@article{pascale_your_2005, title = {Your {Company}’s {Secret} {Change} {Agents}}, url = {https://hbr.org/2005/05/your-companys-secret-change-agents}, abstract = {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.}, number = {2005/05}, urldate = {2018-06-17}, journal = {Harvard Business Review}, author = {Pascale, Richard T. and Sternin, Jerry}, month = may, year = {2005}, } @misc{lindpaintner_you_2019, title = {You might not be as agile as you think you are}, shorttitle = {{18F}}, url = {https://federalist.18f.gov/2019/05/29/you-might-not-be-as-agile-as-you-think-you-are/}, abstract = {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}, language = {en}, urldate = {2019-08-08}, journal = {18F}, author = {Lindpaintner, Julia and Rivera, Stephanie}, month = may, year = {2019}, } @article{mills_you_2016, title = {‘{You} {Have} to {Raise} a {Fist}!’: {Seeing} and {Speaking} to the {State} in {South} {Africa}}, volume = {41}, issn = {02655012}, shorttitle = {‘{You} {Have} to {Raise} a {Fist}!’}, url = {http://bulletin.ids.ac.uk/idsbo/article/view/37}, doi = {10.19088/1968-2016.107}, number = {1}, urldate = {2016-07-14}, journal = {IDS Bulletin}, author = {Mills, Elizabeth}, month = jan, year = {2016}, pages = {69--81}, } @techreport{larsen_you_2016, address = {Washington, DC}, title = {You {Cannot} {Go} it {Alone}: {Learning} from {Cooperative} {Relationships} in {Civil} {Society} {Budget} {Campaigns}}, url = {http://www.internationalbudget.org/publications/learning-from-cooperative-relationships-civil-society-budget-campaigns/}, institution = {IBP}, author = {Larsen, Jillian}, month = may, year = {2016}, keywords = {IMPORTANT}, } @book{world_bank_world_2017, address = {Washington DC}, title = {World {Development} {Report} 2017: {Governance} and the {Law}}, url = {http://www.worldbank.org/en/publication/wdr2017}, urldate = {2016-08-05}, publisher = {The World Bank}, author = {World Bank}, year = {2017}, } @book{world_bank_world_2015, address = {Washington DC}, title = {World {Development} {Report} 2015: {Mind}, {Society}, and {Behavior}}, isbn = {978-1-4648-0342-0}, shorttitle = {World {Development} {Report} 2015}, url = {http://www.worldbank.org/en/publication/wdr2015}, abstract = {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 automatically: when deciding, they usually draw on what comes to mind effortlessly. People also think socially: social norms guide much of behavior, and many people prefer to cooperate as long as others are doing their share. And people think with mental models: what they perceive and how they interpret it depend on concepts and worldviews drawn from their societies and from shared histories.The World Development Report 2015 offers a concrete look at how these insights apply to development policy. It shows how a richer view of human behavior can help achieve development goals in many areas, including early childhood development, household finance, productivity, health, and climate change. It also shows how a more subtle view of human behavior provides new tools for interventions. Making even minor adjustments to a decision-making context, designing interventions based on an understanding of social preferences, and exposing individuals to new experiences and ways of thinking may enable people to improve their lives.The Report opens exciting new avenues for development work. It shows that poverty is not simply a state of material deprivation, but also a “tax” on cognitive resources that affects the quality of decision making. It emphasizes that all humans, including experts and policy makers, are subject to psychological and social influences on thinking, and that development organizations could benefit from procedures to improve their own deliberations and decision making. It demonstrates the need for more discovery, learning, and adaptation in policy design and implementation. The new approach to development economics has immense promise. Its scope of application is vast. This Report introduces an important new agenda for the development community.}, language = {English}, publisher = {The World Bank}, author = {World Bank}, year = {2015}, } @misc{nugent_working_2018, title = {Working the {System}: {What} {We}’ve {Learned} {About} {Strengthening} {Accountability}}, shorttitle = {Working the {System}}, url = {https://www.chemonics.com/blog/working-the-system-what-weve-learned-about-strengthening-accountability/}, abstract = {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 …}, language = {en-US}, urldate = {2019-04-08}, journal = {Chemonics International}, author = {Nugent, Sarah}, month = dec, year = {2018}, } @techreport{pellini_working_2014, title = {Working {Politically}: {A} story of {Change} about the contribution of research evidence to the new {Village} {Law} in {Indonesia}}, url = {http://www.ksi-indonesia.org/files/1419316551$1$8LB545D$.pdf}, abstract = {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 evidence is necessary but not sufficient to influence policy-making processes. Researchers and research organisations need to think and work politically to achieve their influencing goals and to adapt to changes in local circumstances.}, urldate = {2018-12-10}, institution = {Austrialian Community Development and Civil Society Strenghtening Scheme (ACCESS)}, author = {Pellini, Arnaldo and Angelina, Maesy and Purnawati, Endah}, month = apr, year = {2014}, pages = {22}, } @techreport{laws_working_2020, address = {London}, type = {Briefing note}, title = {Working effectively through partnerships - {Lessons} from {Institutions} for {Inclusive} {Development} in {Tanzania}}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/202002_odi_i4id_briefing_note_gender_web.pdf}, abstract = {• 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 to more effective alternatives. • This means that adaptive programmes will achieve their potential to deliver strong VfM when their processes are good – when appraisal of experimental efforts is timely, consistent, knowledgeable and politically astute. As these programmes mature in their implementation phase, VfM evaluation should be focused on checking for a culture of adaptation and learning supported by strong adaptive processes. • While economy is important for adaptive programmes, it is also important that keeping costs low does not deprive teams of the resources, staff, and management and administration time they need to gather information, experiment, learn and adapt.