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Effective learning is a key driver of market systems change, with the potential to enhance system competitiveness, resilience, and inclusiveness. Shifting the Locus of Learning: Catalyzing Private Sector Learning to Drive Systemic Change recently outlined a rationale for enhancing the scale and quality of learning in a system and identifying 10 strategies programs can contextualize to catalyze learning. These strategies are also backed with robust examples from 13 programs doing this work...
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Check out this video to see what’s inside our new resource: Practitioners' Guidance to Assessing Systems Change, developed by MEL Managers for MEL Managers. (Check out the Guidance here https://bit.ly/MSPMELClinics.) Hear from the authors about which parts they love the most and how this guide challenges MEL managers to assess systems change as an ongoing aspect of implementation, generating feedback that teams need to better understand and catalyze change, for more impact.
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#1 New York Times bestseller "This brilliant book will shatter your assumptions about what it takes to improve and succeed. I wish I could go back in time and gift it to my younger self. It would've helped me find a more joyful path to progress."-Serena Williams, 23-time Grand Slam singles tennis championThe #1 New York Times bestselling author of Think Again illuminates how we can elevate ourselves and others to unexpected heights.We live in a world that’s obsessed with talent. We celebrate...
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Executive Summary When Christian Aid (CA) Ireland devised its multi-country and multi-year Irish Aid funded Programme Grant II (2017-2022), they opted to move away from a linear programme management approach and to explore an adaptive one. Across seven countries: Angola, Colombia, El Salvador, Guatemala, Israel and the occupied Palestinian territory, Sierra Leone, and Zimbabwe, CA and partner organisations support marginalised communities to realise their rights, reduce violence and address...
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Review of a new book that explores the 'secret sauce' of Coalitions for Change - an unusually successful governance programme in the Philippines
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Self-Critical reflections on AM and TWP. Linking it with The Hype Cycle - "it feels like we are heading downward to the ‘trough of disillusionment’ form the initial peak of ‘inflated expectations’, but we will bounce back to something more sustained, that becomes a permanent feature of the aid landscape".
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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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Headed off recently to discuss the state of Thinking and Working Politically within the aid sector. This is a loose network of aid wonks that came together to try and move aid from a pure focus on technical issues, towards taking account of power and politics and why they can facilitate/frustrate attempts to make change happen in any given context. It was great to be in a room with others (50/50 in person and online) – the neurons fire in a way that just doesn’t happen online (but I also...
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Any mission-focused government should be well equipped to define, from day one, what outcomes it wants to bring about. But radically changing what the government does is only part of the challenge. We also need to change how government does things. The usual methods, we argue in this paper, are too prone to failure and delay. There’s a different approach to public service organisation, one based on multidisciplinary teams, starting with citizen needs, and scaling iteratively by testing...
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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...
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Social accountability has become increasingly important to development programming since the 2004 World Development Report spearheaded its first generation of programming. In 2016, Thomas Carothers synthesized global experts’ perspectives on what became known as the second generation. With an evolving global context, new research and evaluations and tacit knowledge on how those assumptions played out in practice, the time is ripe for asking what the evidence since 2004 can tell us about what...
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Steff had the pleasure to co-author the first SenseMaker Practitioner Guide with a group of friends and colleagues supported and published by Oxfam and CRS. This practical guide is for those who wish to use SenseMaker to conduct assessments, monitor progress, and undertake evaluations or research. Drawing on more than a decade of experience, the authors share dozens of examples from international development, providing practical tips and ideas for context-specific adaptations. They show how...
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Motivation In the last decade, a movement formed around making aid delivery more adaptive, relying on principles such as context sensitivity, flexibility, and ownership. The approaches seem promising for civil society organizations (CSOs) to fulfil their mission of fostering social transformation. While several donor agencies have started engaging with such approaches, the authors hardly see their political implications in practice. Purpose The article aims to provide evidence on an adaptive...
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At UNDP Innovation we are on a journey to shift our approach to innovation to help tackle complex development challenges. In short, we are moving away from single point solutions, and instead we are…
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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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