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Child Labour: Action-Research-Innovation in South and South-Eastern Asia (CLARISSA) is an evidence and innovation-generation programme funded by the United Kingdom’s Foreign, Commonwealth & Development Office (FCDO), responding to the challenge of the worst forms of child labour (WFCL) in Bangladesh and Nepal. It is a challenge characterised by a poor understanding of its drivers and a lack of evidence on what works to combat it. To handle such fundamental uncertainty, the programme adopts a...
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The guide begins with a section on what we at TAF have learned about practicing Strategy Testing, highlighting things that we didn’t know when we started out. Some of these lessons may seem obvious, but others may strike you as less so. In any case, we believe that, when taken together, they provide a useful reminder of some of the pitfalls that arise in efforts to practice Adaptive Management. Moreover, they help to remind us that there are multiple layers to doing Strategy Testing...
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This five-step framework, developed and tested by a foundation, embeds learning in emergent systems change strategies. It prioritizes the testing of hypotheses and assumptions, uses learning questions, and calls for examining both confirming and disconfirming evidence. --- A framework for embedding learning in systems change strategies and for testing strategic uncertainties. Learning and evaluation approaches that accompany systems change efforts need to fit with and support the emergent...
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Theories of change for interventions in complex systems present a challenge for usual approaches to developing, representing, and using theories of change. Interventions in complex systems operate under conditions of ongoing uncertainty, not because of a lack of information but because of three features that contribute to this uncertainty: (1) numerous, diverse, and interacting components; (2) nonlinear relationships; and (3) changes brought about through self-organisation, agency,...
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Using the hammer-and-nail analogy of the law of the instrument, often attributed to Abraham Maslow, this essay explores the minimal utilisation of theories of change within programmes despite their almost mandatory inclusion in programme proposals, designs, and evaluations. The essay then considers reasons for this lack of use and explores potential solutions to the same. The essay contends that theories of change can be used for a variety of purposes—in programme design; as complementary...
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