ Resources:_[_Collective Intelligence Design Playbook_](https://www.nesta.org.uk/toolkit/collective-intelligence-design-playbook/) _;_[_\[11\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-11) [_Collective Intelligence for Sustainable Development_](https://www.undp.org/acceleratorlabs/publications/collective-intelligence-sustainable-development-getting-smarter-together) [_\[12\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-12) ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FTjykwCgN56RmJw6wYU4p%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=5dfcd7d4&sv=2) _Figure 45: Community mapping of the Primero de Mayo Central wholesale market in Quito, Ecuador. This visual inventory reveals the relationships, assets and organizational dynamics that have sustained the market’s cooperative structure since 1975._[_\[13\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-13) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#community-consent) Community Consent Rights-based process ensuring communities receive complete information and give consent freely before any engagement begins.[\[30\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-30) Recognizes communities as decision makers over their own development, shifting power from external actors to local populations. Foundation for genuine partnership that respects community autonomy including their right to say “no.” _↳ Resources:_[Free, prior, and informed consent manual](https://www.fao.org/3/i6190e/i6190e.pdf) [\[31\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-31) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#community-mapping) Community Mapping Communities create visual inventories of their assets, resources, relationships and opportunities, revealing strengths often invisible to outsiders. Includes social cartography to map networks and dynamics, ethnographic cartography to layer cultural contexts, and story maps to document local innovations and narratives[\[14\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-14) (see Figure 45). Shifts perspective from deficit-based views to asset-based understanding. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#community-walks) Community Walks A method of walking with residents through their neighborhoods and territories to understand landscapes, histories and daily experiences from their perspective. Reveals how history and memory are layered in local ecosystems while hearing stories and relationships to place firsthand. Includes formats like Jane’s walks for urban exploration and transect walks for systematic observation. Walking together may reveal insights that static meetings miss. _↳ Resources:_[_www.janeswalk.org_](http://www.janeswalk.org/) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#crowdsourcing) Crowdsourcing A method that gathers ideas, data or solutions from many people to tap collective knowledge. Often reveals innovations and patterns at the edges while enabling rapid collection of diverse perspectives. Helps build momentum when contributors see how their input creates value and receive recognition for participating. _↳ Resources:_[_www.ushahidi.com_](http://www.ushahidi.com/) ; [_A Guide to Data Innovation for Development_](https://www.undp.org/publications/guide-data-innovation-development-idea-proof-concept) [_\[15\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-15) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#data-collectives) Data Collectives An approach where organizations and individuals pool their data to generate insights while maintaining privacy through secure sharing agreements. Includes models like data collaboratives[\[16\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-16) and data trusts.[\[17\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-17) Reveals patterns and system-wide trends invisible in siloed data. Requires governance frameworks and technical infrastructure that balance collaborative analysis with protecting sensitive information. _↳ Resources:_[_www.datacollaboratives.org_](http://www.datacollaboratives.org/) ; [_A Guide to Data Innovation for Development_](https://www.undp.org/publications/guide-data-innovation-development-idea-proof-concept) [_\[18\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-18) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#data-science) Data Science Applying statistical methods, algorithms and computational techniques to extract insights from complex datasets, including data mining to discover patterns and relationships. Combines programming, statistics and domain knowledge to surface hidden connections and predict trends. Often paired with data visualization to communicate findings. _↳ Resources:_[_A Guide to Data Innovation for Development_](https://www.undp.org/publications/guide-data-innovation-development-idea-proof-concept) _;_[_\[19\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-19) [www.schoolofdata.org](https://schoolofdata.org/) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#data-visualization) Data Visualization Transforming complex data into visual formats like charts, maps and infographics that make patterns visible and insights accessible to diverse audiences. Essential for communicating findings and enabling participatory analysis. Effective visualizations balance clarity, accuracy and visual appeal using tools like PowerBI, R, D3.js, and Flourish. _↳ Resources:_[_www.informationisbeautiful.net_](http://www.informationisbeautiful.net/) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#deep-listening) Deep Listening A sensemaking method that explores community narratives to identify perspectives, needs and challenges through multiple listening channels like interviews and community meetings. Creates safe spaces for sharing experiences while building trust, especially valuable in emergencies or rapid change. Uses snowball sampling to expand participation and validate diverse narratives. _↳ Resources:_[_A guide to deep listening_](https://www.undp.org/publications/listening-present-designining-future-guide-deep-listening) [_\[20\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-20) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#ecosystem-mapping) Ecosystem Mapping Visualizing the complex web of actors, relationships, resources and value flows to find collaboration opportunities and leverage points. Reveals hidden connections, gaps in the system and unexpected allies that traditional stakeholder analysis might miss. Shows how information, resources and influence move between actors, making power dynamics and dependencies visible. _↳ Resources:_[_Mapping innovation ecosystems_](https://serviceinnovationhandbook.org/wp-content/uploads/2022/04/sih-method3.pdf) [_\[21\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-21) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#ethnographic-research) Ethnographic Research Researchers immerse themselves in communities to understand culture, daily life and practices through observation and participation. Creates deep understanding of how people actually live and make decisions rather than how they say they do.[\[22\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-22) Includes rapid ethnography for time-sensitive contexts and remote variants[\[23\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-23) using digital tools. Generates rich insights about local knowledge and hidden innovations. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#experimentation) Experimentation Testing hypotheses to create evidence about what works or where momentum for change exists, using probes, prototypes and controlled methods like A/B testing or (nimble) RCTs.[\[24\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-24) Small-scale tests enable learning from failure safely and cheaply, with unexpected responses often revealing more than confirmed assumptions. _↳ Resources:_ [_Experimentation field guide_](https://mada.gitbook.io/experimentation-field-guide) [\[25\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-25) ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FvBSJc7a5AsKzt1VO0Ivt%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=e955890c&sv=2) _Figure 46: Flow mapping created by the UNDP Kenya Accelerator Lab team at a Collective Intelligence Design workshop on climate adaptation (Istanbul, January 2023)._ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#flow-mappings) Flow Mappings Visual representations showing how resources, information, power or value move through systems and networks (see Figure 46). Creates shared understanding of bottlenecks, dependencies and leverage points for intervention. Dynamic versions using animations or layers capture how patterns and relationships shift over time. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#foresight) Foresight Exploring multiple possible futures through systematic, participatory methods like scenario planning and futures wheels[\[26\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-26) to help communities and organizations prepare for uncertainty. Enables better decisions today by anticipating trends, disruptions and emerging opportunities that could reshape development contexts. _↳ Resources:_[_Exploring futures guide_](https://www.undp.org/sites/g/files/zskgke326/files/migration/ar/PNUDArgent-202203-EN_Explorando-Futuros-final.pdf) [_\[27\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-27) _and_[_Foresight Playbook_](https://www.undp.org/sites/g/files/zskgke326/files/2022-07/UNDP-RBAP-Foresight-Playbook-Appendix-2022_0.pdf) ;[\[28\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-28) [_Foresight manual_](https://www.undp.org/publications/foresight-manual-empowered-futures) [_\[29\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-29) ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2Fd1k1HDUpbBfuo6EWWVLI%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=41c052ff&sv=2) _Figure 47: Finalists from the Mbolo Association present their innovation: 3D printed diaper clips for cotton diapers at the 3D Printing Hackathon in Bakau, The Gambia (January 2020)._[_\[32\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-32) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#hackathons) Hackathons Intensive collaborative events bringing together diverse disciplines to rapidly prototype solutions to specific challenges (Figure 47).[\[33\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-33) Creates energy and connections across sectors while surfacing unexpected approaches. Effective for engaging innovation ecosystems, identifying collaborators and generating momentum. Requires incubation support to develop prototypes further.[\[34\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-34) _↳ Resources:_[www.hackathon.guide](http://www.hackathon.guide/) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#horizon-scanning) Horizon Scanning Systematically searching for weak signals of emerging changes, innovations or disruptions that could reshape development contexts. Identifies early indicators of risks, opportunities and uncertainties that may affect communities. Important signals often appear at the margins rather than mainstream channels. Teams document findings in signal maps[\[35\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-35) to reveal patterns and prepare for multiple possible futures. _↳ Resources:_[_Exploring futures guide_](https://www.undp.org/sites/g/files/zskgke326/files/migration/ar/PNUDArgent-202203-EN_Explorando-Futuros-final.pdf) _;_[_\[36\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-36) [_Foresight Playbook_](https://www.undp.org/sites/g/files/zskgke326/files/2022-07/UNDP-RBAP-Foresight-Playbook-Appendix-2022_0.pdf) [\[37\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-37) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#human-centered-design) Human-Centered Design An iterative process placing human needs, capabilities and contexts at the heart of solution development through continuous engagement with affected communities. Moves through cycles of understanding users deeply, defining problems together, ideating solutions, prototyping and testing. Ensures solutions are technically feasible, culturally appropriate and locally sustainable. ↳ Resources: [www.designkit.org](http://www.designkit.org/) [\[38\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-38) and [Human-centred design playbook](https://www.vic.gov.au/human-centred-design-playbook) [\[39\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-39) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#human-library) Human Library A method where people share their personal experiences as “living books”[\[40\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-40) to build empathy and challenge stereotypes. Creates dialogue spaces that reveal complexity through lived experience rather than theory, while honoring local expertise and facilitating organic networking. Requires thoughtful facilitation to support storytellers while enabling authentic exchange. _↳ Resources:_[_www.humanlibrary.org_](https://www.humanlibrary.org/) _;_[_Cómo hacer una biblioteca humana_](https://laaventuradeaprender.intef.es/guias/proyectos-colaborativos/como-hacer-una-biblioteca-humana) [_\[41\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-41) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#innovation-awards) Innovation Awards Awards that spotlight grassroots innovations and innovators,[\[42\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-42) providing visibility, credibility and sometimes resources for scaling. Create opportunities for local solutions to gain national attention, connect with funders and inspire replication in other communities. Most effective when winners receive ongoing mentorship, technical assistance or pathways to implementation rather than one-time prizes. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2F5nxx9iwhpWu9ZVwEsxd6%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=f176afe7&sv=2) _Figure 48: The Caravan of Innovation travels to remote regions of the Republic of Congo to learn from communities._[_\[43\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-43) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#innovation-caravans) Innovation Caravans Traveling expeditions that visit communities to discover and document local innovations through deep field ethnography (Figure 48).[\[44\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-44) Uncover solutions that communities have developed, often unknown to the outside world. Elevate context-specific innovations that inspire adaptation elsewhere and create connections between grassroots innovators. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FrreOmgbD3nYqyg4MNIuQ%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=126092d4&sv=2) _Figure 49: Learning circle at the DELA Summit in Älmhult, Sweden (June 2023). Participants from UNDP Accelerator Lab Network, IKEA Social Entrepreneurship, and Ashoka gathered to share collective knowledge on circular and informal economies._ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#learning-circles) Learning Circles Facilitated generative conversations where diverse knowledge holders explore specific learning questions to accelerate understanding of development challenges (Figure 49). Participants unlock tacit knowledge through dialogue, creating new perspectives and meaning together. _↳ Resources: A rough guide for running learning circles_[_\[45\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-45) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#participatory-analysis) Participatory Analysis Communities analyze their own data with appropriate support, building local analytical capacity rather than depending on external experts. Creates sustainable capacity while ensuring interpretations reflect lived experience and contextual knowledge that outsiders often miss. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#participatory-workshops) Participatory Workshops Structured gatherings that bring diverse stakeholders together for collaborative work, learning and relationship building around shared challenges. Create spaces for collective sensemaking where different forms of knowledge meet and combine. Enable communities to shape research questions, map local knowledge, monitor changes, validate findings and ensure solutions reflect their priorities. _↳ Resources:_[_www.diy-toolkit.org_](http://www.diy-toolkit.org/) _,_[_www.liberatingstructures.com_](http://www.liberatingstructures.com/) [_\[46\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-46) _and Participatory Workshops_[_\[47\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-47) ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FzxTM3wpe6QDkO5fySpY2%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=ab1f585c&sv=2) _Figure 50: Pecha Kucha presentations at the Accelerator Lab Codification Fest in Antigua, Guatemala (May 2024), where Labs shared their R&D journeys and key learnings._ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#pecha-kuchas) Pecha Kuchas A dynamic presentation format where presenters show 20 slides for 20 seconds each, forcing concise storytelling and maintaining high energy throughout. Creates space for multiple voices and perspectives to be heard in rapid succession (see Figure 50). Originally developed in Tokyo for architecture presentations, now used globally to prevent presentation fatigue. _↳ Resources:_[_www.pechakucha.com_](http://www.pechakucha.com/) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#portfolio-approach) Portfolio Approach Orchestrating multiple interconnected interventions to address complex challenges, enabling learning across initiatives and the wider ecosystem. Portfolios can emerge from R&D activities or be designed intentionally. _↳ Resources:_[_Portfolio Approach Primer_](https://drive.google.com/file/d/1mOVog1-sNhb8OI1j2wffoDOCYYIdoI4G/view?usp=drive_link) _;_[_\[48\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-48) [\_ Modernizing development: Introducing portfolios\_](https://www.undp.org/sites/g/files/zskgke326/files/2025-08/undp_modernizing_development_introducing_portfolios_2025.pdf.pdf) [_\[49\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-49) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#positive-deviance) Positive Deviance An approach that uses data to identify individuals or communities achieving better outcomes despite facing similar constraints as their peers, then learns from their strategies.[\[50\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-50) Includes Data-Powered Positive Deviance (DPPD) for systematic identification. Reveals hidden innovations and practices already working within communities. Shifts focus from deficits to assets by discovering how some succeed where others struggle with the same resources. _↳ Resources:_[_www.positivedeviance.org_](about:blank) _;_[_DPPD Handbook_](https://www.blog-datalab.com/assets/Documents/DPPDCookbook.pdf) [\[51\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-51) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#proof-of-concept) Proof of Concept A small exercise testing whether an incomplete idea is technically feasible, demonstrating if something can be developed before figuring out how.[\[52\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-52) Validates core assumptions with minimal investment by quickly building a working model of specific features. Focuses on technical possibility rather than user experience; refinements come during prototyping. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#prototyping) Prototyping Creating tangible manifestations of ideas—from paper mockups to role-play scenarios—to test how solutions should look, feel and work.[\[53\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-53) Enables rapid learning through user feedback while building shared understanding. Can reveal unarticulated needs when stakeholders interact with prototypes, recognizing value they couldn't express before. Evolves from rough sketches to detailed versions. _↳ Resources:_[_Evaluating Social Innovation Prototypes_](https://sicanada.org/2022/10/13/evaluating-social-innovation-prototypes/) [_\[54\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-54) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#sensemaking-workshops) Sensemaking Workshops Structured gatherings where groups collectively interpret complex information,[\[55\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-55) data[\[56\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-56) or experiences[\[57\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-57) to develop shared understanding and identify patterns. Brings together different perspectives to make sense of situations that no single viewpoint can fully grasp. Particularly valuable when communities need to understand complex data about their own realities or navigate uncertainty together. _↳ Resources:_[_Sensemaking Workshop Guide_](https://www.undp.org/publications/sensemaking-workshop-preparation-guide-and-facilitator-guide-and-sensemaking-training) [_\[58\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-58) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#social-imagination) Social Imagination Creating experimental spaces where communities envision alternative futures beyond current constraints, expanding what's possible. Includes approaches like Dream Labs[\[59\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-59) that bring diverse citizens together to build consensus on long-term visions, connecting aspirations across different time horizons with practical development pathways. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#solution-atlas) Solution Atlas Digital platform or database that collects, documents and shares[\[60\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-60) grassroots innovations in searchable formats. Used to run innovation challenges, map local solutions and connect innovators with technical experts and potential partners. Helps communities discover proven approaches, learn from others' experiences and adapt solutions to their contexts. Supports co-creation and knowledge sharing between innovators facing similar challenges. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FK7amK4GzLBLrCnCNgmNy%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=52a32132&sv=2) _Figure 51: A Solution Fair in Khartoum, Sudan (December 2019), where grassroots innovators showcased their solutions and connected with peers, funders and potential partners._ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#solution-fairs) Solution Fairs Events where grassroots innovators showcase their solutions and connect with peers, funders and potential partners for mutual learning (Figure 51). Designed as relationship-building spaces where the real value emerges from connections that continue long after the event ends. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#solutions-mapping) Solutions Mapping Systematically identifying and documenting existing solutions within communities or ecosystems, revealing local innovations often invisible to outsiders. Includes snowballing techniques to expand networks, and connects with other methods like solution walks for field observation, solution fairs for bringing innovators together, and solution atlases for documentation. _↳ Resources:_[SalikLakbay guide](https://www.undp.org/sites/g/files/zskgke326/files/migration/ph/5f4681e429ce32c3081f2dbfe4f2faa0f1204c98fbb3833a690809b50383e45a.pdf) ;[\[61\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-61) _Grassroot innovation workbook_[_\[62\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-62) ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FwI1z2J6Ldd2YSayjQeKj%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=ffc51f53&sv=2) _Figure 52: Professor Anil Gupta on a “Shodyatra”_[_\[63\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-63) _(solution walk) in the communities near Antigua, Guatemala._ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#solution-walks) Solution walks Walking through communities with teams, stakeholders, or residents to observe innovations in their actual context, either exploring openly for serendipitous discoveries or focusing on specific challenges[\[64\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-64) (see Figure 52). The act of walking together enables informal dialogue, reveals spatial patterns, and uncovers adaptations. _↳ Resources:_[SalikLakbay guide](https://www.undp.org/sites/g/files/zskgke326/files/migration/ph/5f4681e429ce32c3081f2dbfe4f2faa0f1204c98fbb3833a690809b50383e45a.pdf) [\[65\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-65) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#stakeholder-mapping) Stakeholder mapping Identifying and analyzing key actors in a system—their interests, relationships, and relative influence—to understand power dynamics and find potential allies. Reveals hidden connections, competing agendas, and unexpected champions who can advance or block change. Maps capture one moment in time; relationships and influence shift constantly, so regular updates keep insights relevant. _↳ Resources:_[_www.diy-toolkit.org_](http://www.diy-toolkit.org/) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#storytelling) Storytelling Using narrative techniques to communicate insights, build empathy, preserve memory, or advocate for change in ways that create emotional connections and resonate with people. Helps people share their experiences in their own words, capture local knowledge, and influence decision-makers. Makes complex development challenges tangible by centering human experiences rather than statistics, moving audiences from awareness to action. ↳ Resources: [_Storytelling for systems change_](https://centreforpublicimpact.org/resource-hub/storytelling-for-systems-change/) [\[66\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-66) ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FavaiEWXnxsnxNnRs9Lmx%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=89882d82&sv=2) _Figure 53: Issue mapping, collectively exploring and discussing the drivers of an issue (Kigali, September 2019)_ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#systems-mapping) Systems mapping Visualizing complex relationships within systems using various formats like issue maps[\[67\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-67) (Figure 53), iceberg model[\[68\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-68) , causal loops, or affinity diagrams. Maps serve as conversation starters to explore complexity, helping groups develop a shared understanding of patterns, connections, and leverage points. _↳ Resource:_[_Student guide to mapping a system_](https://www.mtroyal.ca/nonprofit/InstituteforCommunityProsperity/_pdfs/Student-Guide-to-Mapping-a-System--Fourth-Edition.pdf) [_\[69\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-69) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#systems-thinking) Systems thinking Approaching challenges by understanding patterns, relationships, and dynamics between parts rather than analyzing components in isolation. Seeks leverage points where small changes create system-wide shifts, constantly shifting perspective between the big picture and critical details[\[70\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-70) to navigate complexity. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#technology-scanning) Technology scanning Systematically searching for emerging technologies that could address development challenges or create new opportunities for communities. Examines not only potential benefits but also the new exclusions or dependencies that technologies might introduce. Helps communities anticipate both the promises and pitfalls of technological change. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#web-and-data-scraping) Web and data scraping Automated extraction of information from websites, documents, PDFs, and other digital sources to gather data at scale for analysis. Enables rapid collection of publicly available information across multiple sources. Useful for tracking trends, monitoring public discourse, and identifying patterns across dispersed online content. Works best when combined with other data sources to address digital divides. _↳ Resource:_[www.schoolofdata.org](http://www.schoolofdata.org/) and [_The data journalism handbook_](https://datajournalism.com/read/handbook/one) [_\[71\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-71) [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#enabling-technologies) Enabling technologies ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#apis-application-programming-interfaces) APIs (Application Programming Interfaces) Technical standards and protocols that enable different digital systems to connect and share data seamlessly across platforms. Creates interoperability between tools, allowing innovators to combine services and build on existing infrastructure without starting from scratch. