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For AC practitioners, systems mapping is essential but also difficult. To lessen obstacles, Peter Woodrow proposes a scaffolded approach. An Experiment in “Fast Forwarding” Drawing upon our near-decade work on corruption, we recently decided to try an experiment: we would present “common patterns” of corruption as tentative models to adapt and add to—rather than try to teach people to do systems mapping from scratch. In this teaching experiment, each common pattern would function as a kind...
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How can donors and grantees work together to create effective monitoring, evaluation, and learning (MEL) practices that drive field-wide transformation?
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Collaborative Learning — an approach which brings together people who face common challenges to share knowledge and jointly problem-solve — is a powerful way to support locally-led development and achieve impact. It provides a structured process in which change agents determine priorities, set the learning agenda, work together to identify strategies to address complex challenges, and provide ongoing implementation support to one another. Collaborative Learning — unlike traditional...
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Institutional change is part of the theory of change of PDIA – scaling through the diffusion of new ways of thinking and greater problem-solving know-how. And once a community of practice reaches critical mass across an eco-system, a tipping point can happen where the eco-system becomes generally more open to novelty, where success is a more effective route to legitimacy, and where leadership is oriented towards value creation.
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Inclusive and rigorous peacebuilding evaluation is both vital and complex. In this blog we share examples of how we are innovating our methodologies to move towards participatory and adaptive practice.
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Solving public problems is a hard and thankless job. One that is undertaken with a shortage of time as well as resources, and often under pressure to deliver results. A common approach used to solve public problems is to develop a plan, sometimes with experts, and then to assume that implementation will happen on autopilot. To quote Mike Tyson, “Everyone has a plan ’till they get punched in the mouth.” The question is, what do you do after you get punched? Continue with your existing plan? Or do you learn from the punch?
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Based on its work in Sri Lanka, The Asia Foundation argues for greater attention to the local political dynamics into which digital solutions are introduced
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Wily aid practitioners have long understood the importance of adapting their programs to the political environment, and even use their activities to push politics in a progressive direction. But this magic was spun secretly, hidden behind logframes and results frameworks. Only recently has a range of programs been permitted to escape the dead hand of technocracy. But there was one corner of the development and humanitarian world that never needed to shroud its political ambitions; those...
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Is there a new Washington Consensus? Alice Evans analyses the last five World Development Reports and finds significant changes in orthodoxy, but also big gaps
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The Doing Development Different (DDD) community emerged in August 2014 and advocates that (a) the barriers to development are as much political as tec...
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Report back from a meeting of international NGOs to set up a research and practice network on 'Doing Development Differently' that can complement other actors
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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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By Alan Hudson, Executive Director, Global Integrity, July 26, 2016 Politics matters. Context too. And blueprints have limited value. Our strategy is based on these insights, so we’re totally on board. A World Development Report (WDR) that puts power and politics...
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