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This blog is the third in an ongoing series exploring the components of USAID's CLA Framework. Here is the first blog on organizational culture and the second on effective learning.
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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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It’s always a red letter day when a new paper from Graham Teskey drops. His most recent is Thinking and working politically: What have we learned since 2013? For those that don’t know him, Graham is a consummate insider-outsider within the aid sector – long stints at DFID (UK), DFAT (Australia) and now Abt (Management Consultants). From this vantage point he has been one of the leading proponents of ‘thinking and working politically’, always ready to call out the hand-wavey academics and...
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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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New insights, opinions and perspectives on market systems development, from experts and practitioners.
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This is a series about Monitoring, Evaluating and Learning (MEL) whether sets of interventions/portfolios are adding more together than each one would produce on their own. In post 1, I pointed to coherence, the new OECD-DAC evaluation criteria as a way to bridge the ambition of bringing bigger change with the MEL world. In post 2, I shared 3 of 4 practical lessons I’ve learned in experimenting with MEL systems and exercises that focus explicitly on interactions of...
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Top-down vs. Bottom-up Hierarchy: Or, How to Design a Self-Managed Organization
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Modelling and communicating how to shift systems
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This is an excerpt from the Network Weaver Handbook. I’ll be writing an update with my latest research and thinking on the topic in the coming weeks so stay tuned! June Holley How does tr…
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By Alan Hudson — November 16, 2015. I spent last week in Rio de Janeiro (tough assignment, I know), participating in the Transparency and Accountability Initiative’s third T/A Learn Annual Workshop. As the report of the second Annual Workshop, held...
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The CLARISSA Social Protection (SP) intervention provided six months of unconditional cash transfers to every household in the Gojmohol neighbourhood,...
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MAVC's Duncan Edwards reflects on the first in a series of thematic discussions led by the Institute of Development Studies. The second of two posts.
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We recently wrote about how the data for development community needs to take a more context aware, demand-driven approach to data. Applying theories of change...
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Making tech effective - building on what we already know
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VCoL (the virtuous cycle of learning), is designed to optimize learning while leveraging human´s natural motivational system. It’s easiest to tap into this motivational system when VCoLs are small, focused, relevant, and habitual. We call VCoLs with these characteristics micro-VCoLs. What is a micro-VCoL? Micro-VCoLs are frequently iterated learning cycles that are embedded in everyday activities. Like any VCoL, they involve setting a learning goal, gathering information, applying...
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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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Considerations on where and when sanctions fit into the conception of social accountability is a nudge toward better and more granular descriptions of what work is being undertaken effectively in which situations.
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The first in a three-part series on adaptive aid.Lisa Denney clarifies the confusion.
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External consultants, learning partners or critical friends -whatever we call them- can seldom change the system or organisational (learning) culture from outside. So, how can Monitoring Evaluation and Learning (MEL) consultants support real change instead of creating tools or processes that are quickly forgotten without any real institutional ownership? Consultants and learning partners can seldom change a learning system or organisational culture – it just does not work like that. What...
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