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#artificial-intelligence) Artificial Intelligence Using machine learning algorithms to automate analysis, find patterns in large datasets, and augment human decision-making. Enables predictive modeling for early warning systems, automated translation of local languages, and pattern recognition in satellite imagery. Natural language processing analyzes text at scale, computer vision extracts insights from images, and generative AI assists with content creation and synthesis. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#data-analytic-tools) Data analytic tools Software platforms (e.g. PowerBI, R, Tableau, Flourish) that enable sophisticated analysis and visualization of complex datasets to surface insights and support evidence-based decisions. Create interactive dashboards, automated reports, and shareable visualizations that update in real-time as data changes. Make it easier to combine data from different sources and share insights across organizations. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#digital-platforms) Digital platforms Online spaces that enable collaboration, learning, and resource sharing across geographic boundaries and time zones. Include communication tools like Slack, Microsoft Teams, WhatsApp, Signal, and Facebook groups, as well as meeting platforms like Zoom, Google Meet, and Butter. Remember that not everyone has equal access to digital technology; consider offering non-digital options for participation too. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#digital-public-goods) Digital Public Goods Open-source technologies specifically designed for public benefit and that anyone can freely use, modify, and share. Enable countries and communities to build digital infrastructure without vendor lock-in or licensing costs while meeting standards for privacy, security, and accessibility. Sustainability depends on active communities that maintain and improve them over time._↳ Resource:_ www.digitalpublicgoods.net ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FwSgUJTF3vFhrJfct8L7j%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=4bef1326&sv=2) _Figure 54: Drone demonstration in Mashonaland West, Zimbabwe (September 2024). The UNDP Accelerator Lab Zimbabwe, working with local farmers and Japanese technology partner Pegara, uses drone technology to combat destructive quelea bird pests._ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#drones) Drones Unmanned aerial vehicles used for mapping, monitoring, data collection, or delivery in areas difficult to access by traditional means. Enable rapid damage assessment after disasters,[\[72\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-72) agriculture[\[73\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-73) (Figure 54) and reforestation,[\[74\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-74) and last-mile medical supply delivery. Create opportunities for communities to gather their own aerial data for advocacy, planning, and documentation of changes over time. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#geospatial-data-platforms) Geospatial data platforms Collaborative mapping platforms and tools where communities can create, edit, and use geographic data for navigation, planning, and analysis. Includes Geographic Information Systems (GIS) for spatial analysis and OpenStreetMap for open-source collaborative mapping. Community mapping builds ownership and surfaces local knowledge but requires training in both tools and data quality standards. _↳ Resources:_[_www.openstreetmap.org_](http://www.openstreetmap.org/) _,_[_geohub.data.undp.org_](https://geohub.data.undp.org/) _,_[_Field Guide to Humanitarian Mapping_](https://mapaction.org/wp-content/uploads/2016/12/mapaction_field_guide_to_humanitarian_mapping.pdf) [_\[75\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-75) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#innovation-challenges) Innovation challenges Time-bound open calls that raise awareness of specific development issues while identifying and attracting innovators for collaboration. Typically run for several months to mobilize diverse problem-solvers, surface unexpected solutions, and connect solution holders with funding, technical support, and scaling opportunities.[\[76\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-76) _↳ Resources:_[The MaRS Innovation Challenges playbook](https://challenges.marsdd.com/how-it-works/) [\[77\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-77) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#interactive-dashboards) Interactive dashboards Dynamic data displays (e.g., PowerBI, Tableau, HDX) that let users explore information themselves, filtering and drilling down based on their specific questions and needs. Enable stakeholders to access the same real-time information, identify patterns, and make data-driven decisions without waiting for custom reports. Democratize data access by making complex datasets explorable through visual interfaces.. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2F9jruYW5nR1wWFmSJOd1O%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=8f0ddef0&sv=2) _Figure 55: Low cost sensors to monitor air quality as part of a citizen science initiative in Argentina._[_\[78\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-78) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#internet-of-things-and-sensors) Internet of Things & sensors Internet-connected devices and sensors that continuously collect real-time data about environmental conditions, movement patterns, or resource usage in communities. Enable communities to monitor air quality[\[79\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-79) (Figure 55), track water levels, measure service delivery, and document environmental violations. Creates verifiable data that communities can use to hold governments and companies accountable, demand action, and track whether promises are kept. _↳ Resources:_[www.smartcitizen.me](http://www.smartcitizen.me/) ; [Citizen sensing toolkit](https://making-sense.eu/wp-content/uploads/2018/01/Citizen-Sensing-A-Toolkit.pdf) [\[80\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-80) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#microsurveys) Microsurveys Quick digital survey tools (e.g. Kobo Toolbox, Mentimeter) that enable rapid feedback collection through mobile devices, making data gathering more agile and responsive. Allow communities to share real-time insights about their needs, monitor service delivery, and participate in decision-making. Modern tools support offline collection and SMS integration, expanding reach to areas with limited connectivity. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#non-traditional-data) Non-traditional data Tapping into unconventional data streams like social media, radio call-ins, satellite imagery, or citizen-generated data to understand issues from new angles. Reveals patterns and trends that official statistics miss, enables real-time monitoring of emerging situations, and surfaces voices often unheard in formal channels. _↳ Resource:_[_A Guide to Data Innovation for Development_](https://www.undp.org/publications/guide-data-innovation-development-idea-proof-concept) [_\[81\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-81) _;_[_Collective Intelligence Design Playbook_](https://www.nesta.org.uk/toolkit/collective-intelligence-design-playbook/) [_\[82\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-82) ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FaEiKy4jm9rF63RkRACNu%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=8cbbcde7&sv=2) _Figure 56: Example of a Mural board for discussing and refining learning questions._ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#online-whiteboards) Online whiteboards Digital canvases (e.g. Mural, Miro, Kumu) where teams can draw, post notes, and collaborate visually from different locations. Enable participatory workshops to happen online (see Figure 56), with people contributing simultaneously or at different times. Particularly useful for system and participatory mapping, collective brainstorming, analysing information, planning activities, etc.. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#open-data) Open data Making datasets freely available for anyone to access, use, and share, democratizing information that was previously locked away. Enables communities to create their own analyses, build evidence for advocacy, and develop solutions based on shared knowledge. When combined with capacity building and accessible tools, transforms raw data into community-driven insights and action. _↳ Resources:_[_opendatatoolkit.worldbank.org_](http://opendatatoolkit.worldbank.org/) ; [_data.undp.org_](http://data.undp.org/) \_\_ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#open-source-licensing) Open source licensing Legal frameworks that allow free use, modification, and distribution of software and content while protecting creators' rights. Enables innovations to spread rapidly as communities adapt and build on existing solutions without licensing barriers. Fosters collaborative improvement while accelerating the diffusion of knowledge and solutions across development ecosystems. _↳ Resources:_[_Open source primer_](https://www.codeinnovation.com/blog/2015/09/our-primer-on-how-to-use-open-source-and-the-creative-commons-in-aid-and-development) [\[83\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-83) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#traditional-official-data) Traditional/official data Government statistics, census data, administrative records, and other official datasets that provide baseline information about populations, economies, and services. Offers historical context, standardized indicators, and comparability across regions and time periods. Creates foundation for evidence-based policy while newer methods like citizen-generated data can fill gaps and add granular, real-time insights from communities. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FaJ6j9cACgTnHxlfaDmWz%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=520a43ec&sv=2) _Figure 56: Augmented reality visualization of Zimbabwe's informal food markets. The Accelerator Lab used AR to make complex supply chain patterns visible and immersive to stakeholders._[_\[84\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-84) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#virtual-augmented-reality) Virtual / augmented reality Immersive technologies that create or enhance experiences through digital overlays or entirely virtual environments, enabling stakeholders to visualize data[\[85\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-85) (Figure 56), explore scenarios, or experience distant realities[\[86\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-86) (e.g. crisis contexts). Since specialized hardware isn't always available, consider low-tech alternatives like 360° videos on phones or printed panoramic views for broader participation. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#notes) Notes --------------------------------------------------------------------------------------------------------------------------------------------------------- 1. See Brown & Isaacs (n.d.) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-1) 2. See Owen (2008) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-2) 3. Cooperrider & Whitney (2005); Cooperrider, Whitney & Stavros (2008) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-3) 4. Nguyen et al. (2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-4) 5. Thaler & Sunstein (2008) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-5) 6. Service et al. (2014) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-6) 7. Gyani et al. (2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-7) 8. See for examples: “100 initiatives of Argentina citizen science” (National Ministry of Science, Technology and Innovation, & UNDP Argentina,2023). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-8) 9. Pettibone et al. (2016) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-9) 10. McKercher (2020) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-10) 11. Nesta (2019). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-11) 12. Peach et al. (2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-12) 13. Illustrated by José Manosalvas in collaboration with UNDP Accelerator Lab Ecuador and the Territorios que Sanan project. https://otrosmapas.org/territorios-que-sanan/. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-13) 14. For example, Otros Mapas documents the “Territorios que Sanan” project (see [https://otrosmapas.org/territorios-que-sanan/](https://otrosmapas.org/territorios-que-sanan/) ), a collaborative initiative that beautifully illustrates community mapping in action. It maps the work and knowledge of medicinal plant vendors (hierbateras) in Quito's May First Platform market, led by UNDP Ecuador’s Accelerator Lab in partnership with local cultural and educational institutions. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-14) 15. UNDP & UN Global Pulse (2017). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-15) 16. Verhulst & Sangokoya (2015). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-16) 17. Hardinges (2018). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-17) 18. UNDP & UN Global Pulse (2017). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-18) 19. UNDP & UN Global Pulse (2017). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-19) 20. Agirre Lehendakaria Center & UNDP Bangkok Regional Hub (2023). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-20) 21. Kimbell (2014, pp 59-63). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-21) 22. See, for example, the report “Plastics Circularity and Waste Management: An Ethnographic Study.” UNDP Pacific Office in Fiji (2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-22) 23. See, e.g. Lupton (2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-23) 24. There are many ways to experiment, from quick and simple tests to more rigorous trials that require more time and resources; see the continuum of experimentation, Christensen, Leurs & Quaggiotto (2017). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-24) 25. Rye (2019). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-25) 26. See Smith (2020). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-26) 27. Acosta et al. (2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-27) 28. Krishnan et al. (2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-28) 29. UNDP Global Centre for Public Service Excellence (2018). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-29) 30. See e.g. Cardenas (2024). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-30) 31. FAO (2016); PNUD Panamá (2024). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-31) 32. Photo source: UNDP The Gambia, [https://x.com/UNDP\_TheGambia/status/1216043911187259392](https://x.com/UNDP_TheGambia/status/1216043911187259392) . [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-32) 33. See for example the blog “Hacking into waste management” by UNDP Accelerator Lab The Gambia (2020). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-33) 34. Research shows that without follow-up support, most hackathon projects fail to continue: only 35% show any activity post event, dropping to 5% after 5 months (Nolte et al., 2020). As Sankaran (2019) argues, hackathons often become “innovation theater”—exciting events where winning ideas get shelved because teams return to their day jobs, lack funding to build prototypes or discover their solutions would cost millions to implement. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-34) 35. See for example UNDP’s Signals Spotlight (Howe-Jones et al., 2024). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-35) 36. Acosta et al. (2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-36) 37. Krishnan et al. (2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-37) 38. IDEO.org (2015). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-38) 39. Victoria State Government (2020). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-39) 40. Abergel et al. (2005). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-40) 41. Epstein Cal y Mayor (2024). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-41) 42. See for example GIAN’s annual People’s Festival of Innovation: https://gian.org/peoples-festival-of-innovation-2024/. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-42) 43. Photo: UNDP Congo. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-43) 44. See for example Ouedraogo (2020) or N'gouan-Anoh (2020). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-44) 45. Leurs et al. (2025). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-45) 46. Lipmanowicz & McCandless (2013). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-46) 47. Chambers (2002). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-47) 48. UNDP Strategic Innovation Unit (2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-48) 49. UNDP (2025). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-49) 50. Sternin & Choo (2000). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-50) 51. UNDP, GIZ Data Lab, & University of Manchester (2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-51) 52. Leurs & Duggan (2018). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-52) 53. Leurs & Duggan (2018); Houde & Hill (1997). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-53) 54. Cabaj et al. (2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-54) 55. Dervin & Foreman-Wernet (2003). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-55) 56. Madsbjerg (2017). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-56) 57. Weick (1995). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-57) 58. Chôra Foundation (2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-58) 59. Pop Ivanov & Cvetanovska Gugoska (2022), also see Robinson (2022) and Mulgan (2020). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-59) 60. Documenting and sharing innovations always needs to happen with consent. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-60) 61. UNDP Accelerator Labs Philippines (2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-61) 62. DOST (2024). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-62) 63. A journey in search of knowledge, creativity and innovations at the grassroots (see Gupta, 2016, p. 31). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-63) 64. Also see Gupta (2016, p. 31) who refers to such walks as “Shodhyatra”. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-64) 65. UNDP Accelerator Labs Philippines (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-65) 66. Snow et al. (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-66) 67. Nesta (2019, p. 76) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-67) 68. See Guerrera (2024) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-68) 69. Johnson, Papi-Thornton, and Stauch (2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-69) 70. See Heifetz et al. (2009), who use the metaphor of moving between "the balcony and the dance floor" to describe this dynamic of shifting perspectives. From the dance floor, we're immersed in the action and details; from the balcony, we can observe the broader patterns and dynamics of the whole system. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-70) 71. Gray et al., (2012) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-71) 72. See PNUD Colombia (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-72) 73. See Ntuli (2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-73) 74. See Araujo (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-74) 75. MapAction (2011) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-75) 76. See Kiarie-Kimondo (2022) for an example of how the Accelerator Lab in Kenya used innovation challenges to source and support grassroots solutions. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-76) 77. MaRS (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-77) 78. See National Ministry of Science, Technology and Innovation & UNDP Argentina (2023, p. 42). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-78) 79. Also see the open-seneca initiative: [https://www.open-seneca.org](https://www.open-seneca.org/) . [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-79) 80. Woods, et al. (2018) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-80) 81. UNDP & UN Global Pulse (2017) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-81) 82. Nesta (2019) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-82) 83. Code Innovation (2015) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-83) 84. Snapshot from the UNDP Zimbabwe Accelerator Lab's YouTube presentation on data-driven solutions for the informal economy (UNDP Zimbabwe, 2020). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-84) 85. See Nthuli (2020) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-85) 86. See for example PNUD Colombia (2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/6.-r-and-d-methods-and-enabling-technologies#footnote-ref-86) [PreviousVignette 26: South Sudan's digital Sanduk](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/doing-r-and-d/5.-r-and-d-practices/leveraging-technologies/vignette-26-south-sudans-digital-sanduk) [Next7\. Taking Collective R&D Further](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/7.-taking-collective-r-and-d-further) Last updated 1 day ago --- # Bibliography | Collective R&D: A Practice Guide [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/bibliography#a) **A** ------------------------------------------------------------------------------------------------------------------ Abergel, R., Rothemund, A., Titley, G., & Wootsch, P. (2005). _Don't judge a book by its cover! The Living Library organiser's guide_. Council of Europe Publishing. [https://amics.eu/allin/wp-content/uploads/2018/07/Living-Library-book.pdf](https://amics.eu/allin/wp-content/uploads/2018/07/Living-Library-book.pdf) AccLabPY. (2024, December 6). Learning for development: Principles and tensions that enrich practice. _UNDP Paraguay_. 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[https://www.undp.org/publications/listening-present-designining-future-guide-deep-listening](https://www.undp.org/publications/listening-present-designining-future-guide-deep-listening) Akinyemi, T., & Leurs, B. (2024, January 9). What open R&D for sustainable development may look like: A manifesto from UNDP's Accelerator Labs. _Medium_. [https://acclabs.medium.com/what-open-r-d-for-sustainable-development-may-look-like-a-manifesto-from-undps-accelerator-labs-b9cf8bc5931a](https://acclabs.medium.com/what-open-r-d-for-sustainable-development-may-look-like-a-manifesto-from-undps-accelerator-labs-b9cf8bc5931a) Akinyemi, T., Leurs, B., & Lucarelli, G. (2022, August 9). Three signals of change: How digitalization is changing what informality looks like. _UNDP Accelerator Labs_. [https://acclabs.medium.com/three-signals-of-change-how-digitalization-is-changing-what-informality-looks-like-d4e53241a41f](https://acclabs.medium.com/three-signals-of-change-how-digitalization-is-changing-what-informality-looks-like-d4e53241a41f) Akkerman, S. F., & Bakker, A. (2011). Boundary crossing and boundary objects. _Review of Educational Research_, _81_(2), 132-169. Albanna, B., Heeks, R., Pawelke, A., Boy, J., Handl, J., & Gluecker, A. (2022). Data-powered positive deviance: Combining traditional and non-traditional data to identify and characterise development-related outperformers. _Development Engineering_, _7_, 100090. Alberti, A., & Senese, S. (Eds.). (2021). _Changing mindsets to realize the 2030 Agenda for Sustainable Development: How to promote new mindsets and behaviors in public institutions to implement the Sustainable Development Goals_. United Nations Department of Economic and Social Affairs. 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[https://www.bostonreview.net/forum\_response/beyond-elite-innovation/](https://www.bostonreview.net/forum_response/beyond-elite-innovation/) Anggakara, K. (2025). _The Irreversibility Framework_. [https://linktr.ee/IrreversibilityFramework](https://linktr.ee/IrreversibilityFramework) Anderson, E. (2022, May 13). New and unusual: A fresh perspective on partnerships for sustainable development from the UNDP Accelerator Labs. _UNDP Accelerator Labs_. [https://acclabs.medium.com/new-and-unusual-a-fresh-perspective-on-partnerships-for-sustainable-development-from-the-undp-ff181f8646e3](https://acclabs.medium.com/new-and-unusual-a-fresh-perspective-on-partnerships-for-sustainable-development-from-the-undp-ff181f8646e3) Araujo, S. (2021, January 26). The drone solution. _UNDP Accelerator Labs_. [https://www.undp.org/acceleratorlabs/blog/drone-solution](https://www.undp.org/acceleratorlabs/blog/drone-solution) Arthur, W. B. (2009). _The nature of technology: What it is and how it evolves_. Penguin Books. [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/bibliography#b) **B** ------------------------------------------------------------------------------------------------------------------ Barry, L. (2021, May 31). De l'université à l'ombre d'un manguier: L'initiative Be-In réinvente la recherche de sens. _PNUD Guinée_. [https://www.undp.org/fr/guinea/blog/de-luniversite-lombre-dun-manguier-linitiative-be-reinvente-la-recherche-de-sens](https://www.undp.org/fr/guinea/blog/de-luniversite-lombre-dun-manguier-linitiative-be-reinvente-la-recherche-de-sens) Bason, C. (2025). Ecosystem transition: Navigating a new paradigm. _European Public Mosaic (EPuM): Open Journal on Public Service_, _25_, 1-15. [https://eapc.bibliotecadigital.gencat.cat/handle/20.500.14227/4335](https://eapc.bibliotecadigital.gencat.cat/handle/20.500.14227/4335) Bennett, A. E. (2023, September 12). Creature feature: Digging up nature-based solutions from creepy, crawly critters. _UNDP Accelerator Labs_. [https://www.undp.org/acceleratorlabs/blog/creature-feature-digging-nature-based-solutions-creepy-crawly-critters](https://www.undp.org/acceleratorlabs/blog/creature-feature-digging-nature-based-solutions-creepy-crawly-critters) Berditchevskaia, A., Albert, A., Peach, K., Lucarelli, G., & Cottica, A. (2024). _UNTAPPED: Collective intelligence for climate action_. UNDP. https://www.undp.org/acceleratorlabs/untapped Berditchevskaia, A., Peach, K., Lucarelli, G., & Ebelshaeuser, M. (2021). _Collective intelligence for sustainable development: 13 stories from the UNDP Accelerator Labs_. [https://www.undp.org/acceleratorlabs/publications/collective-intelligence-sustainable-development-13-stories-undp-accelerator-labs](https://www.undp.org/acceleratorlabs/publications/collective-intelligence-sustainable-development-13-stories-undp-accelerator-labs) Bergh Lopes da Costa, I. (2021, December 17). Design thinking: A powerful tool to improve public service delivery. _UNDP Guinea-Bissau_. [https://www.undp.org/guinea-bissau/blog/design-thinking-powerful-tool-improve-public-service-delivery](https://www.undp.org/guinea-bissau/blog/design-thinking-powerful-tool-improve-public-service-delivery) Bergh Lopes da Costa, I. (2022, May 6). Behavioral insights: Spaces for providing public services in Guinea-Bissau. _UNDP Guinea-Bissau_. [https://www.undp.org/guinea-bissau/blog/behavioral-insights-spaces-providing-public-services-guinea-bissau](https://www.undp.org/guinea-bissau/blog/behavioral-insights-spaces-providing-public-services-guinea-bissau) Bernadas, K. A. (2025, March 4). DOST seeks out grassroots innovations for inclusive dev't program. _Philippine Information Agency_. [https://pia.gov.ph/dost-seeks-out-grassroots-innovations-for-inclusive-devt-program/](https://pia.gov.ph/dost-seeks-out-grassroots-innovations-for-inclusive-devt-program/) Birney, A. (2021a, January 21). Power dynamics: A systemic inquiry. _School of System Change_. [https://medium.com/school-of-system-change/power-dynamics-a-systemic-inquiry-c30e2e658d3e](https://medium.com/school-of-system-change/power-dynamics-a-systemic-inquiry-c30e2e658d3e) Birney, A. (2021b, September 18). Facilitation: An essential systemic practice. _School of System Change_. [https://medium.com/school-of-system-change/facilitation-an-essential-systemic-practice-a178a9e71a41](https://medium.com/school-of-system-change/facilitation-an-essential-systemic-practice-a178a9e71a41) Björneborn, L. (2017). Three key affordances for serendipity: Toward a framework connecting environmental and personal factors in serendipitous encounters. _Journal of Documentation_, _73_(5), 1053-1081. Björneborn, L. (2023). Adjacent possible. In _The Palgrave encyclopedia of the possible_ (pp. 16-28). Springer International Publishing. Bolton, R. (n.d.). What are weak signals of change? _MaRS Startup Toolkit_. 