The dissonance between concept and practice: The WATERCAP project as an example of a partial paradigm shift towards system innovation
Abstract
153 words
Approaches related to system innovation, including participatory action and monitoring have
become mainstream in planning and implementing development projects. It is far from clear,
however, what different stakeholders mean when they commit to these approaches. This
study investigated a specific project “Strengthening Universities Capacities for Mitigating
Climate Change Induced Water Vulnerabilities in East Africa – WATERCAP” to understand
how stakeholders conceptualized these approaches and put them into practice. The project
intended to strengthen the capacities of universities in East Africa to mitigate climate change
induced water vulnerability. We used indicators derived from concepts of innovation systems
and Reflexive Monitoring and Action to analyze data gathered by applying qualitative methods.
Our results show a dissonance between espoused theory and practice, as structural realities
and personal interests dominated the project processes. The study raises the question whether
communicative action for system innovation can be achieved in results-oriented development
projects which require accountability to external donors.
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