Designing programs or interventions in NGOs is a process that is driven by passion, combining strategic brainstorming, planning, and resource allocation to meet humanitarian and developmental goals. It’s shaped by a combination of factors – donor expectations, overarching organizational strategies, logistical and access constraints, and the depth of an NGO’s field of expertise. Typically, these programs or interventions are designed to respond directly to the needs of the communities they aim to serve. But here’s where we hit a roadblock – there’s often a vital piece missing from this complex puzzle – the application of a scientific approach and a solid grounding in the fundamental principles that should underpin decisions.
Despite the best of intentions, it’s all too common for NGOs to default to methods that are more about tradition and assumptions than about hard evidence, leading to programs that could miss the mark in terms of efficiency, sustainability, and real impact.
In this article, I aim to shed light on the power of First Principles Thinking in redefining program design. I highlight that the missing link in many NGO new initiatives is precisely this approach which, if adopted, could change the current state of affairs and even significantly improve the effectiveness, longevity, and reach of their efforts. I’m hoping that I will inspire you to ask fundamental ‘why’ and ‘how’ questions when designing projects to lead to innovation, not just in theory, but in tangible, life-changing outcomes.
What First Principles Thinking is
First Principles Thinking is about stripping away the layers and going back to the basics. It’s like dismantling an engine to understand how each part works before rebuilding it. You strip away all assumptions, all received wisdom, and look at the fundamentals and “think like a scientist”. Scientists don’t make assumptions. They begin with questions like, “What are we absolutely sure is true?” and “What has been proven?”
Why First Principles Thinking is important in program and intervention design
In the complex landscape of NGO operations, First Principles Thinking is very important as it can ensure that program designs are not simply ‘tweaked’ replicas of previous efforts but are instead tailored and customized to meet specific needs and contexts. This approach helps NGOs to improve on conventional and standard intervention methods and move away from “copy-pasting” from past projects. By adopting this mindset and using it as a leadership approach towards designing interventions, program and operation leads are encouraged to look beneath the surface-level symptoms and deal with the root causes of issues head-on. This makes programs more adaptable and can be finely tuned to address the unique challenges faced by different communities, thereby bringing solutions that are both more impactful and sustainable.
This approach could remove the biases that are inherent in program design and traditional intervention strategies. By questioning norms and standard procedures, it can unveil new ways for innovative programming, prompt effective ways to utilize resources, and anchor program development and interventions to facts and data rather than on unfounded assumptions and previous projects.
Imagine the same thinking about community centers, friendly spaces, and awareness sessions among many other activities.
By shifting to this foundational perspective, NGOs can design interventions that are not only innovative but also more effective and closely tailored to the actual needs of the communities they serve.
How to implement it and what questions should guide program design brainstorming
To effectively implement First Principles Thinking, NGOs should cultivate a culture of questioning and curiosity during the program design phase. This involves asking critical questions that challenge the status quo and delve to the very core of what the NGO aims to achieve. This involves three major steps:
1️⃣ Identify and define the assumptions, look at problems using facts and evidence-based data.
2️⃣ Break problems down into fundamental principles and seek to understand these, what is required, and what is a must.
3️⃣ Discuss and build the program while asking questions that target fundamental aspects such as:
I see the Monitoring, Evaluation, Accountability, and Learning (MEAL) team playing a crucial role in this process, as it is vital to critically assess program ideas and the framework of the intervention. The team’s involvement will ensure that questioning and verification become integral parts of the program lifecycle thus promoting transparency and continuous improvement.
Program managers should also use this lens when designing projects or activities and adopt a program-based approach. Even if not applied to the overall project design, this could influence the design of specific activities, the tools used, or even the roles and positions needed to implement the intervention.
The challenges of implementing First Principles Thinking
Embracing First Principles Thinking is a strategic change in how problems are approached and solutions designed, a transformation that involves investing time in program design, looking in depth at data analysis, and maintaining an open mind to new project cycle management tactics.
Patience becomes critical here, as looking deeply into assumptions will naturally slow down the usual pace of decision-making and program design. This isn’t about speed; it’s about depth and clarity.
Moreover, the task of educating and guiding staff to adopt this new approach can be daunting. People naturally resist change, particularly when it takes them out of their comfort zones and challenges long-held practices. But beyond the resistance, there’s also the practical aspect of training — how do we equip teams with the tools and understanding to think in this new, foundational way?
Adding to these challenges is the inherent uncertainty that comes with First Principles Thinking. Without the usual rules and guidelines, there’s a risk of feeling lost or adrift. This lack of structure can be particularly challenging for teams that are used to operating within well-defined parameters. Plus, this approach can initially seem counterproductive as it tends to raise more questions than it answers, potentially leading to frustration among team members who crave quick results and clear directions.
Navigating these challenges requires thoughtful leadership and a commitment to open, continuous communication. It’s about creating an environment where questioning and deep thinking are valued over the quick fixes and where patience in problem-solving is seen as an asset, not a hindrance. This is a journey — one that demands resilience, openness, and a willingness to learn and adapt at every step.
Conclusion: A shift towards thoughtful solutions
Introducing First Principles Thinking to NGO program design involves more than simply changing tactics; it’s about evolving the entire approach to addressing global challenges. This method compels us to question long-held beliefs and find the real reasons behind the problems we’re tackling. In turn, this can lead to solutions that are not only more effective but also more sustainable and better tailored to the communities we aim to support.
Traveling this path will undoubtedly present obstacles — from shifting organizational cultures to training teams in new ways of thinking, not to mention the natural resistance to change. However, I believe the benefits, such as creating more meaningful programs, optimizing resource use, and achieving a closer connection with the needs of the communities, will significantly surpass the challenges.
I urge NGOs to start this transformative journey during their next program design discussion. Create an environment that values curiosity, re-examine the premises of your existing programs, and embrace a commitment to constant learning and adaptation.
Ask yourselves, “What assumptions are we making? And what fundamental issues are we not seeing?”
