Results 12 resources
International aid must use different approaches to address the massive systemic problems it seeks to solve.
Key Messages New principles for OECD DAC members on ‘Managing for Sustainable Development Results’ emphasise tailoring result management approaches to different contexts; balancing internal compliance with empowerment at ground level; and adapting implementation in the pursuit of long-term outcomes. However development organisations face numerous challenges in aligning with these principles in practice. Reporting and evidence collection processes do not consistently encourage adaptive...
From political economy analysis to doing development differently: a learning experienceBooth, D., Harris, D., & Wild, L. - 2016 - ODI
A study of how development efforts can be strengthened by an awareness of political economy, reflecting on the experiences of PoGo policy researchers.
Putting theory into practice: how DFID is doing development differentlyWild, L., Booth, D., & Valters, C. - 2017 - ODI
Towards evidence-informed adaptive management (No. 565; Working Paper, p. 24)Hernandez, K., Ramalingam, B., & Wild, L. - 2019 - ODI/GLAM
Development and humanitarian organisations seeking to be adaptive have emphasised the need to be transparent about complexity and uncertainty; to be honest about their inability to control what happens; and to design programmes that change over time to become more appropriate and relevant. At their heart, adaptive management approaches emphasise the ability to lean, 'unlearn' and adapt programming accordingly. The cornerstone of effective learning is the creation, gathering, accumulation,...
Adaptive leadership in the coronavirus response (p. 8) [Briefing note]Ramalingam, B., Wild, L., & Ferrari, M. - 2020 - ODI
The coronavirus pandemic poses unprecedented challenges to science, policy and the interface between the two. How – and how quickly – policy-makers, practitioners and researchers react to this emerging and complex crisis is making a profound difference to people’s lives and livelihoods (WHO, 2020). But how can we ensure effective collective decision-making on the basis of emerging evidence, changing trends and shifting scientific understanding, all in the face of considerable uncertainty?...
Doing Development Differently at the World Bank: updating the plumbing to fit the architectureBain, K. A., Booth, D., & Wild, L. - 2016 - ODI
Making adaptive rigour work - Principles and practices for strenghening monitoring, evaluation and learning for adaptive managementRamalingam, B., Wild, L., & Buffardi, A. L. - 2019 - ODI/GLAM
Adaptive programmes can be accountable, rigorous and high quality in how they use evidence by taking an ’adaptive rigour’ approach. Core development and humanitarian challenges are complex, and require processes of testing, learning and iteration to find solutions – adaptive management offers one approach for this. Yet large bureaucracies and development organisations can have low tolerance for experimentation and learning, and adaptive management can be viewed as an excuse for ‘making...
In November 2014, the doing development differently community got together in Harvard to discuss what successful development interventions look like. Two years on, our community is broader than aid. It's broader than donors. It's about all organisations delivering change, producing real solutions to real problems that have real impact. It's about building trust, empowering people and promoting sustainability. Over the past two years, the community has been putting these ideas into practice...
Adapting development: improving services to the poorWild, L., Booth, D., Cummings, C., … Wales, J. - 2015 - ODI
On current trends, it will take decades or longer to bring basic services to the world’s most disadvantaged people. Meeting this challenge means recognising the political conditions that enable or obstruct development progress - a radical departure from the approach of the Millennium Development Goals.
5 Principles to Guide Adaptive LeadershipRamalingam, B., Nabarro, D., Oqubuy, A., … Wild, L. - 2020, September 11 - Harvard Business Review
How you respond to a crisis will have repercussions for years to come. The Covid-19 pandemic is constantly evolving, with leaders facing unpredictability, imperfect information, multiple unknowns, and the need to identify responses quickly — all while recognizing the multi-dimensional (health-related, economic, social, political, cultural) nature of the crisis. Responding to the crisis requires adaptive leadership, which involves what we refer to as the 4 A’s: Anticipation of likely...
- Adaptive Approaches [+] (11)
- Development Actors Perspectives (3)
- MEL4 Adaptive Management (5)
- Networks and Communities of Practice (1)
- Sectors [+] (5)