actually learn how to ride, which means falling down, getting scratches and wounds, and maybe even suffering sprains. On your part, to help her learn more quickly, you can push the bike fast enough so that she begins to sense that more speed will help keep her from falling down. You can then mention to her that if she pedals faster, the bike will speed up, and then encourage her to try that. Once she has learned this then the next challenge is how to get onto the bike and generate enough speed. There are many different ways to do this and each individual will eventually discover his or her preferred style. Your role is to observe her and suggest alternatives that might work better for her. So a coach is very different from an expert. The latter teaches primarily through manuals, lectures, workshops, and the like. A coach teaches through self-discovery.

Table 1. Coaches trained each year from 2006 through 2012.<sup>33</sup>

||**2006**|**2007**|**2008**|**2009**|**2010**|**2011**|**2012**|
|---|---|---|---|---|---|---|---|
|External<br>coaches|+1|+2|+2|+1|+10<br>(incl. ENA)|+ 6<br>(incl. ENA)|-|
|Internal<br>coaches|0|+11|+6|+8|+13|+8|+2|

Sources: Coaches One aspect of an RRI that has not been fully appreciated for its strategic value is the very public celebration that is organized around the final review to which media, beneficiaries, and other stakeholders are invited. The event is designed to acknowledge the RRI team(s) for their innovation and success, i.e. providing psychological rewards.<sup>34</sup> This is important in encouraging behavior change more widely within the relevant organizations and among stakeholders. But more important and less appreciated is its value as a credible commitment mechanism. Often, during these events, ministers, politicians, and senior decision makers bask in the success of their respective teams and announce their sponsorship of future initiatives (RRIs) to tackle new problems. Because media covers the event and often highlights these commitments, their reputations (and political capital) are put on the line as the coverage and fanfare raise public expectations (as well as the expectations of superiors). This creates very strong incentives for them to monitor the progress of the new RRIs.

The close attention that a sponsor, e.g. a minister, gives to an RRI generates a “sense of urgency” and a fear of failure among RRI team members which boosts their adrenalin and encourages them to take personal accountability for their designated tasks and to work collaboratively to achieve their stretch result. Moreover, when the task is finally done, it gives team members great pride in their accomplishment. In other words, an RRI is not just another task to be completed in a long list of “to do’s.” It embodies so-called “zest” (invisible) factors that add spice and tang to an otherwise commonplace meal, turning it into a memorable experience that ultimately changes the attitude of leaders and team members towards risk and change.<sup>35</sup> The DG in the Ministry of Civil Service explained

> 33 Based on reports from Burundi national Coaches

> 34 See for instance, Ariely (2013) and Dewhurst, Guthridge and Mohr (2009)

> 35 See Schaffer et al (2005).

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