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The nature of mindsets: A primer on how our underlying beliefs, attitudes and assumptions create our everyday lives—and our shared world. _Medium_. [https://medium.com/benefit-mindset/the-nature-of-mindsets-18afba2ac890](https://medium.com/benefit-mindset/the-nature-of-mindsets-18afba2ac890) Burkett, I. (2025). _Surfacing worldviews of change: Making visible the hidden foundations of how we approach and fund change_. The Good Shift. [https://designrr.s3.amazonaws.com/localchangeworks\_at\_gmail.com\_423534/localchangeworksgmailcom\_ConversationChangeFinal1760593259.pdf](https://designrr.s3.amazonaws.com/localchangeworks_at_gmail.com_423534/localchangeworksgmailcom_ConversationChangeFinal1760593259.pdf) Busch, C. (2020a). _The serendipity mindset: The art and science of creating good luck_. Riverhead Books. Busch, C. (2020b). Cultivating serendipity. _Stanford Social Innovation Review_. [https://doi.org/10.48558/708H-HE24](https://doi.org/10.48558/708H-HE24) Busch, C. (2024). 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[https://doi.org/10.1177/27538699231168079](https://doi.org/10.1177/27538699231168079) [PreviousGlossary](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary) [NextAcknowledgements](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/undefined/acknowledgements) Last updated 2 days ago --- # Glossary | Collective R&D: A Practice Guide _This glossary brings together the essential terms and concepts that define our R&D practice. With 100 entries, it serves as both a reference guide and a learning resource to help you understand what these terms mean, explain them to others, and see how they connect forming a body of knowledge. This is not an exhaustive list of terms; it focuses on the primary concepts contained in this guide and those that have emerged as most essential to our practice. The footnotes provide additional resources if you want to explore any concept in greater depth, and may help you in case you need to adapt these definitions to your local context._ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#accelerator-lab-network) ​​Accelerator Lab Network The UNDP Accelerator Lab Network is a global learning network working within the United Nations Development Programme (UNDP) to accelerate progress on sustainable development. Started in 2019 to reimagine sustainable development, it has evolved into an open, globally distributed R&D capability for the Sustainable Development Goals. The Labs combine local knowledge with new data, digital tools, and experimental methods to address complex challenges in their regions. Currently, there are 89 Labs in 113 countries. They help UNDP and its partners find and share effective solutions while also learning how to operate effectively amid conditions of high uncertainty. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#actor) Actor An actor is anyone or any entity that plays a role and has agency in a group, community, collective, network or ecosystem. This can refer to an individual person, organizations (like businesses, community groups, or government institutions), or other social groups. Think of actors as the "players" who can act, make decisions, affect others, and create momentum for change, triggering effects across their community or ecosystem and beyond. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FDOQQk8A6oyLBmbzPkKjb%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=31d27941&sv=2) _Figure 63: The adjacent possible: from what is known to what becomes possible through new connections._[_\[1\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-0) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#adjacent-possible) Adjacent possible The adjacent possible is a "shadow future"[\[2\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-1) of possibilities that are already there, but have not been discovered yet[\[3\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-2) (Figure 63). It is a serendipitous space of unseen ideas and solutions. Remixing these ideas with what we already have, can form a bricolage that catalyses R&D. To unlock the possibilities of this space, we must intentionally explore what comes next and look beyond our current knowledge. We need to do this continuously because the adjacent possible is an infinite space that keeps expanding: each time we find something new or make a new connection, we unlock more possibilities that weren't available before.[\[4\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-3) While the adjacent possible is bounded by what's achievable from our current state, our curiosity determines how far and wide we explore within these boundaries.[\[5\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-4) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#agency) Agency Agency[\[6\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-5) is the capacity of actors to act, having the autonomy to make decisions and influence their circumstances to produce a certain effect or change in the world. Innovation, as such, is essentially about exercising agency, with the intent to bring change to the world. It operates at multiple levels: individual agency enables people to influence their immediate circumstances and conditions, while collective agency emerges when actors combine their energy and expertise to create broader change in their ecosystems. In any given ecosystem, agency is often unevenly distributed; some individuals or groups have better relationships, more power, greater resources, and more freedom to act than others. Agency can be temporary or situational; it can shift over time and across contexts. An actor might have agency in one situation but face barriers like structural inequalities, discrimination, or lack of access that limit their agency in another. By understanding who possesses agency and what blocks it, we can identify whom to involve in initiatives and whom to empower. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#agile) Agile Agile is an iterative approach to software development, innovation and R&D that emphasizes flexibility, continuous improvement, and rapid adaptation to change. We work in short cycles, adjusting course based on our insights gained from experiments, explorations, system interventions, and engagement with the ecosystem. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#ambiguity) Ambiguity Ambiguity refers to a situation in which multiple interpretations of the same information are possible, making it difficult to establish a single, clear meaning or direction.[\[7\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-6) We experience ambiguity, for example, when we face multiple possible meanings that could all be valid simultaneously, when we encounter more questions than answers, or when the following steps are unclear. In complex systems, ambiguity emerges from the diverse perspectives, values, and mental models that stakeholders bring to the same challenge. Embracing ambiguity and its plural qualities, rather than reducing, eliminating, or ignoring it, opens space for creative tensions that may feel confusing at first but can reveal new possibilities.[\[8\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-7) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#assumption) Assumption An assumption is a belief or fact that is considered to be true without direct proof to warrant claims. In development work, assumptions often underlie our inferences about what causes problems and how interventions will generate outcomes.[\[9\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-8) Individuals and groups may not be aware of their assumptions – these hidden beliefs can trick the mind. Therefore, it's important to be critical and interrogate what we know and why something is considered to be true.[\[10\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-9) Innovation processes often involve activities, methods and tools that help different actors in a system make their assumptions explicit. Testing ideas, directly engaging with key stakeholders, and observing them in their everyday context helps challenge our assumptions. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#bias) Bias Biases are thinking errors that individuals, teams, and groups make when processing information, affecting the decisions and judgments they make. Some common examples include Confirmation Bias (cherry-picking information that confirms existing beliefs), Functional Fixedness (being blind to alternatives), Group Think (prioritizing consensus while avoiding controversy), Spotlight Effect (searching only where information is easily found), and Not Invented Here (favoring internal over external solutions). We're often unaware of these biases operating in our thinking.[\[11\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-10) Many innovation methods, both explicitly and implicitly, aim to help identify, unpack, and challenge these biases.[\[12\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-11) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#bottom-up) Bottom up "Bottom up" means we start at the local, community level rather than beginning with top-down policies or global level. This approach helps us unearth and promote local knowledge and experiences from people who are most affected by an issue. Working this way reveals solutions – and unaddressed needs – that are deeply rooted in local context and lived experience, showing us how communities and grassroots innovators are adapting to new uncertainties around drought, waste management, food security, digitalisation, disinformation, energy, mobility, etc. By scanning for these bottom-up signals across communities, we can identify emerging global patterns in sustainable development.[\[13\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-12) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#bricolage) Bricolage Bricolage is a creative act of combining or reconfiguring available resources, technologies and solutions for novel or unexpected purposes. Bricolage is about making the most of what’s already there. Since Claude Lévi-Strauss described bricolage as an innate human capability,[\[14\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-13) it has been used and studied in various fields (entrepreneurship, psychology, organisational development).[\[15\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-14) In our approach to R&D, we use bricolage to develop frugal solutions for sustainable development, solving problems with readily available materials in resource-limited contexts. While bricolage often happens naturally as we solve problems,[\[16\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-15) consciously looking for other potential uses or functions of a given object or solution, by framing the perceived affordances[\[17\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-16) differently, expands our space of possibilities.[\[18\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-17) Particularly in the adjacent possible, where we look for yet undiscovered solutions, bricolage helps us recognise the potential of these solutions, connect them with known solutions, and test new configurations[\[19\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-18) that help us learn how they address emerging needs or generate value in unexpected ways. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#catalyzing) Catalyzing Catalyzing is an activity within our R&D modes that focuses on increasing the rate or momentum with which an innovation scales through an ecosystem. It involves identifying and activating the right connections that can trigger broader change and amplify impact. Catalyzing happens when there's the alignment of needs or interests among different actors. They see that a solution or innovation can benefit everyone. When their interests align, adoption speeds up because stakeholders actively support and use the innovation to solve their own problems. These changes can happen unintentionally, e.g. through experiments, or intentionally, by carefully crafting specific relationships that allow information or knowledge to flow that eventually creates network effects of learning. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FWYqEUNqLDcBA2QRWBh63%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=e8037156&sv=2) _Figure 64: Pace layers of change: illustrating how different aspects of systems move at different speeds._[_\[20\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-19) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#change) Change Change is the process or action that results in something becoming different from its previous state. Change is inherent to our work: we either intentionally try to create it, or it results in a situation we have to respond to. In our work, we often focus on change within complex systems, seeking new pathways for transformation. This can involve multiple aspects, ranging from reconfiguring core structures, relationships, and patterns of behavior that shape how a system functions, to shifting perspectives and developing new mental models to better align our understanding of the world with how it actually is. These different aspects of a system move at what Stewart Brand describes as different _pace layers of change_[\[21\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-20) (Figure 64). For some aspects change can be sudden, while for others it can be slow, evolving over many years and perhaps even generations.[\[22\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-21) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#co-creation) Co-creation Co-creation[\[23\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-22) is a collaborative approach where different stakeholders work together as equal partners to develop solutions, combining their unique perspectives, knowledge, and resources. This approach recognizes that the best answers often emerge from combining different types of expertise: the lived experience of communities, the technical knowledge of specialists, the perspectives and expertise of policy makers, and the know-how of people working directly on the ground. Unlike traditional approaches where experts hold decision-making power, co-creation distributes this power equally among participants. This fosters ownership of solutions, ensures better alignment between needs and capabilities, and helps reconcile different interests. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#collective) Collective A collective is a group of actors who come together around a shared purpose and take coordinated action to achieve common goals. They are driven by a clear intention to create change or tackle specific challenges. Collectives can be temporary (like a task force addressing an urgent issue) or long-term (like an alliance working on systemic change). What makes them unique is their emphasis on joint action; members don't just share information or identity, they actively contribute to shared goals. They often establish clear agreements about how they'll work together, make decisions, and share responsibilities. The strength of a collective comes from its ability to mobilize diverse capabilities toward concrete outcomes and adapt as needed. While collectives share similarities with communities, networks, and ecosystems, yet each operates on different logic: networks connect, communities care,[\[24\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-23) collectives act, and ecosystems catalyze. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#collective-intelligence) Collective intelligence Collective intelligence emerges when people work together, often supported by technology, to mobilize a wider range of information, ideas, and insights to address a specific issue.[\[25\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-24) While humans have collaborated to solve problems since the beginning of time, what's new is our growing understanding of how collective intelligence works and how we can intentionally design for it. Also, today's digital technologies and ability to tap into diverse and real time data sources enables us to amplify collective intelligence at unprecedented scale and speed. For UNDP Accelerator Labs, collective intelligence design as a method, has been foundational. It shapes how we work by creating the conditions and tools that help groups become smarter together. This involves deliberately bringing together diverse perspectives, knowledge, and experiences while fostering an environment where collective learning can thrive. By designing for collective intelligence, we can better tackle complex sustainable development challenges[\[26\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-25) that no single person or organization can solve in isolation. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#combination) Combination Combination is the process of bringing together existing elements, ideas, technologies, or solutions to create something new that has different properties or capabilities than its individual parts. As Steven Johnson notes, "the secret to innovation is combining odds and ends"[\[27\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-26) This approach is a fundamental mechanism for creating new solutions. The more odds and ends that are available for combination the greater the potential for unexpected connections and new innovations.[\[28\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-27) In our R&D practice, we intentionally expand the pool of odds and ends by mapping ecosystems to find the "oddballs"[\[29\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-28) and grassroots innovators and start-ups to understand how they solve problems. We explore the adjacent possible to discover solutions and experiments that exist beyond our current awareness. When we design solutions, we create them to easily connect with other technologies and innovations, forming new bricolages that address unforeseen needs and unlock unexpected possibilities or functions. We achieve this through open-ended design, open licensing, standardized interfaces like APIs, and common data formats. This interoperability enables ecosystems to find new pathways to sustainable development. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#commons) Commons Commons are shared resources governed by community-developed rules and norms where users collectively manage, maintain, and benefit from the resource.[\[30\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-29) For our work, we have a specific interest in building an innovation commons for sustainable development.[\[31\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-30) Such innovation commons are repositories of freely accessible, "open source" innovation-related tools, insights, solutions, data, and practices that significantly benefit innovators and other ecosystem actors.[\[32\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-31) By pooling these resources and making them accessible and usable, more people, communities, and institutions can engage in innovation. This reduces the cost of innovation since participants can build upon what's already available rather than starting from scratch. Furthermore, innovation commons enable the ad hoc formation of groups or collectives around specific challenges or opportunities, bringing together diverse perspectives and expertise.[\[33\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-32) The open nature of the commons facilitates the discovery of new opportunities[\[34\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-33) or allows others to pursue the leads we uncover. This process creates new bricolages by combining ideas, insights, and innovations in new ways, reconfiguring and enhancing them, or taking them to scale.[\[35\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-34) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#community) Community A community is a group of actors who share a common identity, interest, practice, or location and build relationships based on trust, mutual support and care.[\[36\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-35) They form around a shared sense of belonging, where members support each other beyond immediate practical needs. Communities can be place-based (like neighborhood groups), interest-based (like professional communities), or practice-based (like groups sharing specific skills). Communities develop through regular interaction between members, creating environments where people share knowledge and experiences openly, learn from each other, and build lasting connections. While communities share similarities with networks, collectives, and ecosystems, each operates on different logic: networks connect, communities care,[\[37\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-36) collectives act, and ecosystems catalyze. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#condition) Condition Conditions are the circumstances or factors that enable or constrain how a system functions and evolves. They determine what's possible within a system. Some conditions can be influenced directly, like physical conditions (available space, infrastructure), social conditions (relationships, trust levels), or institutional conditions (policies, procedures). Others lie beyond immediate control, such as cultural conditions (beliefs, values), economic conditions (market dynamics, resource distribution), power dynamics (decision-making authority, influence), or environmental conditions (climate, geography). Creating change requires understanding both the conditions that can be shaped or amplified, and those that must be worked within. Through mapping and experimenting with these conditions, it becomes clear which ones to amplify or dampen to influence how the system evolves. Conditions aren't fixed; they interact with each other and change over time, creating new possibilities or constraints for system transformation. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#configuration) Configuration Configuration refers to how different elements in a system are arranged[\[38\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-37) and connected. For example, from the physical layout of urban spaces to the formal and informal structures within organizations. These arrangements shape how systems function and the effects they produce. We map the system to understand how elements are configured and where to intervene. Through experimentation, we reconfigure how elements (i.e. actors, data sources, technology solutions) are connected and interacting, creating new patterns in a system’s defining relationships.[\[39\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-38) We observe what emerges from these new configurations to see whether their effects are desirable or not, amplifying the patterns that work and dampening the ones that don't.[\[40\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-39) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#confusion) Confusion Confusion is inherent to uncertainty. It is the result of "not knowing", it emerges when our existing mental models, knowledge and expectations no longer match with reality. We can distinguish between bad confusion, which leads to inertia or poor decisions, and good confusion, which drives learning and builds resilience. In collective action and learning the challenge is to avoid bad confusion while nurturing good confusion by focussing our attention on what we're curious about; it allows us to embrace ambiguity and uncertainty, rather than being overwhelmed by it. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#culture) Culture Culture encompasses the shared beliefs, values,[\[41\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-40) practices, symbols,[\[42\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-41) worldviews, and ways of life that shape how communities understand and interact with their world. It includes observable aspects like rituals, traditions, and behavioral practices, as well as hidden dimensions such as collective memory, spiritual beliefs, knowledge systems, cosmovisions,[\[43\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-42) and perceptions of time and space.[\[44\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-43) Culture is dynamic, continuously evolving through internal innovations and external influences, while maintaining core elements that provide identity and continuity across generations. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#curation) Curation Curation is the intentional process of nurturing networks and collectives by forging connections between actors and establishing conditions that facilitate the flow of knowledge and catalyze collective learning and action.[\[45\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-44) Curation makes a network or collective worth connecting with, and staying engaged. While it's often assumed that great talent and knowledge will naturally curate themselves, intentional curation is essential for networks and collectives to become more impactful than just the sum of their members. Unlike the art world's “hero-curator” model where a single curator determines the success of exhibitions or galleries, curation of networks and collectives is typically a shared responsibility undertaken by core teams or distributed across multiple members. In collective R&D, effective curation is a multi-faceted process that involves specific responsibilities and capabilities. This includes crafting narratives that foster a sense of shared purpose and belonging, as well as stewarding membership and onboarding newcomers by helping them appreciate the – often implicit – values and norms of the network. It involves actively connecting people through brokering relationships and organizing events or activities that strengthen those connections while also creating opportunities for serendipitous encounters. To unlock its collective wisdom, curation involves coordinating the curiosity and collective learning objectives of a network by framing shared learning questions and making knowledge accessible and usable. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#curiosity) Curiosity Curiosity is our drive to seek out and connect information, creating and expanding networks of knowledge[\[46\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-45) and possibility.[\[47\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-46) It fuels our learning by driving us to ask questions that uncover new perspectives and insights, and help us see the gaps in our knowledge. In R&D, curiosity drives us into uncharted territory, enabling us to deepen or expand our knowledge while increasing the likelihood of making unexpected discoveries in the adjacent possible.[\[48\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-47) This aligns with three information-seeking strategies described by Dani Bassett and Perry Zurn:[\[49\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-48) A goal-oriented approach focuses on deepening knowledge around specific problems or questions. An associative approach follows connections between intersecting and adjacent domains, expanding our knowledge base through creative linkages. A serendipitous approach explores based on what seems interesting, leading to unexpected discoveries across diverse topics. Being aware of which approach we often use or naturally gravitate towards – and when to shift between them – helps us be more intentional in our learning and discovering, making our learning more effective. