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There’s an emerging body of literature identifying key strategies that can both improve learning and enable adaptive management amongst grant-makers. We recently reviewed a host of publications from eight grant-making organisations. Those organisations have diverse aims and approaches but we’ve identified six common themes that stand out: Strong leadership and facilitation enables successful learning and …
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Practical advice for donors and institutions responding to COVID-19
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New insights, opinions and perspectives on market systems development, from experts and practitioners.
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Note: Many thanks to Dave Snowden for his willingness to comment on this article prior to release Because I’m always a little behind the eight-ball, a friend of mine* recently introduced me to the …
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Nearly three years ago we wrote about the “Missing Middle” in the innovation lifecycle[i], a gap that kept successful pilot programs from reaching the goal of replication and optimization in multiple contexts. Since then, scaling humanitarian innovation has received a great deal of attention from the sector, with a number of new initiatives specifically focused on the scaling challenge.
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Heather Marquette grapples with aid's alphabet soup, and explains why DDD, TWP, PDIA etc are different and why that matters
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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...
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What might a different way of understanding rigour for work in complex adaptive systems look like?
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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
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In response to the COVID-19 pandemic and the resulting economic crisis, we're open-sourcing our most effective stress- and crisis-management learning tools. We call these tools micro-VCoLs™. All of the micro-VCoLs shared here can be practiced effectively just by following the instructions.
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VCoL is a cycle of goal setting, information seeking, application, and reflection. Its +7 skills include reflectivity, awareness, seeking and evaluating information, making connections, applying knowledge, seeking and working with feedback, and recognizing and overcoming built-in biases. VCoLing engages the whole learner. By this, we mean that it engages learners emotionally, physically, and intellectually, leveraging both conscious and unconscious mental processes. VCoLing ensures that...
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Great things can happen at the frontier of theory and practice. When Feedback Labs worked with USAID’s Global Development Lab to bring together leaders in adaptive management at the White House on June 15th, we were pleased that we were able to move past the ongoing conceptual conversations toward discussing what we could do in concrete terms to implement adaptive management in practice.
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USAID’s Bureau for Policy, Planning and Learning (PPL), together with the Bureau for Economic Growth, Education, and Environment’s localworks program, is pleased to announce the launch of a Learning Network focused on building the evidence base for Collaborating, Learning and Adapting (CLA).
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Over the last decade, the peace sector has been developing and adapting Monitoring and Evaluation (M&E) systems and tools to fit their contexts and ways of working. This evolution may hold some insights for the aid community in how to go beyond more traditional, backwards-looking M&E to navigate today’s volatile, interest-based world of politics and aid.
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A DFID programme in Kyrgyzstan offers useful insights into how the Thinking and Working Politically approach can escape from its governance ghetto
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How does Doing Development Differently (DDD) and Problem Driven Iterative Adaption (PDIA) connect to core principles of the MSD approach?
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Adaptive Approaches [+]
- Adaptive Learning (10)
- Adaptive Management (37)
- Adaptive Rigour (3)
- Agile & Lean approaches (19)
- CLA (Collaborating Learning Adapting) (4)
- Design Thinking / HCD (3)
- Doing Development Differently (9)
- Human Learning Systems (1)
- MSD - Market Systems Development (1)
- Other Adaptive approaches (5)
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Other sectors
(2)
- Military (2)
- Organizational Management (1)
- PDIA (Problem-Driven Iterative Adaptation) (9)
- PEA (Political Economy Analysis) (2)
- Positive Deviance & 2 loops model (2)
- Systems Thinking / Complexity (21)
- TWP (Thinking & Working Politically) (11)
- Courses (1)
- Development Actors Perspectives (6)
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Geography
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Africa
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Eastern Africa
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- South Sudan (1)
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West Africa
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Eastern Africa
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Americas
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South America
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South America
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Africa
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MEL4 Adaptive Management
(15)
- MEL in International Development (4)
- Participatory Evaluation (1)
- Peers/Peer-Group Review (1)
- Rigour (1)
- Rubrics (2)
- Systemic Change (5)
- Systems Mapping (2)
- TOC (Theory of Change) (1)
- Networks and Communities of Practice (4)
- Practical (5)
- Sectors [+] (16)