Your search
Results 62 resources
-
Research in ICTD is difficult because engineers with technical expertise are separated from the challenges that they are trying to address by large physical distances and significant social differences. To overcome these challenges, much research involves occasional short visits by external researchers to developing regions to investigate problems and generate ideas which are then developed back at the engineers' home base before further return visits for deployment and evaluation. This...
-
The Governance Practitioner’s Notebook takes an unusual approach for the OECD-DAC Network on Governance (GovNet). It brings together a collection of specially written notes aimed at those who work as governance practitioners within development agencies. It does so, however, without attempting to offer definitive guidance – instead aiming to stimulate thinking and debate. To aid this process the book is centred on a fictional Governance Adviser. The Notebook’s format provides space for...
-
The Governance Practitioner’s Notebook takes an unusual approach for the OECD-DAC Network on Governance (GovNet). It brings together a collection of specially written notes aimed at those who work as governance practitioners within development agencies. It does so, however, without attempting to offer definitive guidance – instead aiming to stimulate thinking and debate. To aid this process the book is centred on a fictional Governance Adviser. The Notebook’s format provides space for...
-
A ppreciative Inquiry (AI) is a theory and practice of inquiry-and-changethat shifts the perspective of organization development (OD) methodsby suggesting that the very act of asking generative questions has pro-found impact in organizational systems. Inquiry and change are not separatemoments. Our questions focus our attention on what is “there” to be noticed.Reflecting its social constructionist roots (Cooperrider, Barrett, and Srivastva1995; Gergen 1995), which suggest that words create...
-
Albert Hirschman considered <i>Development Projects Observed</i> a natural sequel to his earlier work. As Hirschman put it to an old acquaintance at the World Bank, his previous books identified the inner and often hidden mechanisms of development sequences: “Having worked out a few basic hypotheses …, I could perhaps test them (and hit on some new ones) by looking at Bank-financed projects that have had enough time to give rise to such sequences.”¹ But as much as it appeared as the logical...
-
In this paper we reflect on our experiences in a project where academic researchers and social change organizations are working together to explore how participatory and co-design practices can be disseminated and spread within the 'third sector'. The research project is itself co-designed and co-produced, but within various constraints arising from research funding models. We explore both our immediate outputs and our learning about successful co-research models for this challenge.
-
There are many e-government failures in developing countries. Most studies look at these after the event (post hoc), but this chapter takes an original approach to look mid-implementation (durante hoc) in order to provide recommendations for improvement. The authors chose a partial failure/partial success land management information system being implemented in one Ethiopian city. The project has made retrieval of land information quicker and simpler but is only partly implemented, and is...
-
[Context & motivation] Few studies have reported on a systematic use case and requirements analysis of low-tech, low-resource contexts such as rural Africa. This, despite the widespread agreement on the importance of Information and Communication Technologies (ICT) for social and rural development, and despite the large number of ICT projects targeting underprivileged communities. [Question/problem] Unfamiliarity with the local context and differences in cultural and educational backgrounds...
-
Adaptive management in wildlife conservation emerged from the wildlife profession's search for better solutions to increasingly complex conservation challenges. Adaptive management is an effective process for wildlife managers to employ to (1) deal with uncertainty in the management system, (2) learn from their management actions, and (3) achieve desired results. Being adaptable or flexible in your management approach is not the same as managing adaptively or conducting adaptive management....
-
Anna L. Ahlers and Gunter Schubert, ’Adaptive Authoritarianism’ in Contemporary China: Identifying Zones of Legitimacy Building, in: Deng Zhenglai and Guo Sujian (eds), Reviving Legitimacy: Lessons for and from China, Lanham: Lexington Books (2011),
Explore
Theme
-
Adaptive Approaches [+]
(38)
- Adaptive Learning (2)
- Adaptive Management (8)
- Agile & Lean approaches (2)
- Capacity WORKS (1)
- Design Thinking / HCD (10)
- Doing Development Differently (2)
- Implementation Research (1)
- Other sectors (4)
- PDIA (Problem-Driven Iterative Adaptation) (1)
- PEA (Political Economy Analysis) (2)
- Positive Deviance & 2 loops models (2)
- Systems Thinking / Complexity (10)
- TWP (Thinking & Working Politically) (2)
- Cases (5)
-
Development Actors Perspectives
(4)
- GIZ (Germany) (2)
- NGO Perspectives (2)
-
Geography
(6)
-
Africa
(2)
- Central Africa (1)
-
Eastern Africa
(1)
- Kenya (1)
-
Americas
(2)
-
Central America
(1)
- Costa Rica (1)
- North America (1)
-
Central America
(1)
-
Asia
(2)
-
Eastern Asia
(2)
- China (2)
-
Eastern Asia
(2)
-
Africa
(2)
-
MEL4 Adaptive Management
(13)
- Appreciative Inquiry (1)
- Contribution Analysis (1)
- Critical Systems Heuristics (1)
- Knowledge Management (1)
- Logical Framework (1)
- MEL in International Development (1)
- Most Significant Change (1)
- Participatory Evaluation (1)
- Participatory Learning and Action - PLA (2)
- Participatory Rural Appraisal - PRA, RRA (2)
- Political Economy Analysis (1)
- Political Settlements Analysis (1)
- Sense-making (1)
- Systems Mapping (1)
-
Sectors [+]
(24)
- Alternative Development (4)
- Citizen Engagement (5)
- Environmental Management (5)
- Governance and Accountability (4)
- Innovation (in Development) (1)
- Knowledge to Practice (3)
- Locally driven development (1)
- Peace Building (1)
- Private Sector Development (1)
- Rural development (1)
- Scaling up / Propagating (1)
- Social Accountability (1)
- Technology (in Development) (2)
Resource type
Publication year
-
Between 1900 and 1999
(6)
-
Between 1960 and 1969
(1)
- 1962 (1)
-
Between 1970 and 1979
(1)
- 1973 (1)
-
Between 1980 and 1989
(1)
- 1985 (1)
- Between 1990 and 1999 (3)
-
Between 1960 and 1969
(1)
- Between 2000 and 2025 (56)