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#data) Data Data is the smallest unit of information that is collected and organized in a structured way to be analyzed, interpreted, or used for making sense of the world around us and decision-making. Data generally represents a variable, feature, or attribute (e.g. name, age) of a real-life entity (e.g. person, boat).[\[50\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-49) Data comes from a wide variety of sources. We often distinguish between three main categories: traditional or official sources (such as census data, economic indicators or national statistics); non-traditional sources (like satellite imagery, social media, citizen-generated data, or sensor networks);[\[51\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-50) and qualitative research data (such as ethnographic observations, interviews, and field notes). We work with various types of data, such as crowdsourced data (collected from public contributions), real-time data (continuously updated), open data (freely available for public use), and big data (extremely large datasets that require specialized tools to process).[\[52\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-51) Our approach to data emphasizes empowerment rather than extraction, ensuring communities can access, understand, and benefit from the insights their data reveals, placing knowledge back in the hands of those who generate it.[\[53\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-52) Data science is critical for our R&D practice and enabling collective intelligence. When using large data sets or combining different data sources, data science helps us discover patterns, extract actionable insights, find positive deviants, or create a real-time understanding of a situation. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#developing) Developing Developing is an activity within our R&D modes that focuses on deepening our understanding of systems and identifying opportunities for change. It involves defining and reframing problems based on how systems work, while refining ideas, solutions, prototypes and interventions together with key players in the ecosystem. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#development-intelligence) Development intelligence Development intelligence is the collection, analysis, and application of information that provides actionable insights for decision-making and advancing sustainable development. It integrates diverse sources of knowledge[\[54\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-53) and data to enhance our understanding of complex development contexts.[\[55\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-54) This intelligence draws from various sources, including evidence from experiments, ethnographic insights, grassroots innovations, local and traditional knowledge, signals of change, scientific research, policy analysis, non-traditional as well as official data, crowdsourced information, and system mappings that reveal the drivers behind development challenges and opportunities for positive change. By combining these different inputs, development intelligence gives us a more comprehensive real-time understanding of what's happening in local, regional and global development ecosystems. It helps us see development issues from multiple angles and levels, spot where new challenges are emerging, identify our knowledge gaps, and understand where we need to focus our learning efforts to accelerate progress towards sustainable development. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#diffusing) Diffusing Diffusing is an activity within our R&D modes that focuses on spreading knowledge, insights and solutions through a community or ecosystem.[\[56\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-55) It involves making innovations accessible and usable, enabling others to build upon these ideas. Through diffusing, we create pathways for solutions to spread across different contexts and communities, so others can adopt, adapt and enhance[\[57\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-56) them to meet their specific needs. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#digital) Digital Digital refers to the use of computer technology, data, and connected systems to transform how we work, communicate, and solve problems. It encompasses both the technical aspects (like converting analog to digital formats) and the cultural shifts that come from working with digital technologies, from data analytics and automation to artificial intelligence and digital collaboration tools. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#directed-improvisation) Directed improvisation Directed improvisation is a concept we used when setting up the Accelerator Lab network, to provide our initiative with a clear purpose while making space for unexpected discoveries and adapting to unanticipated situations. The term comes from Yuen Yuen Ang's[\[58\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-57) research on China's development and explains how the country achieved rapid growth. Governing a nation differs in scale and complexity from curating a globally distributed network of labs, but we found this idea useful to give the Labs guidance.[\[59\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-58) While _directed_ and _improvisation_ might seem contradictory, in concert they enabled us to engage with the messy adjacent possible and create new pathways to sustainable impact in uncertainty. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#directionality) Directionality Directionality is setting a course toward desired change without fixing rigid end goals. In uncertainty, we can't predict exact outcomes, so instead of chasing predefined targets, we identify the general direction – a North star we want to move towards. Directionality is about starting from where we are,[\[60\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-59) not where we think we should be. Think of it as "crossing the river while feeling for the stones," as the Chinese proverb goes. The destination may be clear, but each step depends on what's discovered along the way. This is reflected in our R&D approach. While we keep a general sense of direction, we're open to making serendipitous discoveries in the field, gaining insights from experiments, developing new learning questions, etc., that help us move forward. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#ecosystem) Ecosystem An ecosystem is a dynamic network of diverse actors who are interconnected and interdependent, working together to create value and impact. Ecosystems can include organizations, groups, and individuals from various sectors, like businesses, government agencies, research institutions, and community organizations, each playing distinct but complementary roles. Ecosystems can also focus on a specific activity, like natural, biological ecosystems,[\[61\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-60) or organisational ecosystems like business,[\[62\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-61) or innovation[\[63\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-62) ecosystems. These focus areas serve as a lens that helps us see and understand how the ecosystem is organized, why actors interact in a certain way, and how value is created. What makes ecosystems unique is that no single actor controls the whole system;[\[64\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-63) instead, value emerges from how different actors interact, adapt, and combine or complement their capabilities,[\[65\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-64) forming a symbiotic relationship.[\[66\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-65) The strength of an ecosystem comes from how it enables actors to discover unexpected opportunities and create new value by combining their diverse capabilities; these processes of discovery and synthesis often happen in the "middle ground",[\[67\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-66) the R&D space that sits between institutional and grassroots initiatives. By orchestrating the exchange of ideas and innovations in this space and enabling collaboration, ecosystems enable innovations to scale and catalyze R&D.[\[68\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-67) Adopting an ecosystem approach is critical for addressing complex societal and development challenges that no single organization or sector can solve alone.[\[69\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-68) While ecosystems share similarities with networks, communities, and collectives, each operates on different logic: networks connect, communities care,[\[70\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-69) collectives act, and ecosystems catalyze. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#effect) Effect Effects are the emergent outcomes that complex systems produce through the interactions between their parts and their overal configuration.[\[71\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-70) These outcomes can show up as new behaviors like changed waste practices, adoption of new technologies, new relationships between local actors, or broader changes such as emerging markets. Effects can be positive or negative, depending on who experiences them and in what context. In complex systems, cause and effect relationships are non-linear and networked; there isn't always a direct link between interventions and their outcomes. Effects may emerge quickly or take time to appear, and can be felt either directly or far from their origin point. While some effects can be anticipated, others are unexpected. This means we need to look beyond just the intended and expected outcomes to understand and work with both (un)desired and unanticipated results as they emerge.[\[72\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-71) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#emergence) Emergence Emergence is a feature of complex systems where new patterns, behaviors, or properties arise unexpectedly from the interactions between parts of the system. These emergent features cannot be predicted by understanding the individual parts alone, but rather result from how these parts relate to and influence each other over time.[\[73\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-72) Traditional approaches to sustainable development often depend on careful planning, mapping out activities based on assumptions about how the world operates, with the belief that outcomes can be controlled and predicted.[\[74\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-73) However, when we recognize the complexity of sustainable development challenges, we adopt different assumptions: we understand that the world is unpredictable and that outcomes cannot be controlled or anticipated. Instead of expecting predetermined results, we intervene and observe how the system responds. What effects emerge? Are they desirable – and for whom? Sometimes the outcomes align with our expectations, but often the system surprises us. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#empathy) Empathy Empathy is the ability and the willingness to understand and share the feelings, perspectives, and experiences of others by putting yourself in their position.[\[75\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-74) It goes beyond just observing or analyzing their situation to grasp their emotions, challenges, and lived experiences. In R&D, empathy helps us move past assumptions by experiencing people's daily realities to better understand what matters to them. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#evidence) Evidence Evidence is the data, information and facts that support or challenge our understanding of how the world – or a specific system – works. In R&D, we create evidence through experiments to understand what works, where, why and for whom, as well as what doesn't work.[\[76\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-75) By collecting and analyzing different types of data, we can make better-informed decisions and take action by understanding both the magnitude and urgency of an issue. Evidence provides legitimacy to our insights, solutions and innovations, enabling their adoption and implementation. It helps our initiatives move forward. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#experimentation) Experimentation An experiment is a structured process that helps us learn what works and what doesn't. Experiments create evidence that informs our decisions and helps build legitimacy for an idea or innovation. There are many ways to experiment, from quick and simple tests to more rigorous trials that require more time and resources.[\[77\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-76) A successful experiment is one we can learn from;[\[78\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-77) it is an intelligent way to fail[\[79\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-78) and it does that ideally for a low cost.[\[80\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-79) In R&D, experimentation creates evidence that informs our next steps and gives ideas legitimacy, generating stakeholder interest to take them forward. Experiments can also catalyze R&D in unexpected ways by making tacit needs explicit; when stakeholders see a prototype, they often recognize needs they couldn't articulate before; they can only tell what they need when they see it. We never experiment alone, but actively involve and co-design with diverse stakeholders, from grassroots innovators to government agencies. This collaborative approach helps create ownership of both the intervention and its results; results carry further when people own them. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#exploring) Exploring Exploring is an activity within our R&D modes that focuses on mapping what's already there, and finding the new in an ecosystem. By mapping existing solutions and knowledge, we're able to accelerate our learning and build on what works. Through exploring the edge of knowledge, we discover new possibilities, inputs and perspectives that help us move forward. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#facilitation) Facilitation Facilitation is the practice of designing and leading group processes that unlock collective intelligence, create purposeful collaboration, and enable co-creation. As Anna Birney put it, facilitation is “a creative process of bringing awareness to the world.”[\[81\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-80) As such, the role of a facilitator is to hold the intent of the room and channel the dynamic energy of a group in pursuit of that intent.[\[82\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-81) Facilitation can take place in various settings, whether in person, such as in a meeting room or under a mango tree in the field,[\[83\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-82) or online. In R&D, effective facilitation promotes psychological safety,[\[84\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-83) creating an environment where participants feel comfortable contributing openly and authentically. Psychological safety allows groups to engage with diverse, potentially conflicting perspectives[\[85\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-84) and creates space for intentional ambiguity. Skilled facilitators balance structure with flexibility. They keep the process on track, manage the pacing of activities to align with energy levels, and remain sensitive to the group's dynamics, allowing emerging directions to unfold. When done well, facilitation often goes unnoticed, enabling participants to focus on their collaborative efforts rather than on the facilitation process itself. Good facilitation can transform a group of individuals into a collective that can generate insights and solutions beyond what any single person could produce alone. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#failure) Failure Failure is an outcome of our decisions and actions that doesn't meet intended goals or expectations. While often seen as negative, Amy Edmondson[\[86\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-85) helps us distinguish between two types: blameworthy and praiseworthy failure. Blameworthy failures are preventable mistakes that happen in predictable conditions; like violating protocols or being inattentive. Praiseworthy failures come in two forms: unavoidable failures that occur in complex or uncertain situations, and intelligent failures that happen when we intentionally push the boundaries of what we know through experiments. To find where the edge of knowledge lies, a percentage of experiments must actually fail.[\[87\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-86) Failure, as such, is an inherent part of R&D; it reveals boundaries, challenges assumptions, and produces critical knowledge that helps us find new pathways to impact. The value of failure lies in what we learn from it, whether intentional or not. This learning requires psychological safety, making it essential to build a culture where teams feel secure to discuss, learn from, and even celebrate failure.[\[88\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-87) ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FTKlX3WcwTzygCyg53VwJ%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=135a301e&sv=2) _Figure 65: Framework in action: collectively developing an R&D agenda for digital financial inclusion (Nairobi, June 2024)_ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#framework) Framework A framework is a representation of an individual or collective mental model that helps us make sense of complex situations and guides our actions. Often, frameworks are presented in a visual form,[\[89\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-88) ranging from rough sketches to sophisticated diagrams, making tacit mental models explicit and turning individual insights into collective understanding. Visualization allows us to emphasize key elements and relationships, organizing concepts, principles, activities, methods, and other entities while explaining the underlying logic or narrative. In R&D, frameworks can take many forms and serve various purposes, including documenting research findings,[\[90\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-89) serving as blueprints for solution architectures, providing structure to processes[\[91\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-90) (Figure 65), and offering guidance for strategy and decision-making.[\[92\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-91) Most importantly, frameworks facilitate interactions among individuals coming from different social worlds.[\[93\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-92) Frameworks that provide new perspectives or tools for new thinking can travel far, inspiring many people in unexpected places. These frameworks can spread like memes[\[94\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-93) from a core team to other actors within an ecosystem, accelerating diffusion across an ecosystem. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#frugality) Frugality Frugality means doing more with less. It often comes from the need to develop solutions in situations where resources are limited.[\[95\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-94) In sustainable development, frugal approaches leverage readily available materials and indigenous knowledge to address challenges in ways that fit the local context. Frugality and simple, low-tech solutions are key to grassroots innovation. Local innovators use creative and resourceful methods to solve problems in their communities.[\[96\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-95) These solutions tend to be multifunctional, addressing several needs simultaneously.[\[97\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-96) Frugal solutions also offer greater flexibility; their simpler designs, lower costs, and independence from complex resources allow them to be more easily adapted, modified, or repurposed as needs change.[\[98\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-97) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#future) Future The future refers to the state of the world that will or is likely to happen in time, both in the near term and long term. There isn't just one future, but rather a spectrum of multiple possible futures: some more plausible, others more probable, and certain ones more preferred.[\[99\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-98) To explore and understand what these futures might look like, we scan horizons to identify weak signals of change, we reflect on their possible implications and develop scenarios about how the future might unfold and what it might look like for different actors.[\[100\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-99) Working with futures and using foresight methods isn't about predicting what will happen; it's about anticipating possibilities so we can better prepare for what may come, whether they are likely or unlikely. In our work, we don't consider a future as something that simply happens to us; it's something we can collectively imagine[\[101\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-100) and actively shape together. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2F6RKgiAlYHlCAdvmzqExp%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=8e372f87&sv=2) _Figure 66: Three approaches to innovation: designing for people (design-led), designing with people (co-creation), and innovation by people (grassroots-led). Each approach reflects different roles and relationships between those who design solutions and those affected by an issue._[_\[102\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-101) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#grassroot-innovation) Grassroot innovation Grassroots innovations are often local, home-grown solutions led by women and men (Figure 66) who innovate to address their needs with limited resources.[\[103\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-102) These solutions may never have been codified or disseminated beyond their communities, nor scaled; these are often unglamorous innovations done by non-elites.[\[104\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-103) At the UNDP Accelerator Labs, we have been exploring and documenting grassroots innovation since day one.[\[105\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-104) Grassroots innovators have a unique kind of knowledge as they are closest to the problem[\[106\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-105) and often draw on traditional knowledge, frugal problem-solving and practical creativity[\[107\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-106) – they work with what they have.[\[108\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-107) Once we start to see the ingenuity of these grassroots innovators, we cannot unsee it. Examples are countless and address a wide variety of needs: farmers developing dual-purpose water turbines generating electricity while irrigating fields,[\[109\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-108) communities using bamboo and coconut shells as nature-based solutions for coastal protection and flood prevention,[\[110\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-109) or using insects to address waste issues, food insecurity, or plastic pollution,[\[111\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-110) to name just a very few examples. Most grassroots innovations seem to be multifunctional, designed to solve multiple problems, not just one.[\[112\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-111) In our R&D approach, grassroots innovations provide valuable insights from real-life experiences. They help us identify unaddressed needs and learn from field-tested solutions.[\[113\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-112) They represent the adjacent possible: solutions that already exist but remain undiscovered or underappreciated by conventional institutions. These innovations often demonstrate approaches that better fit local needs, offering more sustainable, resource-efficient, and culturally appropriate pathways. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#hypothesis) Hypothesis A hypothesis is a testable statement that describes what we expect will happen when we take specific actions. A hypothesis is not just an idea: instead a hypothesis helps us test good ideas – because ideas are only as good as they sound, until they are tested.[\[114\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-113) When developing these statements, we consider what needs to happen for an intervention to work, what effects we expect to see, and how we'll measure whether we're right or wrong. The most common structure is an if-then statement: "if we do this, then we expect that to happen". This approach gives rigor to our experiments and helps structure our learning by making explicit what we believe might work and why. Unlike scientific research that seeks fundamental truths, in R&D we use hypotheses to test ideas and interventions that can create real value and catalyze broader system change. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#idea) Idea An idea is a belief about how a specific arrangement of actors, solutions, information and technology might create certain effects. They are “works of bricolage” as Steven Johnson[\[115\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-114) put it. But ideas are only as good as they sound until they face reality[\[116\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-115) – rarely do they survive their first encounters intact. That's why we turn ideas into testable hypotheses, experimenting in the real world, developing and improving[\[117\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-116) them to discover what effects they actually create and whether these are desirable. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#inclusivity) Inclusivity Inclusivity in innovation practice refers to new products, processes, or approaches that strive to improve the lives and livelihoods of those directly affected by challenges, as well as marginalized and excluded communities.[\[118\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-117) Inclusive innovation prioritizes social objectives and considers the local context throughout the process, emphasizing that solutions should be created with communities rather than imposed on them. We need to acknowledge that innovation is not neutral; it has both pace and direction.[\[119\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-118) Every innovation approach has an underlying logic (often implicit) that can either amplify equality and social outcomes or exacerbate inequalities. For R&D in sustainable development, inclusivity ensures that our solutions address real needs, build on local knowledge, and create outcomes that are equitable, effective, and lasting. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#innovation) Innovation Innovation involves coming up with new ideas that are successfully implemented to create value for people, communities or society.[\[120\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-119) Often these ideas aren't entirely new – instead, they combine or reconfigure existing solutions[\[121\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-120) in fresh ways to address needs or deliver better value. For an innovation to succeed, we need to test, develop and improve these ideas until they create real benefits for people.[\[122\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-121) The key is turning promising concepts into practical solutions that work in the real world. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#insight) Insight An insight is a deep understanding or realization that reveals patterns, relationships, or opportunities in a situation or challenge that were not seen before. Insights emerge from carefully analyzing data, observations, and experiences, often connecting different pieces of information in new ways. They help us better understand what is happening, inform decisions and create new possibilities for action. For our global network, insights represent generalizable learnings and patterns we discover across multiple countries and contexts. These insights may inform our work elsewhere and help us codify our learnings into value propositions.