Whose Voices Matter
• The first step in planning a system for learning with constituents is to identify those groups whose voice matter most.
• Organizations need to balance between upwards accountability to donors, horizontal accountability to partners, and downward accountability to those who are most directly affected by the organization.
• It is important for an organization to analyze and understand their constituents.
• Surveys should be designed in collaboration with key constituents, clearly stating the goals and objectives of the survey.
• Pre-testing the survey with respondents can help gauge whether it is a good fit with the targeted audience.
• Indicate in the survey document how you propose to use and publish the results of the survey. It is a good practice to make an up front commitment to share results with those who contribute to it.
Formal Dialogue Process
• There are three online resources organizations can use to depend their capabilities for effective stakeholder dialogue: Generative Change Community – Generative Dialogue, Mapping Dialogue – The Dialogue Project, and Wageningen University Resource Portal on Participatory Learning Methodologies.
• An appreciative dialogue format may be helpful to get constituency feedback on the theory of change and strategy.
Personal Stories and Journals of Change
• Personal stories can help facilitate discussion and help people reflect on their stories, to ask their own questions, and to develop their own theories from their experiences.
• These reflections can be integrated into the learning framework, and adjusted to reflect community perspectives.
• Keeping a journal is a way of recording evidence of success, important insights and reflections on successes and problems that you encounter in your day to day work.