What is a “Dis-abling” Environment for M&mi?

Sometimes when you are trying to achieve something, it is useful to look at its opposite – what are you trying to avoid? When we talk about creating an “enabling” environment, this necessarily means that there is such a thing as a “dis-abling” environment. The hope is that if we can identify, define clearly such an environment, we can then start to focus in on both how to change the disabling into enabling and how we can avoid creating such a counterproductive environment in the first place.

What exactly are the characteristics or features of such an environment? What works against a conducive, supportive environment for M&mi? Another way to look at the question is to ask what makes up a work environment. We know that the work doesn’t happen by itself so it is clear we need people. What kind of scenario can we imagine where the people environment is disabling? Can it be caused by the number of people? Can it be caused by the type of people? Can it be caused by the way the people think or feel or act?

What else? It is also clear that some level, some minimum amount of recursos are necessary. Data collection, processing, analysis all require some type of resource support. What kind of scenario can we imagine where the resource environment is disabling? Can it be caused by the absolute amount of resources? Can it be caused by the type of resources? Can it be caused by the use of resources?

Next we have to recognize that M&E work needs to take place somewhere in space so if we consider infrastructure separately from resources, we need some physical location. What kind of scenario can we imagine where the physical location environment is disabling? Can it be caused by the amount of space available? Can it be caused by the quality of the space available? Can it be caused by how the space is used?

OK, we’ve got together the minimum inputs but we know from experience that just putting people (trained) together with the appropriate resources in an acceptable space does not necessarily yield results. What’s missing from our “recipe”?

In fact what is missing is probably the most important and yet the most elusive ingredient. Sometimes it is referred to as motivation or commitment. Some people refer to having passion for one’s work, others might consider it as simply professionalism. It doesn’t really matter what terms one uses, what it boils down to is the fact that an individual “cares” about their work, they care about the quality of what they produce. It’s not just what they do for work, they take pride in how they do their work. En última instancia, no amount of outside pressure, of sanctions and punishment from bosses can produce quality results if those people responsible for doing the work do not care about the work and are not motivated to do it well.

What kind of scenario can we imagine where the motivational environment is disabling? Can it be caused by a lack of a team identity? Can it be caused by superiors who are themselves not motivated? Can it be caused by a lack of expressed direction and purpose? Can it be caused by a lack of accountability or the lack of a cause and effect relationship between results and consequences?

Next week on the blog I will tackle these issues but before next week please take some time to think through these issues and share with the community (in the Forum) your experiences with “dis-abling” environments.

Best to everyone,

Scott