[\[123\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-122) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#issue) Issue An issue[\[124\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-123) is a persistent problem within a system that produces adverse effects and where current approaches are insufficient. Issues emerge from complex situations, conditions, or interconnected factors that present both difficulties and opportunities for intervention. In terms of difficulty, issues generally fall into two categories: technical problems and adaptive challenges – often also referred to as tame and wicked problems.[\[125\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-124) Technical issues can be clearly defined and broken down into manageable parts (like assembling a car).[\[126\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-125) They have known solutions that can be addressed by applying existing know-how and established methods (i.e., best practices). Technical issues assume a stable, ordered world with predictable outcomes and a clear end-state; once it’s solved, it stays solved. They usually require technical or authoritative expertise to solve. Adaptive challenges, by contrast, resist clear definition and are often caused by people's beliefs, habits, and behaviors (such as school-run traffic congestion) and conflicting interests. They have no precedents or silver bullets and require exploration, experimentation, and sense-making to improve the situation. Adaptive challenges recognize a dynamic, sometimes chaotic world with unpredictable outcomes and possibly no end-state.[\[127\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-126) Addressing them demands an ecosystem approach that leverages diverse perspectives and the collective intelligence of stakeholders. Treating adaptive challenges as technical ones may seem appealing and yield some short-term improvements, but can exacerbate the issue over time. Also, development challenges are not always clearly labeled as "technical" or "adaptive"; rather, they present themselves as a mix of interconnected technical and adaptive issues.[\[128\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-127) Our R&D approach focuses on identifying emerging development challenges that have a critical impact on large and vulnerable populations. They are not owned by any single stakeholder and require collective intelligence and action to address. We explore the ecosystem and map stakeholders. We form collectives by initiating partnerships where there is momentum and shared interest to work together. Through collaborative experimentation and learning, we navigate complexity to find pathways for change and impact. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#lab) Lab A lab refers to a dedicated team, unit, or function that employs exploratory and experimental methods to address social, public or business challenges and to create new forms of impact and value.[\[129\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-128) They serve as safe spaces with a clear mandate to "figure things out", that allows them to explore, test, and develop new ways of working, collaborating with unusual ecosystem actors, using new methods and technology. These labs vary in size and form, they most commonly take the form of temporary projects or more permanent structures. They can sit inside or outside of an organisation, or right in between, being closely connected to everyday business or have a more future-oriented outlook. They may focus on specific domains like healthcare, education, or circularity, or work broadly across sectors where they identify unaddressed needs, unused potential or emerging risks. Depending on these challenges, their approach can range from focusing on one or two specific innovation methods to employing a broader and dynamic palette. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#learning) Learning Learning is the process of gaining new understanding and knowledge about the world around us.[\[130\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-129) From the start, learning has been the modus operandi of the Accelerator Labs; they were specifically mandated to accelerate learning to keep up with the pace of change and close the gap between current results and bigger aspirations for sustainable development. As Toby Lowe[\[131\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-130) and colleagues remind us: in complexity, learning is the strategy to achieve better outcomes. We learn by observing what's happening in communities, convening meetings with people who bring new perspectives, actively exploring new situations, collecting and analyzing data, experimenting to find out what works, and reflecting on experiences[\[132\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-131) and our thinking.[\[133\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-132) Please note, often, learning isn't just about acquiring new knowledge or adopting new thinking but also unlearning the outdated mental models and habits of mind that no longer serve us.[\[134\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-133) In R&D, learning happens both individually and collectively; when we bring together different perspectives and experiences, we create deeper understanding of problems and potential solutions. This collective learning helps us challenge our assumptions, discover unexpected opportunities, and develop more effective approaches to sustainable development. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#learning-circle) Learning circle Learning circles involve facilitated dialogue among knowledge holders or experts[\[135\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-134) , who come together to discuss a specific learning question.[\[136\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-135) With learning circles we explore aspects of a development challenge where we need to accelerate our knowledge and understanding. In these conversations, we involve actors with diverse backgrounds, perspectives, expertise and inputs to rapidly identify the edge of what is known and collectively become smarter on a topic. Learning circles aim to unlock tacit knowledge and instigate knowledge flows across participants. To elevate the tacit knowledge[\[137\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-136) , we let participants talk about their experiences, observations, what they learned from changing or intervening in systems, running experiments, etc. As Dave Snowden notes, "We know more than we can tell, and we tell more than we can write"[\[138\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-137) – which is why we focus on talking. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#learning-cycle) Learning cycle Learning cycles was the initial framework for our process when we launched the Accelerator Lab Network. It consisted of four stages: sense, explore, test and grow; which later evolved into our framework of R&D modes. Each cycle was meant to take 100 days, with Labs developing Learning Plans focused on specific Learning Questions. Reality proved messier and didn't always fit this 100-day rhythm, so we let go of that timeline. However, the initial pressure to complete short cycles helped us get started by taking action and learning from experience rather than overthinking it and creating a perfect plan. Over time Labs have developed their own frameworks to structure their processes. Learning Plans still remain an important tool, serving as one of our key data sources to track what the Accelerator Lab Network is working on and learning. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#legitimacy) Legitimacy Legitimacy[\[139\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-138) is having a social license to operate. For R&D it means that key stakeholders accept an initiative, approach or idea as something relevant, appropriate and valued for their community, collective or organization. Legitimacy helps to get a mandate: to try out new ways of working, challenge the status quo by asking different questions or introducing new perspectives, collaborate with unconventional partners, get resources for exploration or experimentation even if there is a chance of failure or no clear outcomes. Given the collaborative and collective nature of R&D, creating and maintaining legitimacy is critical and an ongoing process.[\[140\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-139) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#leverage-point) Leverage point A leverage point is a place in a system where a small change can produce big effects across the whole system. When working on complex challenges, it's crucial to identify these strategic points where focused interventions can trigger broader positive changes. As Donella Meadows put it: “leverage points are points of power”.[\[141\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-140) They can take many forms; from changing rules and incentives, to shifting information flows, to transforming deeply held beliefs. While high-level leverage points (like changing mindsets or goals) can create more fundamental change, they are often harder to influence than more practical leverage points (like adjusting feedback loops or changing how resources flow).[\[142\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-141) Through careful observation and system mapping, we can discover these powerful intervention points and use them strategically to create lasting change. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#local-knowledge) Local knowledge Local knowledge is the knowledge that people in a given community have developed over time, and continue to develop.[\[143\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-142) Local knowledge encompasses many vital areas of community life; from food security and healthcare to agriculture, natural resource management, environmental conservation, climate resilience[\[144\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-143) and social organization. It is rooted in lived experience and embedded in the cultural practices, relationships, and daily life of communities. Local knowledge enables communities to understand and respond to challenges by combining time-tested wisdom with new approaches that fit their specific context and values, while preserving their cultural identity. Local knowledge exists in both documented and undocumented forms; while some aspects may be written down or recorded, much of it is passed on across generations through practice, storytelling, and rituals, making it essential to engage directly with communities to understand and learn from their knowledge. Because of its long history, it is often referred to as ancestral, traditional, indigenous or grassroot knowledge.[\[145\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-144) While terms like _ancestral_ and _traditional_ knowledge might imply something static, the nature of these knowledge systems is in fact dynamic and continuously evaluated, renewed and adapted to\_ l'esprit du temps\_[\[146\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-145) and its challenges.\_\_Local knowledge is therefore a rich source of wisdom about how local systems work[\[147\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-146) and evolve. As a global learning network, we identify patterns across these local systems and elevate local knowledge to understand what communities worldwide are grappling with and to inform our global R&D agenda.[\[148\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-147) It should be noted that in our practice, we often observe what we call a “battle of epistemologies” where local, traditional, and indigenous knowledge systems appear incompatible with scientific and policy knowledge systems.[\[149\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-148) Instead of treating these as separate or opposing systems, our R&D approach seeks to create bridges between them. We leverage the unique strengths and insights of each knowledge system to enable collective intelligence and inform people's everyday decisions, communities planning their futures, governments developing policies, and more. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#logic) Logic A logic describes a consistent way of reasoning and deciding that shapes how we see and act in the world. In R&D, our logic determines how we learn, create knowledge, develop solutions, and create value. When collaborating with others, alignment between logics is essential for working together effectively. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#mandate) Mandate A mandate is the formal or informal permission to explore, experiment and try new approaches, even when outcomes are uncertain or unknown. Think of it as a license: the permission to step outside business-as-usual to test unconventional ideas, work with unusual partners, or address emerging issues that are outside the current scope of work. For R&D teams and innovation labs, having a clear mandate is crucial both inside their organization and with external partners. Without internal mandates from leadership and external mandates from communities and stakeholders, R&D efforts struggle to get the support and resources needed to succeed. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#method) Method A method is a structured approach with specific steps and activities that helps us achieve intended goals and outcomes. Methods give us guidance in our R&D cycle; from learning about systems and their dynamics, to understanding problems, developing solutions, testing ideas, generating insights, and enabling collaboration, etc. Methods can range from simple techniques like interviewing and observation to more advanced approaches like systems mapping or participatory design.[\[150\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-149) Each method draws on different skills and capabilities, serving specific purposes, but each has its limitations; that's why we often combine different methods in our work. Also note, we tend to favor methods from our own professional background or discipline, but it's important to look beyond these personal biases and consider diverse approaches that might better serve our goals.[\[151\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-150) ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FTC07FQzL3nxfSRYWifcY%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=987fc14d&sv=2) _Figure 67: The middleground: An R&D space between formal institutions and grassroots innovators where knowledge, ideas, and innovations are exchanged and actors connect._[_\[152\]_](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-151) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#middle-ground) Middle ground In an ecosystem, the "middle ground"[\[153\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-152) is an R&D space that sits in between the formally structured institutions and the fluid and loosely organised grassroots (Figure 67). The institutional layer includes formal organizations like governments, multinational companies, large NGOs, development agencies, and academia. The grassroots layer involves local innovators, social entrepreneurs, start-ups, small NGOs and businesses. We often find ourselves operating in the space in between, the middleground, where we play the role of brokers[\[154\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-153) and facilitators, enabling the exchange of ideas, knowledge and innovations between these institutional and grassroot actors. We do this by convening actors from across the ecosystem, hosting events and meetings, facilitating workshops, and developing platforms.[\[155\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-154) These activities create opportunities for ideas, insights and innovations to connect and start to flow between the two constituencies. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FztSADt8IowC1C6yDjir3%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=780b2110&sv=2) _Figure 68: Mindsets are grounded in beliefs and worldviews that shape how we see, think, and act in the world._ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#mindset) Mindset Mindsets involve a set of beliefs, attitudes, and worldviews that shape how we perceive, interpret, and engage with the world around us (Figure 68). In more simple terms, mindsets are "habits of mind"[\[156\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-155) that shape how we see, think and act in the world.[\[157\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-156) Seeing is about perceiving and paying attention to the world around us through the filters of our existing worldviews and mental models. Thinking involves making sense of our observations and experiences, both consciously and subconsciously,[\[158\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-157) to form ideas and plan actions based on our beliefs and experiences. Acting refers to how we act upon our observations and thoughts, and how we engage with the world to affect change.[\[159\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-158) Organizations often aspire to transform themselves by adopting new mindsets, like an innovation, digital, agile mindset[\[160\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-159) to adapt to a changing world. However, actually changing mindsets is a long-term, multifaceted process – it is easier said than done. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#mode) Mode Modes form the overarching framework of our R&D practice, consisting of three distinct approaches: Sense & Explore, Develop & Test, and Diffuse & Catalyse. Each mode combines a specific way of doing with a way of being, shaping how we engage with the world, experience and learn from it. These modes help us direct our intentions, focus our attention, and guide our actions in contexts characterized by ambiguity, complexity and uncertainty. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#momentum) Momentum Momentum refers to the build-up of energy in a system that reinforces a direction of change. This energy manifests through patterns, behaviours and self-reinforcing feedback loops that emerge over time. We can see these feedback loops in action through growing political capital, increased agency, or greater willingness of actors to take action. But momentum requires constant attention; reinforcing patterns can weaken or change direction, causing a system to lose its drive for change. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#network) Network A network consists of actors[\[161\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-160) who are connected and interact with each other to achieve common goals.[\[162\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-161) For networks, the quality and quantity of relationships is critical to be effective.[\[163\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-162) Through these connections, actors share knowledge, resources, and support, enabling the network to tackle challenges that individuals couldn't address alone. While some networks are formally organized with clear structures, others emerge and evolve through informal connections. Networks vary widely in their makeup; they can be small local groups or vast global systems connecting millions.The UNDP Accelerator Labs is an example of a global network, operating as what Liz Altman calls a learning “network of ecosystems”[\[164\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-163) that connects local insights to global challenges. This network structure helps us learn faster by exchanging innovations, insights and practices across contexts, revealing patterns of emerging development challenges and value creation for sustainable development. While networks share similarities with communities, collectives, and ecosystems, each operates on its own logic: networks connect, communities care,[\[165\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-164) collectives act, and ecosystems catalyze. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#network-effect) Network effect Network effects[\[166\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-165) occur when the value and knowledge of an ecosystem increases as more people are involved, actively contribute and use it. Each additional user contributes to and benefits from the overall value of the ecosystem, causing learning and innovation to scale exponentially; instead of linearly. In R&D, we can leverage network effects by increasing the number of actors involved, increasing their diversity, finding or developing incentives to contribute, and creating meaningful connections across an ecosystem. The strength of these effects depends not just on the number of participants, but also on the quality and frequency of their interactions. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#open) Open Open refers to making our data, knowledge, experiments, tools and practice accessible and usable by anyone. It means being transparent about what we do and how we do it, while inviting others to build upon and improve our work. When others bring their perspectives and adapt our work to their contexts, they create new possibilities we couldn't have imagined. Through our global innovation commons for sustainable development,[\[167\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-166) we aim to multiply impact beyond our immediate reach and remit.[\[168\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-167) This helps solutions evolve to meet local needs while catalyzing innovation through unexpected combinations of what we openly share. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#open-ended-design) Open-ended design Open-ended design is an approach where designers intentionally create "unfinished" solutions[\[169\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-168) that users can adapt, hack and complete based on their specific needs and context.[\[170\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-169) It recognizes people's agency and creativity as problem-solvers who can enhance and modify solutions to better fit their circumstances.[\[171\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-170) By designing with intentional openness and flexibility, solutions can better connect with existing practices and other solutions in unexpected ways. This "loose fit"[\[172\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-171) or “clumsiness”[\[173\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-172) helps us – as designers – mitigate our biases, address assumptions and knowledge gaps about evolving needs, while creating space for creativity and serendipity. This approach can be applied not only to end-solutions, but also to prototypes earlier in the process, leveraging the ingenuity and deep knowledge people have of their own situation, but keep in mind open-ended design also depends on people having the capability and motivation to adapt and enhance existing solutions. ![](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/~gitbook/image?url=https%3A%2F%2Fcontent.gitbook.com%2Fcontent%2Fx17Fn127458XSBRCAU5c%2Fblobs%2FPe6iqoRTzU7nn6c0Z0iZ%2FUnknown%2520image&width=768&dpr=4&quality=100&sign=cd7c6ae1&sv=2) _Figure 69: Managing paradoxes is like balancing a ball on a convex surface: using the tension between two opposing forces productively, even when holding both seems impossible._ ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#paradox) Paradox A paradox represents a tension between contradictory – yet related – ideas or approaches that must be maintained rather than resolved.[\[174\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-173) While we often want to resolve tensions by picking one side over another (either/or thinking), paradoxes require us to work with both sides simultaneously (both/and thinking).[\[175\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-174) For example, in R&D we must work with opposing forces: balancing speed with rigor[\[176\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-175) (Figure 69), exploring new territories while delivering concrete results, or allowing emergence and serendipity while maintaining focus. Paradoxes are at the heart of complexity,[\[177\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-176) challenging us to balance two opposites that cannot be unified, while situations of uncertainty often demand clarity and a clear direction. Working with these tensions is critical to navigating uncertainty.[\[178\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-177) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#participatory) Participatory Participatory means actively involving people who are often excluded or overlooked in the planning, implementation and evaluation of initiatives that affect their lives. This approach shifts power dynamics[\[179\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-178) by creating safe spaces where everyone can contribute equally, while expanding our pool of knowledge by tapping into people's diverse experiences, insights and capabilities. Working this way creates ownership of solutions, as people move from being passive recipients to active shapers of change who understand how their input influences decisions.[\[180\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-179) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#pattern) Pattern A pattern is a recurring set of signals, relationships, behaviors, or events in a system that reveals how its different parts interact and influence each other over time. Being able to see patterns helps us move beyond individual cases to see the bigger picture, and understand not just what's happening, but why it's happening. While patterns often emerge in local systems, we can also spot them across different contexts and scales. From a global perspective, we look at patterns across our network, where multiple Labs across different contexts are working on similar emerging or urgent issues; whether it's new approaches to waste management, innovative responses to climate change, or evolving digital needs. These patterns serve as indicators that help us shape our global R&D agenda by revealing where new demands and opportunities are surfacing across diverse contexts. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#people-centred) People centred People centered is an approach that puts communities and groups at the heart of innovation and design, engaging them deeply to understand and address their challenges through co-creation.[\[181\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-180) It is one of our principles. This approach recognizes that communities often understand their challenges best and have valuable insights to contribute, making them active partners in co-creating solutions. Working in a people-centered way means moving beyond quick assessments or assumptions about what people need. Instead, it focuses on building trust, fostering collaboration, and developing solutions that communities can own, maintain, and adapt. This approach tends to favor small, simple interventions over large-scale projects, as these are often more sustainable and better matched to local capabilities. While these interventions may be small in scale, they generate rich insights about the issue at hand, revealing the conditions, capabilities, and resources needed for effective solutions that can be transferred to other contexts. Note that people-centered shares similarities with human-centered approaches, yet specifically focuses on distinct communities rather than universal human needs.[\[182\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-181) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#portfolio) Portfolio A portfolio is a set of interconnected interventions designed and dynamically managed to address complex development challenges.