Your search
Results 190 resources
-
To mark 20 years of Outcome Mapping, this paper presents the core principles and concepts that are foundational to using the approach. It also presents a set of guiding practices to support transformative change. The OMLC Stewards presented the paper at a special webinar on 29th April 2021 - see the link below for the recording.
-
This paper discusses how understanding the domestic political economy of climate governance is critical for developing informed strategies to build and sustain political ambition. It provides guidance and a methodology for domestic stakeholders to determine the types of institutional reforms, incentives, coalitions, and policy design that can entrench long-term political support for climate ambition. The assessment can also help users identify political barriers to more equitable climate...
-
This paper proposes that pastoralist systems are better treated, in aggregate, as a global critical infrastructure. The policy and management implications that follow are significant and differ importantly from current pastoralist policies and recommendations. A multi-typology framework is presented, identifying the conditions under which pastoralists can be considered real-time reliability professionals in systems with mandates preventing or otherwise avoiding key events from happening....
-
Planning for and assessing system change is a strategic management issue. It is critical for everything from developing a strategy and designing interventions, to adapting strategy, improving implementation and reporting impact. But many programmes get stuck when it comes to assessing system change. The private sector development field has struggled to agree on an approach that programmes can implement and stakeholders can understand. However some mature programmes are starting to assess...
-
Planning for and assessing system change is a strategic management issue. It is critical for everything from developing a strategy and designing interventions, to adapting strategy, improving implementation and reporting impact. But many programmes get stuck when it comes to assessing system change. The private sector development field has struggled to agree on an approach that programmes can implement and stakeholders can understand. However some mature programmes are starting to assess...
-
when it was reduced to a subsidiary internal service lacking all kind of political attributions. The work done in those years had been formidable, but too many things had passed since, especially the 15M Spanish Indignados Movement, the raise of technopolitics… and the raise of populism and fascism all across Europe. We urgently needed a theoretical framework in which to substantiate our political strategy, so I came up with a Theory of Change of citizen participation (see Figure 1) which...
-
This working paper explores how donors can move towards greater Navigation by Judgment, highlighting the actions people inside and outside aid agencies can work to make change—encouraging more Navigation by Judgment on the margin, starting today.
-
A discussion of initial learning emerging from the SLRC ’Adaptive approaches to reducing teenage pregnancy in Sierra Leone’ action research project.
-
This briefing note focuses on the remote collection and use of data for adaptive management during the Covid-19 pandemic, setting out key considerations to help practitioners think through a transition from more ‘traditional’ monitoring, evaluation and learning (MEL) to MEL for adaptive management (MEL4AM) that reflects the unique data collection challenges presented by Covid-19. The brief provides an overview of some key considerations in remote data collection, when this is required, and...
-
Nearly all challenges in international development tend to be complex because they depend on constantly evolving human behaviour, systems, and contexts, involving multiple actors, entities, and processes. As a result, both the discovery and scaling of innovations to address challenges in development often involve changes in system behaviour or even system-level transformation. This is rarely a linear process over time and can result in unexpected outcomes. Existing evaluation techniques...
-
The coronavirus pandemic poses unprecedented challenges to science, policy and the interface between the two. How – and how quickly – policy-makers, practitioners and researchers react to this emerging and complex crisis is making a profound difference to people’s lives and livelihoods (WHO, 2020). But how can we ensure effective collective decision-making on the basis of emerging evidence, changing trends and shifting scientific understanding, all in the face of considerable uncertainty?...
-
The purpose of this Adaptive Learning Guide is to provide MOMENTUM project teams with the information and resources to integrate adaptive learning into the design, implementation, and improvement of MNCH/FP/RH programs. This guide provides a conceptual introduction to adaptive learning using links to existing resources and real-world examples of how adaptive learning can drive continuous learning and improvement in project work. The guide is built upon three foundational assumptions: We work...
