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What can middle-level theory do? Middle-level theory (MLT) has several uses in development planning and evaluation. It helps predict whether a programme can be expected to work in a new setting. It offers insights into what design features are needed for success. It provides invaluable information for monitoring to see if the programme is on track and to fix problems that arise. It reveals the causal processes and related assumptions to be tested in an evaluation and helps identify...
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This working paper compares six of the most prominent adaptive approaches to emerge over the past two decades. Three come from the world of innovation, largely in the private sector (agile, lean startup and human-centred design), and three from the global development sector (thinking and working politically, forms of adaptive management and problem-driven iterative adaptation). While all of these approaches are valuable when used in the right context, practitioners may be perplexed by the...
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The COVID-19 pandemic has significantly shifted the context in which aid and development is being delivered. The global scale of the pandemic and the speed at which it is spreading mean that the ‘normal’ economic, ideological and organisational influences which shape (if not determine) aid delivery are in flux. This means that – for a relatively short-period – there is scope for aid actors to work collectively to embed more locally-led, politically-informed and adaptive forms of MERL in aid...
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Practical advice for donors and institutions responding to COVID-19
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This briefing note looks at how the United States Agency for International Development (USAID) Wildlife Asia programme has operationalised the concepts of adaptive rigour and adaptive management as part of its approach to collaborating, learning and adapting. As described by the Global Learning for Adaptive Management (GLAM) initiative, adaptive rigour is about ensuring that the data, information, methods, processes and systems that underpin adaptive management are robust, systematic and...
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