Results 1,549 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
‘You Have to Raise a Fist!’: Seeing and Speaking to the State in South AfricaMills, E. - 2016 - IDS Bulletin, 41(1), 69–81
You Cannot Go it Alone: Learning from Cooperative Relationships in Civil Society Budget CampaignsLarsen, J. - 2016 - IBP
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 the System: What We’ve Learned About Strengthening AccountabilityNugent, S. - 2018, December 20 - Chemonics International
When designing a new project, how often do we set out to strengthen a particular actor’s or institution’s ability to “hold government to account?” What does that mean exactly? Maybe the better question to ask is: what is the most effective way to strengthen accountability in our development work? And then, what does it look …
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...
Women and power: overcoming barriers to leadership ODI women and power coverand influence2016 - ODI
ODI have just wrapped up an excellent two year project on ‘Women and power: overcoming barriers to leadership and influence’ with a final synthesis report that is well worth reading. It’s an intell...
Windows on the world: The power of assumptions in uncertain timesAston, T. - 2020, December 23 - Medium
In my last blog on theory-based Monitoring Evaluation and Learning (MEL), I explained why relationships matter, and how to assess change…
Wildlife laws monitoring as an adaptive management tool in protected area management in Ghana: a case of Kakum Conservation AreaWiafe, E. D. - 2016 - SpringerPlus, 5(1), 1440
INTRODUCTION: The wildlife laws of Ghana alienated the rural communities from forests and material well-being depended upon for their livelihood and this manifests itself in the progressive conflict between the park patrol staff and poachers from the fringes of the protected areas. CASE DESCRIPTION: The main aim of this study was to determine the impact of quantification of patrol efforts on indicators of illegal hunting activities that occur in rainforest protected areas, as a result of...
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.
Foreign aid is about charity. International development is about technical fixes. At least that is what we, as donor publics, are constantly told. The result is a highly dysfunctional aid system which mistakes short-term results for long-term transformation and gets attacked across the political spectrum, with the right claiming we spend too much, and the left that we don't spend enough. The reality, as Yanguas argues in this highly provocative book, is that aid isn't – or at least...
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 Software Fails - We waste billions of dollars each year on entirely preventable mistakesRobert N., C. - 2005, September 2 - IEEE Spectrum
We waste billions of dollars each year on entirely preventable mistakes. The biggest tragedy is that software failure is for the most part predictable and avoidable. Unfortunately, most organizations don't see preventing failure as an urgent matter, even though that view risks harming the organization and maybe even destroying it. Understanding why this attitude persists is not just an academic exercise; it has tremendous implications for business and society.
Why Learning & Adaptation are Central to Making All Voices CountHalloran, B. - 2014, June 18 - Making All Voices Count
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