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Series of blog posts discussing the last version (as of 2020) of the Cynefin framework.
Adaptation in practice: lessons from teenage pregnancy programmes in Sierra Leone [Briefing paper]Castillejo, C., & Buell, S. - 2020 - ODI
A discussion of initial learning emerging from the SLRC ’Adaptive approaches to reducing teenage pregnancy in Sierra Leone’ action research project.
Politically informed approaches to gender in fragile and conflict-affected settings (Working Paper No. 578; p. 16)Castillejo, C., Domingo, P., George, R., & O’Connell, S. - 2020 - ODI
This report summarises the discussions at a meeting held in September 2019 of a group of global development research and policy experts and practitioners, convened by ODI and the Westminster Foundation for Democracy, to share experiences and knowledge, reflect on what we already know about working politically on gender in fragile and conflict-affected settings (FCAS), and identify what further evidence would be useful. Key messages: - It is important to identify, document and learn from...
Mainsreaming gender in an adaptive, politically smart governance programme - Lessons from Institutions for Inclusive Development in TanzaniaLaws, E. - 2020 - ODI
• This paper looks at the experience of gender mainstreaming in the Institutions for Inclusive Development (I4ID) programme – an adaptive, politically smart governance programme in Tanzania. • When development programmes try to engage with political stakeholders and align with the priorities of wider coalitions there is a danger that gender equality is de-prioritised. • It is important that formal political economy analysis, as well as other data collection, analysis and consultation...
Rethinking value for money for adaptive, politically smart programmes - Lessons from Institutions for Inclusive Development in TanzaniaLaws, E. - 2020 - ODI
• This paper looks critically at the approach to value for money (VfM) in the Institutions for Inclusive Development (I4ID) programme – an adaptive, politically smart governance programme in Tanzania. • Adaptive, politically smart programmes like I4ID aim to deliver VfM by learning about what will work in complex environments, and quickly incorporating those lessons into delivery. When functioning properly, they can rapidly wind down activities as new information emerges and divert funding...
Working effectively through partnerships - Lessons from Institutions for Inclusive Development in TanzaniaLaws, E. - 2020 - ODI
This short paper draws out lessons for working effectively with and through partners, based on the experience of the Institutions for Inclusive Development (I4ID) programme – an adaptive, politically smart governance programme in Tanzania. • Cultivating effective partnerships can be a key part of delivering locally legitimate projects that have the potential to create sustainable change. Adaptive and politically informed ways of working create specific opportunities and challenges for doing...
Evidence base for Collaborating, Learning, and Adapting: summary of the literature reviewLearning Lab - 2020 - USAID
The LEARN contract and the United States Agency for International Development/Bureau of Policy, Planning, and Learning (USAID/PPL) are managing an area of work known as the Evidence Base for Collaborating, Learning, and Adapting (EB4CLA). The purpose of this work is to answer the following key learning questions: ● Does an intentional, systematic, and resourced approach to collaborating, learning, and adapting (CLA) contribute to organizational effectiveness and/or development outcomes? ● If...
What difference does CLA make to development? Key findings from a recent literature reviewLearning Lab - 2020 - USAID
USAID’s Bureau for Policy, Planning and Learning and its LEARN support contract are working to integrate systematic, intentional and resourced collaborating, learning and adapting (CLA) throughout program planning and implementation to achieve more effective development programs. As part of this effort, USAID is exploring several approaches to understand whether and how strategic collaboration, continuous learning and adaptive management make a difference to organizational effectiveness and...
Process Tracing as a Practical Evaluation Method: Comparative Learning from Six EvaluationsWadeson, A., Monzani, B., & Aston, T. - 2020
What we’ve learned about adaptive management from our Somalia education programmingHeales, C. - 2020, February 28 - Care Insights
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,...
Decide Madrid: A Critical Analysis of an Award-Winning e-Participation InitiativeRoyo, S., Pina, V., & Garcia-Rayado, J. - 2020 - Sustainability, 12(4), 1674
This paper analyzes the award-winning e-participation initiative of the city council of Madrid, Decide Madrid, to identify the critical success factors and the main barriers that are conditioning its performance. An exploratory case study is used as a research technique, including desk research and semi-structured interviews. The analysis distinguishes contextual, organizational and individual level factors; it considers whether the factors or barriers are more related to the information and...
How many times have you worked on something that you know is failing, or just isn’t going as well as we’d all have hoped, but haven’t had…
Governance Diaries: An Approach to Governance Research from the Ground UpLoureiro, M., Joshi, A., Barnes, K., & Chaimite, E. - 2020 - IDS
Research on empowerment and accountability tends to focus on collective action and its potential for empowering citizens undertaking the action and on achieving state accountability. In fragile, conflict and violence-affected settings (FCVAS) collective action is rare and risky. So how do citizens, particularly the chronically poor and most marginalised, interact and make claims on the different public authorities that exist in these settings, and how do these interactions contribute to...
Getting intentional about M&E: choosing suitable approaches for adaptive programmesManagement, G. L. for A. - 2020, February 7 - GLAM Blog
Does the choice of monitoring and evaluation (M&E) approaches and tools matter for adaptive programmes? In short, yes: monitoring, evaluation and learning (MEL) and adaptive management (AM) are intertwined. While programme monitoring data and evaluation results are not the only sources of evidence that programmes use for learning and iteration, they often are amongst most important ones — or at least they should be. Selecting what type of information to collect and analyse — and how — is...
Actually Navigating by Judgment: Towards a New Paradigm of Donor Accountability Where the Current System Doesn’t WorkHonig, D. - 2020 - Center for Global Development
This working paper explores how donors can move towards greater Navigation by Judgment, highlighting the actions people inside and outside aid agencies can work to make change—encouraging more Navigation by Judgment on the margin, starting today.
Managing Better: What All of Us Can Do to Encourage Aid SuccessHonig, D. - 2020 - Center for Global Development
Management by way of top-down controls and targets sometimes gets in the way of aid donors’ aims, undermining project success. These unhelpful controls often stem from a need to account for performance; legislatures or executive boards induce agencies to exercise tight process controls and orient projects towards what is measurable and reportable.
Transforming our work: Getting ready for transformational projectsKehrer, D., Flossmann-Kraus, U., Ronco Alarcon, S. V., … Aschmann, G. - 2020 - GIZ
Self Sabotage: Why Doing the Right Thing Results in FailureNewell, P. - 2020, January 7 - War on the Rocks
In January 2010 improvised explosive device (IED) attacks against dismounted infantry squads in Afghanistan numbered in the single digits — with only two
This document explores how organisations can measure the level of influence that they had over an outcome. It summarises influence in terms of the significance of the outcome, the level of contribution and the strength of evidence.
Adaptive Management in SDC: Challenges and OpportunitiesPrieto Martin, P., Apgar, M., & Hernandez, K. - 2020 - IDS
Adaptive management (AM) is a programme management approach that helps international development organisations to become more learning-oriented and more effective in addressing complex development challenges. AM practices have been applied for decades within other sectors as varied as logistics, manufacturing, product design, military strategy, software development and lean enterprise. At its core, AM is not much more than common sense, as it essentially recognises that the solutions to...
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