Changing Administrative Norms in Madagascar

+ Kari Kohn

Madagascar’s former president Marc Ravalomanana faced a rice shortage two years after entering office. He tackled the problem by piloting a program called Rapid Results, an approach pioneered by Schaffer Consulting. In an administration characterized by groupthink and “mora mora” (working at a relaxed pace), the program helped to shift norms toward rapid action and personal initiative.

The simple process combined clear and measurable short term goals with project accountability and experimentation. Outside coaches, whose salaries were paid by the World Bank, assisted with communications. The success of the pilot prompted other government agencies to adopt the program. From an August 2012 case study published by Innovations in Successful Societies (ISS):

The Rapid Results method itself may have accounted for the perceived persistence in changing administrative norms. Rakotomavo, a coach based initially in the northwestern region of Boeny, said the short terms of Rapid Results projects and the simplicity of the approach were critical factors in focusing and sustaining attention on the objective, particularly with inexperienced local leaders. Additionally, quick and tangible results built the confidence of local leaders and made it easier to satisfy local electorates. “If they remember the basics—get results in a short time, communicate, remember the innovations, and make them sustainable—if they remember even those basic things, it’s a good outcome,” he said.National consultant Randrianarivelo agreed that changing norms for the long term mattered most. “It’s not about getting one result; it’s about shifting behaviors and developing leaders,” he said.

The case study is here. Information on Rapid Results can be found here and here.

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