-
Pact’s Adaptive Management Guide provides practical guidance to development practitioners globally on the mindsets, behaviors, resources, and processes that underpin an effective adaptive management system. It presents an approach to managing adaptively that is rooted in complexity analysis and program theory. It draws on Pact’s global experiences and work on topics as diverse as health, livelihoods, markets, governance, capacity development, women and youth, and more. This document begins...
-
Adaptive management (AM) is a programme management approach that helps international development organisations to become more learning-oriented and more effective in addressing complex development challenges. AM practices have been applied for decades within other sectors as varied as logistics, manufacturing, product design, military strategy, software development and lean enterprise. At its core, AM is not much more than common sense, as it essentially recognises that the solutions to...
-
What Passages has Learned about Adaptive Management: • Be reflective about information that is collected and create a culture of learning. • Be systematic about establishing monitoring and learning systems. • Be strategic about data sources and analysis, prioritizing areas for learning and addressing issues raised. • Be inclusive about information collection: who is collecting what, how, and how is it being used.
-
This document is a an Introductory Toolkit for for civil servants. It is one component of a suite of documents that aims to act as a springboard into systems thinking for civil servants unfamiliar with this approach. These documents introduce a small sample of systems thinking concepts and tools, chosen due to their accessibility and alignment to civil service policy development, but which is by no means comprehensive. They are intended to act as a first step towards using systems thinking...
-
This note presents the key components of a potential next generation of social accountability programming. The key aspects outlined emerge from a review of over 150 cases as well as tacit knowledge from dozens of practitioners (Guerzovich and Aston, 2023).The main thread of social accountability 3.0 and what distinguishes it from previous generations is a focus on its contribution towards more responsive systems and accountable social contracts. In particular, social accountability should be...
-
This updated guide provides practical guidance to practitioners in the human rights sector and beyond on how to integrate Applied Political Economy Analysis
Explore
Theme
-
Adaptive Approaches [+]
(115)
- Adaptive Learning (13)
- Adaptive Management (51)
- Adaptive Rigour (2)
- Agile & Lean approaches (6)
- CLA (Collaborating Learning Adapting) (8)
- Design Thinking / HCD (6)
- Human Learning Systems (1)
- MSD - Market Systems Development (4)
- Multi-Stakeholder Partnerships (2)
- Other Adaptive approaches (2)
-
Other sectors
(2)
- Government (1)
- Organizational Management (1)
- Participation (4)
- PDIA (Problem-Driven Iterative Adaptation) (1)
- PEA (Political Economy Analysis) (7)
- Positive Deviance & 2 loops model (1)
- Systemcraft (1)
- Systems Thinking / Complexity (35)
- TWP (Thinking & Working Politically) (10)
- Cases (24)
- Courses (3)
-
Development Actors Perspectives
(68)
- AFD (Agence Française de Développement) (1)
- DANIDA - Danish International Development Agency (2)
- DCED - Donor Committee for Enterprise Development (2)
- FCDO/DFID (UK) (11)
- GIZ (Germany) (8)
- Hivos - Netherlands (1)
- Irish Aid (1)
- KOICA (Korea's International Co-operation Agency) (1)
- NGO Perspectives (14)
