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Evaluation is essential to good development. But there are still many myths and misconceptions about what it is - and how it should be used. ODI's Research and Policy in Development Programme (RAPID) has many years' experience supporting evaluation in complex development contexts. In support of the International Year of Evaluation 2015, we've put together our essential 'things to know' about evaluation in 10 infographics. Available in English and French.
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This webinar from the Outcome Mapping Learning Community (OMLC) presents the key findings from research conducted into the extent of Outcome Mapping use and the support required for its implementation.
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In the beginning, there were methods. For many of us in the circle of enthusiasts of participatory approaches in the early 1990s, maps and models, calendars and Venn diagrams, matrices and rankings and the interactions and insights they produced defined what we did and what we had in common. It was this, too, that made participatory rural appraisal (PRA) – and rapid rural appraisal (RRA) before it – something that was very different from anything we’d known before. PRA bridged barriers that...
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18F’s method cards describe how our organization puts human-centered design into practice.
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Celebrate 20 years of Outcome Mapping with the OMLC Stewards plus special guests in this 90 minute webinar. - Exclusive celebration video with Outcome Blues soundtrack - Fireside chat with the authors of the OM manual, Sarah Earl, Fred Carden & Terry Smutylo, to hear their views on OM’s evolution since the 2001 publication - Launch of our new paper presenting core concepts of OM and guiding practices for transformative change, with special guests Sonal Zaveri & Julius Nyangaga as discussants
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To mark 20 years of Outcome Mapping, this paper presents the core principles and concepts that are foundational to using the approach. It also presents a set of guiding practices to support transformative change. The OMLC Stewards presented the paper at a special webinar on 29th April 2021 - see the link below for the recording.
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A map that provides a macroscopic, trans-disciplinary introductions to the complexity sciences.
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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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By Millie Begovic, Head of the UNDP Strategic Innovation Unit
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My presentation from Scrum Australia 2014 called “40 Agile Methods in 40 Minutes” is available on Slideshare. With 73% of the world using Scrum as their predominant Agile method, this session will …
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Research guru John Gaventa summarizes the emerging lessons from a new research programme on 'action for empowerment and accountability' in messy places
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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...
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As we start a new year, and especially, as 2021 is the International Year for the Elimination of Child Labour, understanding that the Worst Forms of Child Labour (WFCL) is complex is step one – there are no simple solutions. But we must go deeper than that, we must ensure that the programmes designed to intervene, and shape policy take on that complexity and precariousness. This is where the experience of the Child Labour: Action-Research-Innovation in South and South-Eastern Asia (CLARISSA)...
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In the decades since the Army created the After Action Review (AAR), businesses have embraced the practice as a way of learning from both failure and success. But all too often the practice gets reduced to nothing more than a pro forma exercise. The authors of this article describe the history and philosophy of the original AAR, debunk three myths about the practice that impede its proper use, and finally suggest three improvements that can help business leaders make the most of it.
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