Expanding the prevention armamentarium portfolio: A framework for promoting HIV-Conversant Communities within a complex, adaptive epidemiological landscape

Figures & data

Fig. 1. Framework design overview.

Source: Authors’ contribution.

Fig. 2. The Cynefin framework.

Source: Adapted from http://en.wikipedia.org/wiki/Cynefin.

Table 1. Path dependence vs. path creation and implications for the HIV-Conversant Community Framework.

Dimensions	Path dependent	Path creation	Potentials for the pilots
‘Initial conditions’	Given	Constructed	Can reflect selective ‘sensori-memorabilia’ of actors
‘Contingencies’	Exogenous and manifest as unpredictable, non-purposive, and somewhat random events	Emergent and serving as embedded contexts for ongoing action	Ameliorative strategies can be proactively pursued and risky activities dampened
‘Self-reinforcing mechanisms’	Given	Also strategically manipulated by actors	By including the broader community; norms and values can be promoted to reinforce individual ‘efficacy’ into more ‘distributed’ forms of collective efficacy
‘Lock-in’	Stickiness to a path or outcome absent exogenous shocks to the system	Provisional stabilisation within a broader structuration process	The emergent context both enables mitigation innovations and becomes an improved environment to live in

Source: Adapted from Garud et al. (2010:769).

Fig. 3. Combining path creation and pattern management within the HIV-Conversant Community Framework.

Source: Adapted from Garud et al. (2010:769).

Fig. 4. The epistemic fault line that the prototype framework aims to avoid.

Source: Adapted from http://en.wikipedia.org/wiki/Cynefin.

Fig. 5. The ambition—dynamic HIV-Conversant Communities, situated within, and influencing the trajectory of, a complex adaptive epidemiological landscape in ways that promote well-being and disrupt the ability of the virus to replicate and/or be transmitted from one body to another.

Source: Authors’ contribution.

Garud, R., Kumaraswamy, A. & Karnøe, P. (2010). Path Dependence or Path Creation? Journal of Management Studies, 47(4), 760–774. doi:10.1111/j.1467-6486.2009.00914.x.

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