[\[183\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-182) A portfolio is more than a collection of thematically related projects. Through portfolios we understand issues from a systems perspective and are able to leverage linkages across interventions to achieve broader transformational outcomes. Think of a portfolio as a learning tool; it brings different stakeholders together to make sense of what they are doing, how it's connected, develop new strategic options, design interventions together, and learn from the effects these interventions produce. As such a portfolio serves as a platform for creating movements of change.[\[184\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-183) Accelerator Labs can initiate portfolios as a result of their R&D activities and are often involved in enabling and facilitating the design and management of portfolios. UNDP has been experimenting with this approach to make it fit for sustainable development, and the practice has evolved and matured over the years. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#positive-deviance) Positive deviance Positive deviance looks for individuals or groups who achieve significantly better outcomes than their peers.[\[185\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-184) These positive deviants succeed through unique behaviors and strategies, despite facing the same challenges and resources as others.[\[186\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-185) To identify and learn from these successful outliers, data plays an important role. We use both traditional data (e.g. official statistics, surveys, interviews) and non-traditional digital data (e.g. mobile records, social media, satellite imagery).[\[187\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-186) Especially the rise of digital data and analytics has expanded our ability to spot positive deviants across wider geographies. Finding these actors and learning about their successful practices allows us to leverage their local know-how and share it beyond their communities. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#power) Power Power[\[188\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-187) is the ability to influence outcomes and shape the direction of change within systems, communities and collectives. Power manifests through roles and relationships: who gets to define problems, who is considered an expert, whose reality counts, who makes decisions, and who benefits from solutions.[\[189\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-188) Power can be visible, hidden, or invisible.[\[190\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-189) Power dynamics exist at every scale: between practitioners and communities, within teams, across organizations, and throughout ecosystems.[\[191\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-190) Understanding these dynamics is crucial for R&D because power shapes the systems we engage with; it can lock systems in place but shifts in power can also trigger transformations and give rise to new systems.[\[192\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-191) Exploring and mapping these dynamics ensures that diverse voices are included and positive effects are felt by those who typically have less power.[\[193\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-192) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#practice) Practice A practice, in general, refers to a systematic way of working that combines expertise, capabilities, principles, tools and methods to achieve specific outcomes. A practice is often developed, cultivated and employed by a specific group of people who share a common mindset and ways of working. More specifically, for our approach to R&D, we have identified twelve practices that represent our most crucial "jobs to be done" – activities that move our R&D process a big step forward. These practices can be employed flexibly in different configurations throughout the entire R&D journey. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#principle) Principle Principles define the logic of how we do R&D. They provide coherence and structure to our perceptions (how we see and understand the world), thinking (how we analyze and conceptualize the world) and actions (how we try to transform the world). They involve core beliefs that form our intentions, how we relate to others and how we can push sustainable development forward. They serve as overarching guidelines that should help decision making, create alignment among key ecosystem actors, and prioritize collective learning to shape action. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#prototyping) Prototyping A prototype is the visible, tangible or functional manifestation of an idea, which we test with others and learn from at an early stage of the development process.[\[194\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-193) Prototyping helps us to iterate and improve our ideas and they may also serve as a tool to engage with stakeholders to develop a shared vision or common ground for a solution. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#question) Question Questions are the starting point for research and learning. From the beginning, since we launched the Accelerator Lab Network, Labs have been developing learning questions for their learning plans. We also develop network-wide learning questions to guide our global R&D agendas.[\[195\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-194) These learning questions define our learning intent and coordinate curiosity among actors, directing our process of exploration, experimentation, and reflection. They enable collective learning[\[196\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-195) and help us navigate complexity and uncertainty by focusing our attention on where we need to accelerate our learning. Learning questions aren't set in stone; they improve as we unlock more knowledge. Good questions challenge our assumptions and generate new perspectives, leading to insights and actionable knowledge that help us move forward. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#reflection) ​​Reflection Reflection is thinking about past and current experiences to make sense of them and inform future decisions.[\[197\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-196) Reflection is a critical part of learning from our actions, observations and experiences,[\[198\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-197) it can help us advance our knowledge of the world, change how we think,[\[199\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-198) or improve our capabilities.[\[200\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-199) "We speed up to act, and slow down to reflect" is our adage. While we naturally reflect on experiences all the time, doing it intentionally and regularly – together or alone – amplifies our learning and improves outcomes. To be meaningful, we belief reflection needs dedicated time and psychological safety,[\[201\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-200) especially in groups. Creating spaces and rituals for reflection, for example weekly team check-outs, helps us identify our biases, challenge our assumptions, develop new perspectives, and learn from both success and failure while navigating complexity. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#reframing) Reframing Reframing is a way to look at situations or issues from different perspectives, helping us understand them in new ways and discover alternative opportunities.[\[202\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-201) When we reframe a situation, we use a different cognitive lens that highlights certain aspects while obscuring others; this selective focus shapes our attention.[\[203\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-202) Particularly when working with complex systems, reframing helps us see new options for learning,[\[204\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-203) creating space for serendipity[\[205\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-204) and pathways for action. The way we communicate these new perspectives[\[206\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-205) can be powerful to help other stakeholders understand a situation in a new way and mobilize action. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#relationship) Relationship A relationship is a connection between actors that enables information flow, learning, and collective action. In our work we look at relationships in two ways.[\[207\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-206) One is through the lens of collective intelligence, the other is through the lens of systems and complex issues. Although there is overlap between the two, the focus of action and intervention can be different. For collective intelligence, relationships form – what Sam Rye calls – the relational infrastructure[\[208\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-207) of a community, collective or network. For becoming smarter together and achieving complex goals collectively, understanding how relationships shape an ecosystem and enable information to flow is important. For systems on the other hand we focus more on relational patterns[\[209\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-208) that produce certain results, and how we may develop new relational patterns[\[210\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-209) (i.e. configurations) for more desirable outcomes. When working with collective intelligence and system transformation, relationships serve as both the enabler and the subject of intervention. It's therefore important to identify which relations are critical for a collective and ecosystem. Because what we don't see, we might inadvertently break.[\[211\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-210) In our work, we prioritize activities that build trust and deepen relationships. These meaningful connections increase the space for serendipity,[\[212\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-211) build resilience, and enable rapid collective action when opportunities or challenges arise. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#research-and-development) Research & Development Research and Development (R&D) refers to early-stage innovations and socialized learning[\[213\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-212) to close the gap between current results and bigger aspirations, as well as a proven approach to navigate uncharted territory.[\[214\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-213) It helps us position ourselves at the edge of sustainable development, developing new knowledge, creating new value and finding entry points for system transformation. While R&D takes different forms across sectors[\[215\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-214) (from advancing scientific knowledge to creating new products in companies to improving public policies or services in government), our approach combines elements of all three. What makes it distinctive is our commitment to collective learning and action at the very core: we actively engage the broader ecosystem – from grassroots to institutional levels and back – enabling its collective intelligence to create collective impact.[\[216\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-215) Within these ecosystems, we mobilize and strengthen existing collectives, or where necessary catalyze new ones. We help them see the potential and benefits of addressing sustainable development challenges together, and make use of the synergies across their efforts. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#scaling) Scaling Scaling typically refers to an increase in size, quantity or reach. It is often assumed that scaling occurs through linear growth, through replication of successful solutions to different locations, with the expectation that results will grow in direct proportion to the resources invested. However, in sustainable development scaling is much more multifaceted and unpredictable, presenting many possible trajectories and timelines. Different aspects of our work scale through different logics with various aims. Solutions, knowledge, relationships, power, practices, conditions, outcomes, and effects[\[217\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-216) may scale by: reaching more people and places through diffusion, influencing higher-level policies and institutions, or impacting cultural norms and beliefs as powerful levers of change.[\[218\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-217) While these diverse scaling pathways can facilitate systemic change, our experience shows that transformation rarely stems from a single, big idea. Instead, system change often arises from the deliberate accumulation of many, often small, solutions and interventions.[\[219\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-218) It's worth remembering that not every innovation will, or needs to, scale.[\[220\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-219) Scaling fundamentally occurs through the ecosystem.[\[221\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-220) Ecosystems help cultivate, connect and legitimize collections of solutions. This typically happens through network effects, such as when the right actors connect, when solutions emerge to shed light on unmet needs, or when new technologies create new markets or solve stubborn public sector problems. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#sdg) SDG SDGs (Sustainable Development Goals) are 17 interconnected global goals established by the United Nations to achieve a better and more sustainable future for all by 2030.[\[222\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-221) They serve as a shared blueprint that helps governments, organizations, and communities work together toward common aims like ending poverty, improving health and education, reducing inequality, tackling climate change, and preserving our environment. The SDGs provide a common language and framework for measuring progress, while encouraging partnerships and innovation to overcome persistent development challenges. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#sensing) Sensing Sensing is an activity within our R&D modes that focuses on understanding what's going on in the ecosystem and identifying where acceleration is needed. Through sensing, we look for the new. It involves continuously scanning the environment for weak signals of change, emerging challenges, and unaddressed needs that may not be on our radar yet. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#serendipity) Serendipity Serendipity is the act of making an accidental, yet surprising and valuable, discovery.[\[223\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-222) We can't control or predict it, and it won't happen on demand – but we can create conditions that make it more likely to happen.[\[224\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-223) In R&D, this means deliberately expanding our opportunity space for discoveries by staying open to unexpected findings and being ready to act on them when they emerge. It's about unlocking adjacent possibilities, seeing the dots and their connections that others don't. As Louis Pasteur reminds us: "In the field of observation, chance favors only the prepared mind.” ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#signal) Signal Signals are data points that indicate a potentially significant change which is about to happen.[\[225\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-224) As William Gibson famously observed: "The future is already here, it's just not evenly distributed." Signals in that sense point us to pockets where the future is already happening. They often appear as surprises or anomalies at the periphery of our attention in unexpected places like new community practices, unusual policies, or technological experiments. While these signals might seem small or easy to dismiss at first, they can point to important systemic changes ahead, particularly when there is an increase in their strength, frequency, spread or maturity[\[226\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-225) . By actively "scanning the horizon" and looking for signals, capturing and documenting them, we can identify patterns of possible futures emerging.[\[227\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-226) This helps us make sense of uncertainty, anticipate what's coming and identify both risks and opportunities early on. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#skill) Skill Skills are specific abilities that we use to perform R&D tasks and achieve results. Skills can develop through training or learning by doing, but not all skills are teachable, particularly complex skills[\[228\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-227) usually develop through experience. In our R&D work we broadly use two types of skills, soft and technical skills. Soft skills are interpersonal abilities that help us create conditions for change, like building relationships, getting buy-in from decision makers, and helping stakeholders see things differently. Technical skills are practical abilities we use to learn about problems, identify solutions, and test ideas, like data analysis, prototyping, or using digital tools. Both types of skills often work in tandem in R&D. For instance, when running an experiment, we need technical skills to design it properly, and soft skills to engage stakeholders effectively. Understanding what skills are required for R&D helps us design effective teams and guides our approach to recruitment and training of R&D talent. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#solutions-mapping) Solutions mapping Solutions mapping is a method to discover innovations that already exist within an ecosystem, document them, and make this knowledge accessible to others. It is one of the principal methodologies of the Accelerator Labs.[\[229\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-228) When mapping solutions, we look for people solving problems and putting bandaids on broken systems: grassroots innovators, positive deviants, user-innovators[\[230\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-229) and start-ups. We particularly focus on grassroots innovators as they give us deep insight into how the people most affected solve their problems and help us learn about their deep local knowledge. By mapping solutions, we deliberately explore the adjacent possible which increases our chances of serendipitously finding innovations that can help our R&D process take significant steps forward. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#space) Space A space is a cognitive, conceptual or collective construct that enables us to coordinate our learning and understanding, focus our attention, set the scope of our work, or create the enabling conditions for action. We often use the term “space” fluidly and metaphorically; it can refer to an innovation or R&D space where we have a mandate to explore and experiment, a learning space where people feel safe to share and reflect on their experiences, an information space that holds insights about issues or visions of potential solutions, or a social space that gives identity to a group and enables collaboration. While we primarily talk about conceptual spaces here, they often connect with physical spaces. For example, the physical setup of an innovation lab can promote creativity, sense making and experimentation.[\[231\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-230) Creating and nurturing conceptual spaces is crucial for R&D, as they provide structure to learning, reflecting, deciding, and acting, while holding the intent of a collective. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#sustainable-development) Sustainable development The principles of sustainable development are anchored in the 2030 Agenda,[\[232\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-231) Sustainable Development Goals (SDGs), adopted by all UN Member States in 2015 as a universal call to action with specific targets to end poverty, protect the planet, and ensure prosperity for all by 2030. Sustainable development aims to meet the needs of the present without compromising the ability of future generations to meet their own needs.[\[233\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-232) This concept balances three interconnected dimensions: economic growth, social inclusion, and environmental protection. Rather than treating these as separate challenges, sustainable development recognizes they must be tackled together and in partnership with communities, businesses and governments. This aspect makes sustainable development an area that needs R&D, no country has achieved a full environmental, economic and social balance, so experimentation is needed to find out what works. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#system) System A system is a set of elements connected together in a way that produces its own pattern of behavior over time.[\[234\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-233) When we talk about systems in development, we encounter them everywhere, from local food systems with their farmers, markets and supply chains, to global systems like climate and finance. We focus especially on complex systems where many actors and factors interact in unpredictable ways[\[235\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-234) : communities adapting to climate change, or economies transitioning to clean energy. Understanding systems helps us see past immediate symptoms to uncover the underlying conditions and understand the deeper connections[\[236\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-235) and patterns that create and sustain problems. Transforming these systems is a dynamic process;[\[237\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-236) it requires continuous learning and adaptation. Through R&D, we explore these systems, map their connections, find the cracks and work with them,[\[238\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-237) test potential solutions, and learn what works to achieve better, more equitable outcomes. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#tactic) Tactic Tactics are the specific "moves" or actions we take to create momentum for R&D, gain support and legitimacy, inform decisions, and get things moving. Tactics are the tricks of the trade that help us create the conditions for R&D.[\[239\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-238) This guide was written based on collecting tactics across labs in 115 countries over 5 years. These tactics are integrated throughout the guide, with some explicitly named and others embedded in the practices, methods, and principles we describe. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#technology) Technology Technology refers to the tools and systems we create and use to solve problems and achieve our goals. It comes in two main forms: physical technologies like tools, machines, devices and materials (from simple sticky notes to complex computers), and digital technologies like software, algorithms and online platforms. These technologies augment human capabilities in countless ways, from sensors that extend our perception, to AI that enhances our ability to analyse large amounts of data and information, to networks that enable global collaboration and instant communication. But technology alone isn't enough; it needs to be combined with methods to be effective. In R&D, we experiment with new configurations of technology,[\[240\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-239) data and people to create collective intelligence by leveraging the wisdom of crowds, enabling collective learning, supporting decision making, and coordinating collective action. This allows us to do R&D at different scales, from hyper local to global, enabling us to share insights and diffuse innovations across communities and regions at lightning speed.[\[241\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-240) While technology can help us include voices or reach communities that are often left out, those lacking access or digital skills are excluded from these opportunities, which may deepen inequalities over time. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#testing) Testing Testing is an activity within our R&D modes that focuses on finding out what works and probing how a system responds. Through testing, we learn how our interventions perform in real conditions, identify assumptions, improve our ideas, and create evidence to mobilise action, learning and resources. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#tool) Tool Tools are the instruments that enable R&D activities, typically linked to specific methods or purposes.[\[242\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-241) Tools provide structure to an R&D process. They come in many forms, with varying levels of complexity and accessibility. Easily accessible tools like worksheets and canvasses[\[243\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-242) help structure conversations, support reflection, and identify our biases and assumptions. They also assist in generating insights, developing solutions, mapping system dynamics, and coordinating action. An often overlooked but powerful category includes tangible artifacts like Lego Serious Play, which helps groups explore and map systems while expressing mental models, as "embodied metaphors", to build shared understanding.[\[244\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-243) At the other end of the spectrum are sophisticated technologies such as AI systems, natural language processing, drones, sensors, and data analytics platforms, all designed for collecting, analyzing, and presenting data. While tools can be used "off the shelf," they are often adapted to specific needs or developed from scratch to meet unique requirements. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#uncertainty) Uncertainty Uncertainty is a situation of not-knowing.[\[245\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-244) We consider a situation to be uncertain when we have incomplete or no knowledge of what is happening, how an intervention might perform, what actions we can take, or what outcomes might emerge. While uncertainty and risk are often used interchangeably in everyday language, they are distinct concepts. Risk can be calculated based on probabilities using existing data (e.g., how likely a solution is to succeed), whereas uncertainty exists when we lack the data or prior knowledge to calculate such probabilities.[\[246\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-245) Our R&D practice focuses on navigating new spaces in sustainable development with conditions of high uncertainty, and finding pathways to positive change. ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#value) Value Value describes the positive changes, benefits, or improvements that R&D activities create for people, communities, organizations, or the environment. When doing R&D, we create value in multiple ways that reinforce each other: from amplifying citizens' voices and democratizing development, to detecting emerging issues, building collective intelligence in ecosystems, de-risking innovation through experimentation, using data and digital solutions, and creating compelling narratives that inspire action.[\[247\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-246) This goes beyond just monetary worth to include social impact, environmental sustainability, increased knowledge, stronger relationships, and improved capabilities. Sometimes value is immediate and obvious, like a new service that helps people. Other times it's indirect or takes time to emerge, like when experimentation leads to insights that transform how ecosystems work. In ecosystems, value is interconnected and flows between actors through their interactions. What creates a benefit for one actor might create a disadvantage for another, which means we need to think beyond a single value chain and understand the value dynamics as networked.