Your search
Results 158 resources
-
Inroduces the stages of adoption of Design in organizations, with a visual tool.
-
The concept of good enough governance provides a platform for questioning the long menu of institutional changes and capacity-building initiatives currently deemed important (or essential) for development. Nevertheless, it falls short of being a tool to explore what, specifically, needs to be done in any real world context. Thus, as argued by the author in 2004, given the limited resources of money, time, knowledge, and human and organisational capacities, practitioners are correct in...
-
Today's environments of increasing business change require software development methodologies that are more adaptable. This article examines how complex adaptive systems (CAS) theory can be used to increase our understanding of how agile software development practices can be used to develop this capability. A mapping of agile practices to CAS principles and three dimensions (product, process, and people) results in several recommendations for “best practices” in systems development.
-
Only for the recipients of foreign aid is something akin to central planning seen as a way to achieve prosperity. The end of poverty is achieved with free markets and democracy—where decentralized “searchers” look for ways to meet individual needs—not Poverty Reduction Strategy Papers (PRSPs) to achieve Millennium Development Goals (MDGs). The PRSPs and MDGs create lots of bureaucracy but hold no one specific agency in foreign aid accountable for any one specific task. Planners in foreign...
-
Discussions with traditional developers and managers concerning agile software development practices nearly always contain two somewhat contradictory ideas. They find that on small, stand-alone projects, agile practices are less burdensome and more in tune with the software industry's increasing needs for rapid development and coping with continuous change. Managers face several barriers, real and perceived, when they try to bring agile approaches into traditional organizations. They...
-
This article challenges a normative assumption about accountability in organizations: that more accountability is necessarily better. More specifically, it examines two forms of “myopia” that characterize conceptions of accountability among service-oriented nonprofit organizations: (a) accountability as a set of unconnected binary relationships rather than as a system of relations and (b) accountability as short-term and rule-following behavior rather than as a means to longer-term social...
-
Identifying individuals with better outcome than their peers (positive deviance) and enabling communities to adopt the behaviours that explain the improved outcome are powerful methods of producing change
-
Although many view iterative and incremental development as a modern practice, its application dates as far back as the mid-1950s. Prominent software-engineering thought leaders from each succeeding decade supported IID practices, and many large projects used them successfully. These practices may have differed in their details, but all had a common theme-to avoid a single-pass sequential, document-driven, gated-step approach.
-
Many business thinkers believe it's the role of senior managers to scan the external environment to monitor contingencies and constraints, and to use that precise knowledge to modify the company's strategy and design. As these thinkers see it, managers need accurate and abundant information to carry out that role. According to that logic, it makes sense to invest heavily in systems for collecting and organizing competitive information. Another school of pundits contends that, since today's...
-
Change is driven not only by good ideas, but also by disagreement and frustration. This article takes the reader through a selective organisational history of the British NGO ActionAid from 1998 to 2001, looking at events and changes that had a bearing on the
-
This article presents evidence that–alongside the successes– many information systems in developing countries can be categorized as failing either totally or partially. It then develops a new model that seeks to explain the high rates of failure. The model draws on contingency theory in order to advance the notion of design-actuality gaps: the match or mismatch between IS designs and local user actuality. This helps identify two high-risk archetypes that affect IS in developing countries:...
-
The logical framework approach has spread enormously, including increasingly to stages of review and evaluation. Yet it has had little systematic evaluation itself. Survey of available materials indicates several recurrent failings, some less easily countered than others. In particular: focus on achievement of intended effects by intended routes makes logframes a very limiting tool in evaluation; an assumption of consensual project objectives often becomes problematic in public and...
-
Lee, K. N. 1999. Appraising adaptive management. Conservation Ecology 3(2): 3. https://doi.org/10.5751/ES-00131-030203
-
More and more companies struggle with growing competition by introducing improvements into every aspect of performance. But the treadmill keeps moving faster, the companies keep working harder, and results improve slowly or not at all. The problem here is not the improvement programs. The problem is that the whole burden of change typically rests on so few people. Companies achieve real agility only when every function and process--when every person--is able and eager to rise to every...
