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In the last of a series of three blog posts looking at the implications of complexity theory for development, Owen Barder and Ben Ramalingam look at the implications of complexity for the trend towards results-based management in development cooperation. They argue that is a common mistake to see a contradiction between recognising complexity and focusing on results: on the contrary, complexity provides a powerful reason for pursuing the results agenda, but it has to be done in ways which...
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Adaptive management in its various incarnations has long been a focus of a development community that is more and more frequently bumping up against the barriers of complexity, and looking for ways to overcome its challenges. In a field where we consistently have to deal with multifaceted problems,...
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Development actors are embracing the concept and practice of adaptive management, using evidence to inform ongoing revisions throughout implementation. In this guest blog, Heather Britt, Richard Hummelbrunner and Jackie Greene discuss a practical approach that donors and partners can use to agree on what’s most important to monitor as a project continues to evolve.
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Self-Critical reflections on AM and TWP. Linking it with The Hype Cycle - "it feels like we are heading downward to the ‘trough of disillusionment’ form the initial peak of ‘inflated expectations’, but we will bounce back to something more sustained, that becomes a permanent feature of the aid landscape".
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The first in a three-part series on adaptive aid.Lisa Denney clarifies the confusion.
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Chris Roche and Linda Kelly with six take-aways on what is being tried and learnt in setting up monitoring and evaluation frameworks for adaptive programs.
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New insights, opinions and perspectives on market systems development, from experts and practitioners.
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There’s an emerging body of literature identifying key strategies that can both improve learning and enable adaptive management amongst grant-makers. We recently reviewed a host of publications from eight grant-making organisations. Those organisations have diverse aims and approaches but we’ve identified six common themes that stand out: Strong leadership and facilitation enables successful learning and …
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Some top adaptive management exponents give their top tips on how to distinguish spin from reality, when looking at an avowedly AM programme
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Over the last decade, the peace sector has been developing and adapting Monitoring and Evaluation (M&E) systems and tools to fit their contexts and ways of working. This evolution may hold some insights for the aid community in how to go beyond more traditional, backwards-looking M&E to navigate today’s volatile, interest-based world of politics and aid.
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Written by Toby Lowe and Shaheen Warren (Centre for Public Impact) and Sam Sharp (Overseas Development Institute), with input from Jamie…
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Andrea Babon and Lisa Denney explore how learning partners - a common feature of aid programs - can operate and feed into programs.
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Some important lessons are as follows: First, identifying a policy problem is critical for reforms to get traction both at a political and administrative level. Second, appropriate solutions can emerge from a process of experimentation, iteration, and adaptation. Third, building teams and institutional capabilities is a critical part of solving complex problems in a sustainable way.
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Adaptive Approaches [+]
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- Adaptive Learning (3)
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- Doing Development Differently (5)
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- Other sectors (2)
- PDIA (Problem-Driven Iterative Adaptation) (4)
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Development Actors Perspectives
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- USAID (1)
- MEL4 Adaptive Management (21)
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- Practical (3)
- Sectors [+] (7)