[\[248\]](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-247) ### [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#working-out-loud) Working out loud Working Out Loud is a communication strategy that involves documenting and sharing insights, updates and reflections openly as it happens. Unlike traditional reporting that happens at predefined project milestones, Working Out Loud happens throughout the journey, with frequency varying from weekly to monthly or perhaps less. We share the full spectrum of our work – from successes to failed experiments – and what we learn when things take unexpected turns. Frequently documenting and sharing updates helps us reflect on our experiences, capture insights, build a knowledge repository, advance our practice over time, and enables others to learn from our work. We usually work out loud through blog posts, podcasts, or vlogs, choosing the format that best suits our audience. Consider working out loud as an engagement instrument. By telling both our ecosystem and the wider world what we're doing, we create opportunities for attracting potential collaborators and making our work visible to unusual suspects. This openness creates opportunities for serendipity, enabling new connections between people, insights, and ideas. Time and again, ecosystem actors have reached out to partner with us after discovering our work through our blogs and social media. * * * [](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#notes) **Notes** ---------------------------------------------------------------------------------------------------------------------- 1. Based on Loreto et al.(2016) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-0) 2. Johnson (2010a, p. 31) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-1) 3. Stuart Kauffman (1995) introduced the concept of the adjacent possible in his works on evolutionary biology and complex systems. For an engaging introduction to how it drives innovation, see Chapter 1 (pp. 25-42) of Steven Johnson's Where Good Ideas Come From (2010a). Björneborn (2023) provides a more academic introduction, discussing the state of the art and different types of adjacent possibles. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-2) 4. Johnson (2010a, p. 31) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-3) 5. See the paper “Curiosity and networks of possibility” by Perry Zurn & Dani Bassett (2023) for how the adjacent possible and curiosity are connected. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-4) 6. Note, Agency differs from power in important ways. While agency is the capacity to act and make decisions, power shapes whether those actions can create real change in systems. Actors might have agency (the ability to make choices) but lack power (the ability to make those choices matter). Conversely, those with power (influence over outcomes) might choose not to exercise their agency. See also: Power. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-5) 7. For a practical and accessible introduction to ambiguity, see "Navigating Ambiguity" by Andrea Small and Kelly Schmutte (2019). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-6) 8. Crawford (2024) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-7) 9. See van Es et al. (2015, pp. 20-25); in their guide, they explain the role of assumptions in developing theories of change. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-8) 10. Vogel (2012) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-9) 11. Kahneman (2011) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-10) 12. See Liedtka (2015) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-11) 13. For Lucarelli (2023b) for a brief explanation how we curate patterns for bottom-up organizational learning. For examples, see our report on informal or popular transportation (Nebrija et al., 2024), or blogs on how digitalization is changing what informality looks like (Akinyemi, Leurs & Lucarelli, 2022) and how communities are adapting to climate change (Cottica, 2023). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-12) 14. Levi-Strauss (1966) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-13) 15. Mateus & Sarkar (2024) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-14) 16. When people solve problems in everyday life, they often discover what they need at the same time as they find a solution, testing them together as a "need-solution pair" Von Hippel & Von Krogh, 2016). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-15) 17. See Stock-Homburg, Heald, Holthaus, Gillert & Von Hippel (2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-16) 18. Lennart Björneborn (2017) refers to these possibilities as “usage potential”, the affordances that facilitate serendipity. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-17) 19. Johnson (2010a, p. 41) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-18) 20. Based on Stewart Brand's The Clock of the Long Now (1999, p. 37). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-19) 21. Brand (2018), or see how NOBL (2021) translated this idea to an organizational context. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-20) 22. Also see the chapter on time and scales in the “The art of systems change” by the Fuller Transformation Collaborative (2019, pp. 57-63). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-21) 23. The differences between co-creation (e.g., Gouillart & Hallett, 2015), co-design (e.g., McKercher, 2020), co-production (e.g., SCIE, 2022), participatory design (e.g., Interaction Design Foundation, 2023), and other participatory approaches can be subtle, and these terms are sometimes used interchangeably. While a detailed exploration of these differences falls outside this guide's scope, we refer to Vargas, Whelan, Brimblecombe, and Allendera (2023) for an in-depth discussion. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-22) 24. Pfortmüller (2022); Mintzberg (2015) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-23) 25. See Nesta's (2019) playbook for an introduction and hands-on guidance to design collective intelligence. For a comprehensive overview of the field, including its background and fundamental principles, we recommend Geoff Mulgan's “Big Mind” (2018). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-24) 26. We have published a collection of case studies (see Berditchevskaia, Peach, Lucarelli & Ebelshaeuser, 2021) illustrating how collective intelligence is being used by the UNDP Accelerator Labs for sustainable development. For a deeper analysis, see our accompanying report (Peach, Berditchevskaia, Mulgan, Lucarelli & Ebelshaeuser, 2021), which maps the collective intelligence approaches most frequently used, and often combined, to address sustainable development challenges. In addition, see our UNTAPPED report (Berditchevskaia, Albert, Peach, Lucarelli, & Cottica, 2024), showcasing a collection of case studies on how the Accelerator Labs use collective intelligence for climate action. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-25) 27. Johnson (2010b) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-26) 28. See Arthur (2009, p. 21) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-27) 29. Every innovator is an odd ball according to Anil Gupta (2016, p. 14). They stand out and are non-conventional in their thinking and finding ways to make their innovations work. In particular, grassroots innovators persevere to improve their innovations, even when faced with significant financial and social challenges and long struggles. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-28) 30. Hess & Ostrom (2007) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-29) 31. See Lucarelli (2023b), or visit our SDG Innovation Commons platform: https://sdg-innovation-commons.org [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-30) 32. Potts, Torrance, Harhoff, & Von Hippel (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-31) 33. See Potts (2019, p. 7); also see his comments on innovation problems essentially being knowledge problems, which require distributed specialized knowledge to be recombined in order to discover new opportunities, knowledge and sources of value (Potts, 2019, pp. 47-48). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-32) 34. Potts (2019, p. 1) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-33) 35. Lucarelli (2023b) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-34) 36. "The essence of community is relationships of care," according to Erin Dixon and colleagues (2024) from Community Weaving. For practical guidance on building and curating communities, we highly recommend their guide "Community Weaving: A Framework for Weaving Healthy Communities" (Dixon et al., 2024). Also recommended for those building communities in an institutional context is the guide "Cultivating UN Innovation Communities: Key Questions and Considerations" (UN Innovation Network, 2025). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-35) 37. Pfortmüller (2022) and Mintzberg (2015) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-36) 38. See DS4SI (2020) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-37) 39. Winhall & Leadbeater (2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-38) 40. See Snowden (2015) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-39) 41. See Hofstede & Hofstede (2005) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-40) 42. See Wolf (1958) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-41) 43. Cosmovisions are comprehensive worldviews that explain the relationships between humans, nature, the spiritual realm, and the cosmos. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-42) 44. Hall (1983); Hall (1990) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-43) 45. For more on the art and craft of curating networks and collectives, we recommend David Ehrlichman's "Impact Networks" (2021). Note that Ehrlichman refers to curation as "cultivation" (p. 57), drawing an analogy with gardens – networks, like gardens, need to be cultivated in order to grow and flourish. We however prefer "curation" as a term because it captures the intentional, purpose-driven nature of our work to progress collectively on the sustainable development goals. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-44) 46. Zurn & Bassett (2022, p. 5); Lydon-Staley et al. (2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-45) 47. Zurn & Bassett (2023) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-46) 48. Zurn & Bassett (2023) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-47) 49. In their book, Zurn and Bassett (2022, pp. 98-107) use metaphorical labels for these approaches: the hunter (goal-oriented), the dancer (associative), and the busybody (serendipitous). We've chosen not to adopt these metaphors in this description but use descriptive terms instead to make the strategies immediately clear. Also see Zurn (2019). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-48) 50. Kelleher & Tierney (2018) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-49) 51. For a more comprehensive overview of non-traditional data sources, see “A Guide to Data Innovation for Development” (UNDP & UN Global Pulse, 2017, p. 19) or Nesta's “Collective Intelligence Design Playbook” (Peach et al., 2020, p. 92). Also see the overview of citizen science initiatives in Argentina (National Ministry of Science, Technology and Innovation, & UNDP Argentina,2023) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-50) 52. UNDP & UN Global Pulse (2017, p. 18) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-51) 53. One of the principles for designing collective intelligence is “data empowerment, not data extraction.” (Peach et al., 2020, p. 40). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-52) 54. In practice, integrating multiple knowledge sources can present challenges, particularly when these sources are grounded in different epistemologies; we often refer to this as the “battle of epistemologies.” What counts as valid knowledge and how we justify it varies across scientific, traditional, local, and other knowledge systems (see Nakashima & Elias, 2002; Gregory, 2025; Yunkaporta, 2019). We need to create spaces where these different ways of knowing can coexist and complement each other, rather than compete or invalidate one another. Creating synergies between knowledge systems helps us generate a more comprehensive understanding of development challenges and opportunities. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-53) 55. For examples see our report “Next practices for a more sustainable future“ (UNDP Accelerator Labs, 2025) or “Modernizing development: Introducing portfolios” (UNDP, 2025\_)\_ [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-54) 56. In his book "Diffusion of Innovations", Everett Rogers (2003) provides a comprehensive introduction to diffusion theory, explaining how innovations spread through social systems. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-55) 57. These three terms correspond to progressive levels of absorption and ownership: adopt (using as-is), adapt (modifying to fit context), and enhance (adding functions or improving functionality). Also see Nippard, Hitchins & Elliott (2014) who use a similar logic in their Adopt-Adapt-Expand-Respond framework for measuring systemic change. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-56) 58. See Ang (2018a) and Ang (2018b). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-57) 59. See Lucarelli (2019) for a short explanation of the concept of directed improvisation for the onboarding of the Labs. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-58) 60. See Linda Doyle's white paper on the "Vector Theory of Change" (2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-59) 61. For a critical analysis of “ecosystem” as a metaphor and a comparative examination of biological versus organizational ecosystems, see Mars, Bronstein, and Lusch (2012). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-60) 62. See James Moore's "Predators and Prey" (1993), a classic work on using ecosystem approaches as business strategy. For insights on how ecosystem approaches can create value across multiple actor (i.e. businesses, non-profit organizations, customers, and society) see Elke den Ouden's "Innovation Design" (2012). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-61) 63. MIT D-Lab has developed an excellent framework for analysing and understanding of place-based innovation ecosystems, see Hoffecker (2019). For an example of what ecosystem mapping looks like, we recommend reviewing the detailed mapping of Kenya's innovation ecosystem conducted by UNDP Accelerator Lab Kenya (see Kiarie-Kimondo, et al., 2022). Also worth reading is Liz Altman and Frank Nagle's (2022) analysis of the Accelerator Labs, where they describe the network as an interconnected system of local innovation ecosystems and highlight valuable lessons the private sector can learn from this initiative. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-62) 64. That also means, there is no such thing as (eco)system leadership (see Needham, Gale and Waring, 2025). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-63) 65. See Fuller, Jacobides, & Reeves (2019) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-64) 66. In ecosystems, relationships appear to be either competitive or collaborative, but the reality is more nuanced. Actors must both compete and collaborate (Moore, 1993; Fuller et al. 2019) – forming symbiotic relationships (see Yoon, Moon & Lee,2022, Good Shifts, 2024) – to position themselves and create unique value propositions or impact in a multi-actor business environment. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-65) 67. Cohendet, Grandadam, & Simon (2010) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-66) 68. Cohendet, Grandadam, & Suire (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-67) 69. See Christian Bason’s lates manifesto on ecosystem transitions (Bason, 2025). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-68) 70. Pfortmüller (2022); Mintzberg (2015) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-69) 71. DS4SI (2020) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-70) 72. Lucarelli (2019) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-71) 73. Wheatley and Frieze (2006) explain how emergence helps scale social innovation. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-72) 74. Traditional development planning relies heavily on results-based management tools like logical frameworks (logframes), which assume linear cause-and-effect relationships: if we do A, it leads to B, then C happens. As Gina Lucarelli (2019) suggests, we might instead think of theories of change as radial rather than linear – recognizing multiple possible pathways to favorable outcomes that cannot always be predicted in advance. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-73) 75. Kouprie and Sleeswijk Visser (2009) provide a comprehensive introduction to empathy, its role in design, and the process behind it. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-74) 76. Breckon (2016). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-75) 77. Christensen, Leurs & Quaggiotto (2017) explain that experimentation can best be seen as a continuum of different approaches rather than as one method, from probing to trial and error and controlled trials, with different methods used depending on whether solutions and their intended outcomes are known, partially known, or not known at all. Building on this, a group of Heads of Experimentation across the UNDP Accelerator Labs (see Pop Ivanov et al., 2025) have reflected on their practice and identified four essential components of any experiment (question, hypothesis, data, and analysis) where the degree of control over each element determines the level of rigor that's feasible. This ranges from adaptive experiments with limited control to highly controlled trials. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-76) 78. UNDP Accelerator Labs (2023) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-77) 79. Edmondson (2011). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-78) 80. Leurs & Roberts (2018, p. 72-73) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-79) 81. Birney (2021b) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-80) 82. Brown (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-81) 83. See Barry’s (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-82) 84. For more on psychological safety, see Amy Edmondson's work, particularly her book "The Fearless Organization" (Edmondson, 2018) for practical guidance, or her foundational paper with Lei (Edmondson & Lei, 2014) for theoretical understanding. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-83) 85. Fernández Sirera et al. (2025) provide insightful guidance on navigating polarities when building shared agendas among diverse stakeholders. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-84) 86. Edmondson (2011) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-85) 87. See Snowden (2012) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-86) 88. See Wang (2016) for an overview of formats to celebrate failure, e.g. Fail Fests and F\*&k Up Nights. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-87) 89. See for example Dave Gray’s growing collection of visual frameworks on www.visualframeworks.com. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-88) 90. See Chipchase (2024) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-89) 91. See for example Hugh Dubberly’s (2004) compendium of design process, or VanPatter and Pastor’s (2018) collection of innovation methods. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-90) 92. See for example Nesta’s Playbook for Innovation Learning (Leurs & Roberts, 2018). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-91) 93. As such, frameworks function as "boundary objects" when they enable actors from different social worlds to cross boundaries (see Akkerman & Baker, 2011) interact with each other. In order to do that, these frameworks need to be plastic enough to adapt to individual realities and local needs, yet robust enough to maintain a common identity across parties (Star & Griesemer, 1989; Star, 2010). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-92) 94. Effective memes are memorable (Heath & Heath, 2007) and propagate themselves by spreading from one mind to the other (Dawkins, 1989). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-93) 95. Radjou & Prabhu (2015); Radjou, Prabhu & Ahuja (2012, pp. 64-82). Also see Anil Gupta’s (2016, pp.242-300) reflections on the culture of frugality. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-94) 96. Gustilo Ong & Gustale (2020), also see Radjou, Prabhu & Ahuja (2012) on Jugaad Innovation. However, as Anil Gupta notes (2016, p. 265), we need to bear in mind that the Jugaad mindset generally focuses on getting around problems rather than actually solving them. Jugaad innovators don't plan; they improvise (also see Radjou et al, 2012, p. 104) and solve problems in an ad hoc fashion, which is acceptable in the short term but can affect the growth of an innovation culture in the long term. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-95) 97. Gupta (2016, p. 271); Gustilo Ong & Gustale (2020) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-96) 98. Radjou, Prabhu & Ahuja (2012, pp. 99-111) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-97) 99. This spectrum is often depicted as a cone, also known as the “futures cone.” See Joseph Voros' (2017) blog for a short history of this concept and a comprehensive overview of the different types of futures to consider. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-98) 100. As Scott Smith (2020, pp. 46-47) reflects in “How to Future”: those who explore and map future scenarios may not be the ones impacted by them – so “whose future is it anyway?" [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-99) 101. Social imagination is an emerging practice that has been adopted by a number of Labs. See the work of Geoff Mulgan (2020) and Cassie Robinson (2022) for an introduction. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-100) 102. This diagram builds on the work of Charles Leadbeater (2009), Sabine Junginger (2014). Here, "designers" refers broadly to anyone who shapes solutions: policy makers, R&D specialists, service or product designers, or development practitioners. Leadbeater observes that organisations often claim to work "for" people while actually doing things "to" them, processing them through systems designed without their input. Junginger similarly notes that designing "on behalf of" someone reflects a paternalistic approach that positions designers as experts who know best. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-101) 103. From Lucarelli (2023a). For an in-depth exploration of grassroots innovation, we highly recommend Gupta's book “Grassroots Innovation: Minds on the Margin Are Not Marginal Minds” (2016). We also suggest watching “For Tomorrow” (For Tomorrow 2030, 2021), our documentary showcasing these innovations in action. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-102) 104. Yuen Yuen Ang (2021) points out that common thinking about innovation often suggests that only wealthy, city-dwelling, well-educated, and tech-savvy people are capable of innovation. However, the reality is that the non-elites, those who are poor and have limited resources, innovate all the time; it is essential for their survival. In doing so, they demonstrate an innate ingenuity and a deep understanding of their environment that deserves more attention. This echoes what Anil Gupta has long maintained: "Minds on the margin are not marginal minds" (Gupta, 2016). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-103) 105. Visit our SDG Innovation Commons (https://sdg-innovation-commons.org) for a curated collection of solutions and grassroots innovations that we can share openly, with the consent of the innovators. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-104) 106. Grassroots innovation raises questions about who exercises agency in innovation processes and who has the best information to address issues. Traditionally, problems are solved for people and communities. The emergence of co-creation over recent decades has changed this dynamic: people affected by issues are not just recipients or users of solutions but active co-creators (see Sanders & Stappers, 2008, 2012; Leadbeater, 2009; Manzini, 2015). Grassroots innovation goes further, building on the innate capacity of people to solve their own problems. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-105) 107. Gupta (2012), also see the book “Jugaad Innovation” by Navi Dadkou, Jaideep Prabu and Simone Ahuja (2012). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-106) 108. Ang (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-107) 109. See for example Nripen Kalita’s zero-head water turbine: https://www.undp.org/acceleratorlabs/peoplepowered/solutions/NripenKalita [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-108) 110. See for example Dyonisius et al. (2024, pp. 41-47). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-109) 111. See for example Bennett (2023) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-110) 112. Gupta (2016, p. 271); Gustilo Ong & Gustale (2020) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-111) 113. These align with Eric von Hippel and Georg von Krogh's (2016) concept of “need-solution pairs,” instances where problems and their solutions are discovered simultaneously in real-world contexts. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-112) 114. Schrage (2014) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-113) 115. Johnson (2010a) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-114) 116. Schrage (2014) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-115) 117. Mulgan (2014) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-116) 118. Glennie et al. (2020); Klingler-Vidra et al. (2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-117) 119. Quaggiotto (2020) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-118) 120. Bason (2010), also see Leurs & Roberts (2018, pp. 62-63) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-119) 121. See Johnson (2010a, p. 35) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-120) 122. Mulgan (2014) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-121) 123. See our annual report 2023 (UNDP Accelerator Labs, 2024a). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-122) 124. In this glossary, we mainly focus on defining "issue," but also refer to similar terms like "(complex) problems" and "(development) challenges." While these words mean slightly different things in some situations, we use them interchangeably to keep things simple. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-123) 125. The distinction between technical and adaptive problems comes from Ronald Heifetz and Marty Linsky's (2002) work on leadership and organizational change; also see their book on adaptive leadership (Heifetz, Grashow, Linsky, 2009, pp. 19-23). Other useful classifications exist as well. Horst Rittel and Melvin Webber (1973), in their study on social or policy planning, identified two classes of problems: tame (well-defined with clear parameters and known solution paths) and wicked (ill-defined, complex, and constantly evolving) – which apparently shares many similarities with Heifetz and Linsky's categories. Additionally, Dave Snowden's Cynefin framework (see Snowden & Boone, 2007) for decision making is often used to navigate the space of complex problems. He distinguishes between four domains: simple (obvious cause-effect relationships, best practices apply), complicated (cause-effect relationships discoverable through analysis, good practices apply), complex (emergent patterns, unpredictable cause-effect relationships, requires probing and sensing), and chaotic or crisis (no discernible cause-effect relationships, requires immediate action). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-124) 126. This is essentially a reductionist approach; by breaking down a system into its constituent parts, we understand how each element independently affects the final result. Technical problems are solved by fixing the parts that are broken or not performing well. