Results 798 resources
Your Company’s Secret Change AgentsPascale, R. T., & Sternin, J. - 2005, May 1 - Harvard Business Review, 2005/05
Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan their flames.
The mandate to be agile is everywhere. But agile isn’t an on-off switch. It’s a skill and a mindset that is developed over time, through dedicated work, open teams, and lots (and lots) of practice
Development economics and policy are due for a redesign. In the past few decades, research from across the natural and social sciences has provided stunning insight into the way people think and make decisions. Whereas the first generation of development policy was based on the assumption that humans make decisions deliberatively and independently, and on the basis of consistent and self-interested preferences, recent research shows that decision making rarely proceeds this way. People think...
Working Politically: A story of Change about the contribution of research evidence to the new Village Law in Indonesia (p. 22)Pellini, A., Angelina, M., & Purnawati, E. - 2014 - Austrialian Community Development and Civil Society Strenghtening Scheme (ACCESS)
On 18 December 2013, the Indonesian House of Representatives passed the new Village Law, a vote that was the culmination of a journey that had started in 2007. This Story of Change takes the passing of the Village Law as its starting point and describes the relative influence that research-based evidence, produced by the Institute for Research and Empowerment (IRE), has had at critical junctions of the legislative process. This Story of Change concludes that good quality, research-based...
Working effectively through partnerships - Lessons from Institutions for Inclusive Development in Tanzania [Briefing note]Laws, 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...
Why your IT project may be riskier than you thinkFlyvbjerg, B., & Budzier, A. - 2011, September 1 - Harvard Business Review
New research shows surprisingly high numbers of out-of-control tech projects—ones that can sink entire companies and careers.
Why to be Wary of “Design for Developing Countries”Donaldson, K. - 2008 - Ambidextrous, Spring, 35–37
Why the Problem with Learning Is UnlearningBonchek, M. - 2016, November 3 - Harvard Business Review
Don’t get stuck in your current ways of thinking.
Why Tackling Energy Governance in Developing Countries Needs a Different Approach (p. 30)McCulloch, N. - 2021 - The Policy Practice & Chemonics
Global efforts to improve energy access and quality and to tackle climate change need a different approach to addressing poor energy governance. In 2015, leaders from around the world agreed to 17 Sustainable Development Goals (SDGs) to be achieved by 2030.1 The seventh goal (SDG7) is “Ensure access to affordable, reliable, sustainable and modern energy for all.” In the same year, the world’s leaders concluded the Paris Agreement to tackle climate change, which will require a global...
Why Learning & Adaptation are Central to Making All Voices CountHalloran, B. - 2014, June 18 - Making All Voices Count
Why Greatness Cannot Be Planned: The Myth of the ObjectiveStanley, K. O., & Lehman, J. - 2015 - Springer
Why does modern life revolve around objectives? From how science is funded, to improving how children are educated -- and nearly everything in-between -- our society has become obsessed with a seductive illusion: that greatness results from doggedly measuring improvement in the relentless pursuit of an ambitious goal. In Why Greatness Cannot Be Planned, Stanley and Lehman begin with a surprising scientific discovery in artificial intelligence that leads ultimately to the conclusion that the...
Why Diverse Teams Are SmarterRock, D., & Halvorson, H. G. - 2016, November 4 - Harvard Business Review
Research shows they’re more successful in three important ways.
In this sequel to "Rural Development: Putting the last first" Robert Chambers argues that central issues in development have been overlooked, and that many past errors have flowed from domination by those with power.Development professionals now need new approaches and methods forinteracting, learning and knowing. Through analyzing experience - of past mistakes and myths, and of the continuing methodological revolution of PRA (participatory rural appraisal) - the author points towards...
Where have we got to on Thinking and Working Politically? Update and a Mildly Heretical Thought. – FP2PGreen, D. - 2022, July 14 - From Poverty to Power
Headed off recently to discuss the state of Thinking and Working Politically within the aid sector. This is a loose network of aid wonks that came together to try and move aid from a pure focus on technical issues, towards taking account of power and politics and why they can facilitate/frustrate attempts to make change happen in any given context. It was great to be in a room with others (50/50 in person and online) – the neurons fire in a way that just doesn’t happen online (but I also...
Where have we got to on adaptive learning, thinking and working politically, doing development differently etc? Getting beyond the People’s Front of JudeaAlgoso, D., & Hudson, A. - 2016, June 9 - From Poverty to Power
Dave Algoso and Alan Hudson at Global Integrity compare and contrast 9 different initiatives that are all heading in roughly the right direction in aid reform
When theory meets reality: assumptions, feasibility and implications of a complexity-informed approach (p. 16)Buffardi, A. - 2016 - Methods Lab
Over the last half century, repeated calls for adaptive learning in development suggests two things: many practitioners are working in complex situations that may benefit from flexible approaches, and such approaches can be difficult to apply in practice. • Complexity thinking can offer useful recommendations on how to take advantage of distributed capacities, joint interpretation of problems and learning through experimentation in complex development programmes. • However, these...
When Knowledge is Power: Three Models of Change in International OrganizationsHaas, E. B. - 1991 - University of California Press
Do governments seeking to collaborate in such international organizations as the United Nations and the World Bank ever learn to improve the performance of those organizations? Can international organizations be improved by a deliberate institutional design that reflects lessons learned in peacekeeping, the protection of human rights, and environmentally sound economic development? In this incisive work, Ernst Haas examines these and other issues to delineate the conditions under which...
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