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Social learning is crucial for local smallholder farmers in developing countries to improve their adaptive capacity and to adapt to the current and projected impacts of climate change. While it is widely acknowledged that social learning is a necessary condition for adaptation, few studies have systematically investigated under which conditions particular forms of social learning are most successful in improving adaptive capacity of the most vulnerable groups. This study aims to design,...
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This case study report was developed by CDA’s part of Peacebuilding Evaluation Consortium collaborative research on the use of feedback loops in support of adaptive programming. Feedback loops are just one element of adaptive programming and are defined and used in different ways by organizations working on social change, peace and development issues. This document includes key findings from our desk review of reports and grey literature, key informant interviews, observations documented...
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The purpose of this briefing note is to review opportunities for using complexity aware approaches to Theory of Change (ToC) to inform the SDC approach. It provides an overview of complexity-aware approaches and then focuses on demonstrating how complexity thinking can support programming by building on the frameworks currently being used in the project/programme cycle management (PCM) processes. It is aimed at SDC staff, in particular Programme Officers and staff of partner organisations...
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The purpose of this briefing note is to add to SDC’s understanding of Theory of Change (ToC), drawing on the literature and practice to sketch out the current state of the art approach. This involves expanding on ToC beyond SDC’s current practice of using Impact Hypotheses (IH) to bridge it to operational practice and use ToC more explicitly in the project/programme cycle management (PCM) processes. Sharing the state of the art on use of ToC in the development sector, this briefing...
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Wily aid practitioners have long understood the importance of adapting their programs to the political environment, and even use their activities to push politics in a progressive direction. But this magic was spun secretly, hidden behind logframes and results frameworks. Only recently has a range of programs been permitted to escape the dead hand of technocracy. But there was one corner of the development and humanitarian world that never needed to shroud its political ambitions; those...
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This paper examines adaptive approaches in aid programming in a fragile, conflict and violence-affected setting (FCVAS), namely Myanmar. A combination of desk review and field research has been used to examine some of the assertions around the ‘adaptive management’ approach, which has arisen in recent years as a response to critiques of overly rigid, pre-designed, blue-print and linear project plans. This paper explores if and how adaptive approaches, including rapid learning and planning...
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Executives need to be a cross between Spider-Man and Simone Biles
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Governments fulfil important roles in increasing the adaptive capacity of local communities to respond to climate change impacts, particularly in developing countries. Existing studies on how governments enable and constrain the ways in which local level communities learn and build their adaptive capacity, however, generally adopt network or market-oriented types of governance. However, the most vulnerable regions to climate change impact in the world are generally governed through...
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Climate change adaptation is increasingly concerned with how organisations develop capacity to adapt to uncertain futures. A participatory action research project conducted in Victoria, Australia, examined how health and social service organisations developed their organisational adaptive capacity through the use of adaptation decision-support tools. It can be challenging for any organisation to select and apply a decision-support tool, but this is particularly the case where resources and...
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Based on a recent discussion in Manila, Chris Roche reflects on how Monitoring, Evaluation and Learning can better support 'adaptive programming'.
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The Driver-Pressure-State-Impact-Response (DPSIR) framework has been applied to various environmental problems at multiple spatial and temporal scales and attempts have been made to conceptually improve the framework to encompass various stakeholder perspectives. However, recent literature experiences in the field have challenged the inclusive character of the framework applications. In particular, the framework's inability to incorporate the aggregated informal responses of people affected...
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This rapid review summarises the evidence on how to scale up inclusive approaches to complex social change. It looks at how to design scalable inclusive change interventions, as well as how to plan and manage the scale-up process. Focusing on interventions with the aim of reaching the most marginalised and transform social norms, it covers programmes aiming to deliver inclusive outcomes for women and girls (with a particular focus on preventing violence against women and girls) and persons...
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The Humanitarian Innovation Guide is a growing online resource to help individuals and organisations define humanitarian problems and successfully develop innovative solutions. ABOUT THE GUIDE The humanitarian sector is investing in exciting innovations, but it is not yet producing a steady pipeline of well-designed solutions that effectively address problems, evidence their impact, and have the potential to be scaled. As stated in a recent independent evaluation of the Humanitarian...
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Global development is seeing an exciting paradigm shift. Increasingly, leaders and practitioners recognize that development is not a “complicated” challenge that can be neatly parsed out into separate problems and siloed departments, like assembling a car. Rather, the various tasks of development—poverty eradication, improving governance, climate action, gender equality, and so on—are all connected, making development a “complex” challenge.
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Tell me if this sounds familiar: Well-thought-out strategies change seemingly every other quarter. 9-month projects that take two years to complete. Disgruntled managers talking about “low velocity”, “lack of ‘can do’ culture”. Skeptical employees talking about lack of vision, bad planning, politics. Spending lots of time on planning, replanning, scope-downs Disappointing launches that customers generally […]
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Adaptive Approaches [+]
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Adaptive Management
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- Knowledge Management (7)
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- MEL in International Development (7)
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