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-125) 127. Rittel and Horst (1973) refer to the absence of a clear end-state as if there is “no stopping rule”, as understanding the nature of a problem will always be insufficient and there are no ends to causal chains that are linked to other systems. Also, as many stakeholders are involved, there are no shared criteria when a problem is solved; at best, an improved situation may be “good enough” or “less worse”, and just a temporary state. Problems without stopping roles are basically what James Carse (1986) describes as infinite games. Infinite games have no fixed rules; they change and are renegotiated all the time. There is no end, and there are no clear winners or losers. Finite games, by contrast, are played with the purpose of winning, have fixed rules, and a clear beginning and end with winners and losers. Technical problems often resemble finite games (with clear endpoints), while adaptive challenges function more like infinite games (requiring ongoing adaptation and participation). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-126) 128. Heifetz, Grashow & Linsky (2009, p. 19) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-127) 129. Defining a lab can be challenging given the diverse range of lab types and approaches that exist. For a comprehensive discussion of different lab types and their characteristics, see The Future of Labs Primers Report (Action Lab & Social Innovation Canada, 2024). Also see Nesta’s practice guide (Puttick, 2014) for a quick introduction and practical guidance. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-128) 130. While learning can also refer to the development of skills, in this guide we primarily focus on learning as the acquisition and development of knowledge about the world. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-129) 131. Lowe et al. (2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-130) 132. Schön (1984) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-131) 133. Mulgan (2018); Mulgan (2017, pp. 70-75) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-132) 134. For more on the concept of unlearning, see Mark Bonchek's work "Why the Problem with Learning Is Unlearning" (2016), where he explains that unlearning is not about forgetting, but adopting alternative mental models. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-133) 135. By expert we don’t mean just subject matter experts with deep conceptual understanding of a policy area, people can also be experts of their own experiences (see Sleeswijk Visser et al., 2005). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-134) 136. For more background information and practical guidance on learning circles, see our publication “A rough guide for running learning circles” (Leurs, Akinyemi, & Lucarelli, 2025). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-135) 137. Tacit knowledge is inherently difficult to articulate or convey through written or verbal means (Polanyi 1966/2009, p. 4). But it is rich and contextual. It's knowledge to be discovered – not to be extracted. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-136) 138. Snowden (2008). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-137) 139. In management research there is growing interest in the process and practice of legitimacy (see Suddaby, Bitektine & Haack, 2017; Siraz, Teo & Prashantham, 2023). For a more accessible introduction to this topic, see Dave Kiwi's blog at space-for-change.com/change-blog. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-138) 140. For practical guidance, we recommend looking at "The Legitimacy Lens," a toolkit developed by The Institutional Architecture Lab (TIAL) for institutional entrepreneurs who create, design, lead, and support new or updated institutions (Leppänen, Seddon, & Blake, 2025). This resource offers frameworks and reflection questions for building and renewing institutions. Yet, we see its relevance for establishing innovation and R&D functions outside an institutional context as well. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-139) 141. Meadows (1999, p. 1) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-140) 142. For a detailed description of Donella Meadows's (2008, pp. 145-165) twelve leverage points, see her book Thinking in Systems: A Primer, or see Meadows (1999). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-141) 143. FAO (2006) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-142) 144. See for example the work the Accelerator Lab has been doing in Fiji, one of the large ocean states that is increasingly experiencing the effects of climate change (Kakal, 2020). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-143) 145. The distinctions between these knowledge systems are quite subtle, and discussing them would go beyond the scope of this guide. For a brief introduction, we refer to "Weathering Uncertainty" (Nakashima et al., 2012, pp. 29-31). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-144) 146. The spirit of the time, or “Zeitgeist” in German. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-145) 147. Many Indigenous peoples around the world have long understood and practiced the concepts of complexity and systems thinking through their traditional knowledge that sees how all parts of their local ecosystem connect and work together (Rasolt, 2021). For an excellent introduction to Indigenous thinking and its holistic approach to perceiving the world, we recommend Tyson Yunkaporta's book "Sand Talk" (2020). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-146) 148. See the R&D agendas (UNDP Accelerator Labs, 2025b) developed in 2024. These agendas address key patterns identified across our network: the post-pandemic growth of digital finance and its unclear impact on poverty; the integration of grassroots knowledge with AI for sustainable food systems; and how businesses and governments can work together to create value from food and plastic waste. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-147) 149. For insightful discussions on bridging different knowledge systems, see the conversation with UNESCO's LINKS team on Indigenous and local knowledge systems (Knowledge and Learning GIZ, 2023) and "Making room for grassroots wisdom" (Rebello Fernandes & Mishra, 2024). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-148) 150. For a comprehensive overview of innovation approaches, see Nesta's Landscape of Innovation Approaches (Leurs, 2018b). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-149) 151. Leurs (2018a) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-150) 152. Based on Cohendet et al. (2010). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-151) 153. The concept of the middle ground was first introduced by Patrick Cohendet and colleagues (2010) in their research on creative cities. While they developed this concept to understand the situated creativity that emerges in such cities, we see similar middle grounds in sustainable development and other sectors as well. For us, the notion of a middleground serves as a lens that helps us see a space that is almost invisible at first glance, but once you see it, you immediately recognize its potential and value. It's important to note that in their original work, Cohendet and colleagues refer to the three layers as the upperground (institutions), middleground (R&D space) and underground (grassroots). We have chosen different terms since their naming suggests a hierarchy that doesn't do justice to the ingenuity we see at the grassroots level. Also, the term “underground” can suggest subversive or illegal activities, while we actually aim to amplify and elevate what's happening at the grassroots level. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-152) 154. The role can be seen as a knowledge broker (Meyer, 2010), someone who facilitates the exchange of knowledge between different groups. They connect those who have knowledge with those who need it, translating complex information into accessible formats and ensuring knowledge flows effectively between different communities. But there is more than just brokering knowledge. The role of a boundary spanner is probably more accurate. A boundary spanner (see Tuschman, 1977) is someone who works across organizational and cultural boundaries to connect different groups and help them interact and collaborate effectively. They build bridges between organizations by understanding different perspectives, translating between different types of knowledge and ways of working, and building relationships that enable collaboration. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-153) 155. For a more conceptual perspective on shaping the middle ground, see Sarazin, Simon and Cohendet (2021, pp. 336-338). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-154) 156. Buchanan (2017) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-155) 157. Christiansen & Duggan (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-156) 158. Kahneman (2011) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-157) 159. It may be worth exploring the "worldviews of change" that collectives hold, making explicit how each actor believes the world can and should change. Ingrid Burkett (2025) has developed a useful guide that could help facilitate such conversations. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-158) 160. See Alberti & Senese (2021, pp. 25-29), also see Crilly (2024) who discusses how different disciplines see, think and act. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-159) 161. In network theory actors are referred to as “nodes” (see Holley, 2013, p. 57). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-160) 162. For introductory reading on how networks work and how to build and curate them see "Impact Networks" by David Ehrlichman (2021) and June Holley's (2013) work on network weaving. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-161) 163. Holley (2013) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-162) 164. Altman & Nagle (2020) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-163) 165. Pfortmüller (2022); Mintzberg (2015) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-164) 166. See Romero (2018) for a very short summary. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-165) 167. See our SDG Commons platform: https://sdg-innovation-commons.org [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-166) 168. Lucarelli (2023b) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-167) 169. Garud, Jain,& Tuertscher (2008) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-168) 170. Johan Redström (2008) refers to this form of design as “design through use”, instead of the traditional “use through design”. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-169) 171. Von Hippel (2001) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-170) 172. Chester & Samaras (2021). Take, for instance, the "half a good house" in Iquique, Chile, designed by Alejandro Aravena. In this project, families were provided with a basic structure, including essential plumbing and shelter, allowing them to expand and adapt the space as their families grew and their needs evolved (see Moore, 2016). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-171) 173. To create that fit Keith Grint (2010) suggests developing “clumsy solutions” which imperfectness allows to be more responsive to complexity. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-172) 174. Smith & Lewis (2011) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-173) 175. Smith, Lewis, & Tushman (2016) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-174) 176. In their 5-year reflection blog, UNDP Accelerator Lab Paraguay (2024) refers to this tension as "feasible rigor": generating robust evidence within real-world development constraints. Working with this tension actually enhances the process, as the Lab explains: "the tension between rigor and feasibility is unavoidable, but also enriching." [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-175) 177. Mowles (2015) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-176) 178. Fernández Sirera et al. (2025) offer approaches for facilitating polarities in collaborative processes. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-177) 179. For practical guidance on navigating power dynamics in participatory work, see Hajira Qazi's "Power & Participation" (2018), which offers a reflection framework for change makers to evaluate participatory engagements and consider their own role and influence throughout the design process. Also recommended is Maya Goodwill's (2020) guide on power literacy, which helps develop understanding of how power and privilege affect collaborative work. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-178) 180. See our report "At the edge of participation" (Cottica, Sapienza, & Maarouf, 2025) for concrete examples of participatory approaches across diverse contexts. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-179) 181. Interaction Design Foundation (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-180) 182. Tarabishy (2023) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-181) 183. For a brief introduction, see the “Portfolio Approach Primer” (UNDP Strategic Innovation Unit, 2022) or the report “Modernizing development: Introducing portfolios” (UNDP, 2025). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-182) 184. UNDP (2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-183) 185. Sternin & Choo (2000) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-184) 186. UNDP, GIZ Data Lab, & University of Manchester (2021). Also see our report “Learning from the Edges” (Pawelke, Glücker, Albanna, & Boy, 2022), where we document how the data powered positive deviance method helped us discover grassroots solutions using digital data. For an example of data powered positive deviance see Tchagam Mallam Boukar et al. (2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-185) 187. For more on data-powered methods that combines both traditional and non-traditional data, see Albanna et al. (2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-186) 188. While power and agency are related, they're distinct concepts. Agency refers to the capacity to act and make choices, while power determines whether those actions can actually influence outcomes. Someone might have agency (the ability to make choices) but lack power (the ability to make those choices matter). Conversely, someone might have power (influence over outcomes) but choose not to exercise their agency. See also: Agency. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-187) 189. We recommend Hajira Qazi's (2018) guide _Power & participation_, which offers a comprehensive framework for practitioners to reflect on their role and influence throughout participatory processes, with tools for understanding how power shapes who gets to participate and whose knowledge counts. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-188) 190. PowerCube (2011) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-189) 191. Birney (2021a) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-190) 192. Winhall, & Leadbeater (2021) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-191) 193. For further reading, see Maya Goodwill's (2020) _A Social Designer's Field Guide to Power Literacy_, which provides an accessible introduction to power dynamics alongside practical tools for mapping different types of power (access, role, goal, and rule power) to make design processes more inclusive and fair. Also see the Power Pack: Understanding Power for Social Change (Power Cube, 2011), which provides the Power Cube framework and practical tools for analyzing how power operates across different forms, spaces, and levels in social change efforts. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-192) 194. See Leurs & Duggan (2018) for a brief introduction into prototyping and how it’s different from other methods for testing solutions. For a more practical guide we highly recommend the prototype guide by Social Innovation Canada (see Cabaj, Tjennes & McNair, 2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-193) 195. See, for example, Lucarelli (2021) for the initial questions we developed to explore the dynamics between informality and digitalization. For the learning questions we developed on informal transportation, see the report by the Global Partnership for Informal Transportation (2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-194) 196. Verhulst, Chafetz & Fischer (2024) emphasize that questions are central to collective learning; asking better questions can help us create greater collective intelligence. Also see the work of Stefaan Verhulst (2023) on the “new science of questions”. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-195) 197. Kelly Duggan's (2019) blog “Think about it: Making the case (and space) for reflection” provides a concise and comprehensive introduction to the practice of reflection. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-196) 198. Schön (1984) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-197) 199. Mulgan (2018), Mulgan (2017, pp. 70-75) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-198) 200. Kolb (1984) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-199) 201. See Edmondson (1999; 2018) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-200) 202. Van der Bijl-Brouwer (2019a), also see Van der Bijl-Brouwer (2019b) for a more academic discussion. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-201) 203. For a brief but comprehensive discussion of the different purposes of framing, see Martinez (2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-202) 204. Pereverza (2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-203) 205. Busch (2020b) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-204) 206. Frameworks Institute (2020). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-205) 207. There are many more facets to relationships, of course. See the Relationship Project (https://relationshipsproject.org) for a more in-depth exploration. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-206) 208. Rye (2023) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-207) 209. For a comprehensive taxonomy of relationship categories within systems, see Birger Sevaldson's Library of Systemic Relations (2016). Also see his website: https://systemsorienteddesign.net/library-of-systemic-relations/. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-208) 210. Winhall & Leadbeater (2022) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-209) 211. Orchard-Webb (2019) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-210) 212. Busch (2020, p. 242) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-211) 213. Based on Jason Pearman’s (2021) definition of Social R&D. For more on Social R&D see: socialrd.org and their report on “Social R&D Practices and Patterns” (Social R&D Community, 2019), or check out TACSI’s white paper (Curtis, et al., 2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-212) 214. See Gina Lucarelli's blog "The secret UNDP Accelerator Labs plan (just between you and me)" (Lucarelli, 2023b), where she describes our shift towards R&D and outlines a plan for evolving the Network into an open, globally distributed R&D capability for the Sustainable Development Goals. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-213) 215. Akinyemi & Leurs (2024) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-214) 216. For examples of collective R&D in practice across diverse contexts, see our report "At the edge of participation" (Cottica, Sapienza, & Maarouf, 2025). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-215) 217. Mease (2022) argues that scaling needs to be more than just what's quantifiable, emphasizing that scale should be about depth, relationships, decentralization, and power rather than simply how fast something can grow or how many people a solution reaches. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-216) 218. This reflects the three main ways of scaling: scaling up (reaching more people and geographies), scaling out (influencing policies), and scaling deep (impacting cultural norms and beliefs) as described by Moore, Riddell & Vocisano (2015; also seeTulloch, 2016). For a practical example, see Mugema (2022) on how the UNDP Accelerator Lab in Uganda used this framework to inform their scaling strategy. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-217) 219. Tulloch (2018) calls this approach "scree-scaling," legitimizing and cultivating many small solutions rather than growing single ones, recognizing that system change is more likely to occur through the accumulation of many little ideas than a few big ones. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-218) 220. See Gupta (2016, p 341) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-219) 221. This approach of scaling through the ecosystem raises questions about who to scale with (see Mugema, 2022), and perhaps more fundamental questions, as Gord Tulloch (2018) suggests: Is scaling always the goal? If so, what should be scaled – and who decides? [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-220) 222. For more: see the report “Transforming our world: The 2030 agenda for sustainable development” (United Nations (2015). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-221) 223. Busch (2024) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-222) 224. Busch (2020a, p. 14) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-223) 225. For more on weak signals and practical guidance on how to detect them and inform your work, see "How to Future" by Scott Smith and Madeline Ashby (2020), or the MaRS Startup Toolkit (Bolton, n.d.), or the Exploring Futures Guide by UNDP Accelerator Lab Argentine (Acosta et al., 2022). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-224) 226. Smith & Ashby (2020, p.69-70) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-225) 227. For examples of signal detection in practice, see: "The Changing Nature of Work” (Draskovic et al. (2021) where UNDP Accelerator Labs in Europe and Central Asia mapped signals of changing work patterns; the signal report by UNDP Accelerator Lab Argentina (2022b); Signals Spotlight (UNDP, 2024) and the collaborative signals platform at The Futures Centre (https://www.thefuturescentre.org/signals-insights). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-226) 228. Complex skills (see Neelen & Kirschner, 2018) consist of many constituent abilities that interact with one another. And because they are interrelated, you can’t develop them by practicing one by one, they need to be developed in an integrated manner. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-227) 229. For a brief introduction, see Basma Saeed’s (2020) reflections on her position as the Head of Solutions Mapping in Sudan. For a practical guide, see the SalikLakbay Field Guide by the UNDP Accelerator Lab Philippines (Lor, 2021). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-228) 230. Von Hippel (2016); also see De Jong et al. (2023). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-229) 231. See Doorley (2012); Groves & Marlow (2016); Thoring (2019). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-230) 232. See the “Transforming our world: the 2030 Agenda for Sustainable Development” (United Nations, 2015). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-231) 233. See the report "Our Common Future" (World Commission on Environment and Development, 1987) – also known as the "Brundtland Report." For historical background on how sustainability was put on the global agenda, see Adam Rome's (2015) discussion of five key publications. For an in-depth analysis of the meaning, history, principles, pillars, and implications of sustainable development, see Justice Mensah's (2019) discussion of the concept. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-232) 234. See Donella Meadows' classic primer "Thinking in Systems" (2008). For more systems thinking resources and exploring the history and concepts of systems thinking, see The Systems Thinker journal's repository at thesystemsthinker.com. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-233) 235. We recommend reading Aarnout Wenneker's (2025) reflections on the limitations of systems thinking as a tool to navigate complexity and uncertainty. Traditional systems thinking assumes boundaries are clear, flows are predictable, and feedback loops can be managed with reasonable certainty about outcomes. But in complex systems, there is no control over how these systems behave or evolve: the whole isn't just greater than the sum of its parts – it can become something entirely different, shaped by interactions. As Wenneker puts it: "are you dealing with a system you can design, or one you can only navigate?" If it's the latter, we need complexity literacy alongside systems thinking. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-234) 236. See Sevaldson's (2016) classification of systemic relations. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-235) 237. This is what Leadbeater calls the "washing machine," (see Winhall & Leadbeater, 2020) a dialectical process where the old regime meshes with the new emerging alternative, similar to Cassie Robinson's (2019) version of the Berkana Two-Loop Model. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-236) 238. Adam Kahane (2025) suggests we should look for the cracks in a system and work with them. These cracks can appear as problems or as entry points to start transforming systems. They show systems aren't as solid as they seem, offering opportunities for fundamental change. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-237) 239. For more on tactics, see the Wheel of Trade Offs developed by Jesper Christensen (2019), a tool that may help you make decisions and align your lab strategy with your everyday tactics. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-238) 240. We recommend reading W. Brian Arthur's "The Nature of Technology" (2009) for his fascinating exploration of how technologies evolve through combination and recombination, continually opening new possibilities for innovation. Also worth consulting is Luke Jordan's guide "Don't Build It" (2021), which challenges practitioners to question whether building new technology is necessary before proceeding with development. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-239) 241. See Jeremy Boy's (2024) blog discussing the integration of data with technology and which configurations are best suited for certain development challenges. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-240) 242. Leurs & Roberts (2018, p 57) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-241) 243. See for example The DIY Toolkit (Nesta, 2014). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-242) 244. Heracleous & Jacobs (2011) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-243) 245. Tan (2023b). Also recommended is Vaughn Tan’s (2019) book “The uncertainty mindset”. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-244) 246. Christensen et al. (2017) [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-245) 247. These ways of creating value through R&D have been documented in the UNDP Accelerator Labs' R&D Service Catalogue. See UNDP Accelerator Labs. (2025a, March). [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-246) 248. The value chain represents a traditional concept of an industrial production process, where commodities flow in one direction through predefined stages (Normann, 2001). At each step, value is added until the process culminates in the monetization of products through market exchange (Vargo & Lusch, 2004). In contrast, value networks operate non-linearly, with value being created and exchanged through dynamic interactions between actors in an ongoing, continuous process (see Allee, 2003, pp. 192-208). Value networks can be understood as many-to-many systems (Dark Matter Labs, 2025): many actors connect in many ways to create and exchange many different forms of value. [↑](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/glossary#footnote-ref-247) [PreviousEpilogue: No Failure if There Is Learning](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/advancing-r-and-d/epilogue-no-failure-if-there-is-learning) [NextBibliography](https://bas-leurss-personal-organization.gitbook.io/undp-accelerator-labs/references/bibliography) Last updated 2 days ago --- # 1. R&D for Sustainable Development | Collective R&D: A Practice Guide 1\. R&D for Sustainable Development | Collective R&D: A Practice Guide --- # 3. Setting up an R&D Capability | Collective R&D: A Practice Guide 3\. Setting up an R&D Capability | Collective R&D: A Practice Guide --- # 7. Taking Collective R&D Further | Collective R&D: A Practice Guide 7\. Taking Collective R&D Further | Collective R&D: A Practice Guide ---