- OECD/DAC - Results Based Management (2)
- Private Companies - Development Industry (5)
- Private Donors (OSF, Hewlett...) (4)
- SDC - Swiss Agency for Development and Cooperation (1)
- UNDP, UN Global Pulse, UN... (6)
- USAID (17)
-
Geography
(38)
-
Africa
(21)
-
Central Africa
(3)
- Angola (1)
- Cameroon (1)
- Democratic Republic of the Congo (1)
- Eastern Africa (14)
- Northern Africa (2)
-
Southern Africa
(3)
- South Africa (3)
-
West Africa
(11)
- Benim (1)
- Niger (2)
- Nigeria (5)
- Senegal (1)
- Sierra Leone (2)
-
Central Africa
(3)
-
Americas
(5)
-
Central America
(4)
- Ecuador (2)
- El Salvador (1)
- Guatemala (2)
- Mexico (3)
- South America (3)
-
Central America
(4)
-
Asia
(20)
-
South-eastern Asia
(5)
- Indonesia (1)
- Myanmar (3)
- Philippines (1)
- Thailand (1)
- Timor Leste (1)
-
Southern Asia
(13)
- Bangladesh (6)
- India (1)
- Nepal (8)
- Pakistan (4)
- Sri Lanka (1)
-
Western Asia
(3)
- Israel (1)
- Jordan (1)
- Lebanon (1)
- State of Palestine (1)
- Syrian Arab Republic (1)
-
South-eastern Asia
(5)
-
Europe
(3)
-
Northern Europe
(1)
- United Kingdom (1)
-
Southern Europe
(1)
- Spain (1)
-
Western Europe
(1)
- Germany (1)
-
Northern Europe
(1)
- Many geographies (3)
-
Africa
(21)
-
MEL4 Adaptive Management
(97)
- Action Inquiry/Collective Leadership (2)
- After Action Reviews (2)
- Beneficiary Assessment/Engagement (3)
- Capacity Development (1)
- Case Study (1)
- Circular charts applications (radar, pie, sunburst, spiderweb, orbic, etc) (1)
- Context Monitoring (1)
- Contribution Analysis (3)
- Critical Friends (1)
- Desk based research/lit review (1)
- Diaries (1)
- Ethnography / Rapid Ethnography (1)
- Evaluability assessment (1)
- Evaluating Multi-project programmes (2)
- Ex-post Evaluation (2)
- Feedback Systems (3)
- Impact evaluation (3)
- Impact Oriented Monitoring and Evaluation System (2)
- Innovation System Analysis (1)
- Institutional Histories (1)
- Knowing Unknowns (1)
- Knowledge Management (2)
- MEL Bricolage (1)
- MEL in International Development (8)
- Narrative Based Approaches (1)
- Network Analysis (1)
- Outcome Harvesting (1)
- Outcome Mapping (3)
- Participatory Action Research (6)
- Participatory Evaluation (2)
- Participatory Learning and Action - PLA (1)
- Peers/Peer-Group Review (1)
- Political Economy Analysis (3)
- Portfolio Management (5)
- Positive Deviance (2)
- Post Project Evaluations (1)
- Process Tracing (3)
- Randomized Controlled Trials (4)
- Realist Evaluation (1)
- Remote Monitoring (1)
- Rigour (2)
- Rubrics (6)
- SenseMaker (1)
- Stakeholder analysis (1)
- Strategy testing (1)
- Surveys (1)
- Sustainability (3)
- Systemic Change (20)
- Systems Mapping (4)
- Tech 4 MEL (4)
- Theory-based evaluations (2)
- TOC (Theory of Change) (7)
- Value for Investment (1)
- Value for Money (3)
- Networks and Communities of Practice (2)
-
Practical
(51)
- Tools (5)
-
Sectors [+]
(91)
- Advocacy and Activism (1)
- Agriculture (1)
- Alternative Development (7)
- Cash Trasfers (1)
- Children (7)
- Citizen Engagement (1)
- Climate Change (4)
- Economic development (5)
- Education (4)
- Employment (1)
- Environmental Management (3)
- Fragile and Conflict Aflicted Settings (4)
- Gender (7)
- Governance and Accountability (20)
- Health (2)
- Humanitarian Aid (5)
-
Innovation (in Development)
(12)
- Funding (1)
- Institutional Capacity & Change (6)
- Institutional Reform (4)
- Judicial systems (1)
- Knowledge to Practice (4)
- Locally driven development (7)
- Locally led development (1)
- NGOs (5)
- Organizational Change (7)
- Pastoralism (1)
- Peace Building (1)
- Scaling up / Propagating (5)
- Social Accountability (9)
- Technology (in Development) (4)