Explore
Theme
-
Adaptive Approaches [+]
- Adaptive Learning (23)
- Adaptive Management (35)
- Adaptive Rigour (1)
- Agile & Lean approaches (21)
- Design Thinking / HCD (25)
- Doing Development Differently (1)
- Implementation Research (3)
- MSD - Market Systems Development (1)
- Other Adaptive approaches (8)
- Other sectors (13)
- Participation (3)
- PDIA (Problem-Driven Iterative Adaptation) (4)
- PEA (Political Economy Analysis) (4)
- Positive Deviance & 2 loops models (5)
- Systems Thinking / Complexity (39)
- TWP (Thinking & Working Politically) (6)
- Cases (14)
-
Development Actors Perspectives
(8)
- Canada - GAC & IDRC (1)
- China (2)
- FCDO/DFID (UK) (2)
- GIZ (Germany) (1)
- Private Donors (OSF, Hewlett...) (1)
- USAID (1)
- World Bank (1)
-
Geography
(16)
-
Africa
(9)
- Central Africa (2)
- Eastern Africa (7)
-
Northern Africa
(1)
- Egypt (1)
-
Southern Africa
(2)
- South Africa (1)
- West Africa (3)
-
Americas
(1)
- Central America (1)
-
Asia
(9)
-
Eastern Asia
(3)
- China (3)
-
South-eastern Asia
(4)
- Cambodia (1)
- Indonesia (1)
- Lao People's Democratic Republic (1)
- Viet Nam (1)
-
Southern Asia
(2)
- Bangladesh (2)
-
Eastern Asia
(3)
-
Europe
(1)
-
Northern Europe
(1)
- United Kingdom (1)
-
Northern Europe
(1)
-
Oceania
(1)
-
Melanesia
(1)
- Papua New Guinea (1)
-
Melanesia
(1)
-
Africa
(9)
-
MEL4 Adaptive Management
(30)
- Causal Mechanisms (1)
- Evaluating Multi-project programmes (1)
- Impact evaluation (2)
- Knowledge Management (2)
- Logical Framework (2)
- Mapping Visualization Methods (1)
- MEL in International Development (7)
- Most Significant Change (2)
- Outcome Harvesting (2)
- Participatory Action Research (2)
- Participatory Evaluation (1)
- Portfolio Management (2)
- Power Analysis (1)
- Process Tracing (1)
- Qualitative Comparative Analysis (1)
- Realist Evaluation (2)
- Rubrics (1)
- Sense-making (3)
- Systemic Change (2)
- Systems Mapping (2)
- Theory-based evaluations (2)
- TOC (Theory of Change) (2)
- Trans-disciplinary Research (1)
- Utilisation focused evaluation (1)
-
Practical
(2)
- Tools (1)
-
Sectors [+]
(54)
- Advocacy and Activism (1)
- Agriculture (2)
- Alternative Development (14)
- Behavioural Change (1)
- Citizen Engagement (1)
- Economic development (1)
- Education (1)
- Employment (1)
- Environmental Management (5)
- Fragile and Conflict Aflicted Settings (1)
- Governance and Accountability (3)
- Health (5)
- Inclusion/Disability (1)
- Innovation (in Development) (3)
- Knowledge to Practice (3)
- Organizational Change (1)
- Philanthropy (1)
- Research for Development (R4D) (2)
- Rural development (2)
- Scaling up / Propagating (4)
- Social Accountability (1)
- Social Change (2)
-
Technology (in Development)
(9)
- Appropriate Tech (2)
- Water, sanitation and hygiene (WASH) (1)
Resource type
Publication year
-
Between 1900 and 1999
(19)
-
Between 1940 and 1949
(1)
- 1948 (1)
-
Between 1950 and 1959
(1)
- 1958 (1)
-
Between 1960 and 1969
(1)
- 1967 (1)
- Between 1980 and 1989 (7)
- Between 1990 and 1999 (9)
-
Between 1940 and 1949
(1)
- Between 2000 and 2025 (138)
- Unknown (1)