}, urldate = {2021-02-18}, institution = {ODI}, author = {Laws, Ed}, month = mar, year = {2020}, } @techreport{noauthor_women_2016, title = {Women and power: overcoming barriers to leadership {ODI} women and power coverand influence}, shorttitle = {Women and {Power}}, url = {http://oxfamblogs.org/fp2p/women-and-power-final-report-of-excellent-research-project-top-recommendations-for-aid-agencies/}, abstract = {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...}, urldate = {2016-04-22}, institution = {ODI}, month = feb, year = {2016}, } @techreport{pon_winners_2016, title = {Winners and {Losers} in the {Global} {App} {Economy}}, url = {http://cariboudigital.net/wp-content/uploads/2016/02/Caribou-Digital-Winners-and-Losers-in-the-Global-App-Economy-2016.pdf}, urldate = {2016-04-20}, author = {Pon, Bryan}, year = {2016}, } @misc{aston_windows_2020, title = {Windows on the world: {The} power of assumptions in uncertain times}, shorttitle = {Windows on the world}, url = {https://thomasmtaston.medium.com/windows-on-the-world-the-power-of-assumptions-in-uncertain-times-b413e6f69720}, abstract = {In my last blog on theory-based Monitoring Evaluation and Learning (MEL), I explained why relationships matter, and how to assess change…}, language = {en}, urldate = {2021-02-18}, journal = {Medium}, author = {Aston, Thomas}, month = dec, year = {2020}, } @article{wiafe_wildlife_2016, title = {Wildlife laws monitoring as an adaptive management tool in protected area management in {Ghana}: a case of {Kakum} {Conservation} {Area}}, volume = {5}, issn = {2193-1801}, shorttitle = {Wildlife laws monitoring as an adaptive management tool in protected area management in {Ghana}}, doi = {10.1186/s40064-016-3129-x}, abstract = {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 monitoring patrol operations and modifying the original plan. The specific objectives were to determine the optimal patrol efforts necessary to reduce illegal wildlife use to minimal; and the influence of the rainfall and seasonal activities on illegal wildlife use. DISCUSSION AND EVALUATION: The results indicated that as the patrol efforts increased the encounter with illegal wildlife use also increased until a certain point that the encounter rates started decreasing. Neither rainfall nor seasonal activities influenced the illegal activities and the patrol efforts. The protection staff of rainforest protected areas would work effectively to bring down illegal wildlife off-take to the barest minimum if monitored, quantified and provide feed-back. CONCLUSIONS: Illegal wildlife off-take can also be reduced by the protection staff if the original plans are made flexible to be adjusted. Recommendations for further studies have been made.}, language = {eng}, number = {1}, journal = {SpringerPlus}, author = {Wiafe, Edward Debrah}, year = {2016}, pmid = {27652016}, pmcid = {PMC5005225}, pages = {1440}, } @article{flyvbjerg_why_2011, title = {Why your {IT} project may be riskier than you think}, url = {https://hbr.org/2011/09/why-your-it-project-may-be-riskier-than-you-think}, abstract = {New research shows surprisingly high numbers of out-of-control tech projects—ones that can sink entire companies and careers.}, urldate = {2017-02-18}, journal = {Harvard Business Review}, author = {Flyvbjerg, Bent and Budzier, Alexander}, month = sep, year = {2011}, } @book{yanguas_why_2018, title = {Why {We} {Lie} {About} {Aid}: {Development} and the {Messy} {Politics} of {Change}}, isbn = {978-1-78360-933-8}, shorttitle = {Why {We} {Lie} {About} {Aid}}, abstract = {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 shouldn't be – about levels of spending, nor interventions shackled to vague notions of ‘accountability’ and ‘ownership’. Instead, a different approach is possible, one that acknowledges aid as being about struggle, about taking sides, about politics. It is an approach that has been quietly applied by innovative development practitioners around the world, providing political coverage for local reformers to open up spaces for change. Drawing on a variety of convention-defying stories from a variety of countries – from Britain to the US, Sierra Leone to Honduras – Yanguas provides an eye-opening account of what we really mean when we talk about aid.}, language = {English}, publisher = {Zed Books}, author = {Yanguas, Pablo}, month = feb, year = {2018}, } @article{donaldson_why_2008, title = {Why to be {Wary} of "{Design} for {Developing} {Countries}"}, url = {http://ambidextrousmag.org/issues/09/articles/i9p35_37.pdf}, number = {Spring}, journal = {Ambidextrous}, author = {Donaldson, Krista}, year = {2008}, pages = {35--37}, } @article{bonchek_why_2016, title = {Why the {Problem} with {Learning} {Is} {Unlearning}}, url = {https://hbr.org/2016/11/why-the-problem-with-learning-is-unlearning}, abstract = {Don’t get stuck in your current ways of thinking.}, urldate = {2016-11-08}, journal = {Harvard Business Review}, author = {Bonchek, Mark}, month = nov, year = {2016}, } @techreport{mcculloch_why_2021, address = {London}, title = {Why {Tackling} {Energy} {Governance} in {Developing} {Countries} {Needs} a {Different} {Approach}}, abstract = {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 transition of the energy sector away from the use of fossil fuels. Yet, in many developing countries, despite growing investments in clean energy, the transition is happening much more slowly than needed to achieve SDG7 and avert damaging climate change. The central reason for this is poor energy governance. This paper outlines the size and nature of the energy challenge, with a focus on electricity. It describes the investments that are currently being made to improve the quality of power and access to electricity — and the growing evidence that investments often fail due to poor energy governance. The paper then delves more deeply into how bad governance influences the quality of and access to electricity, with specific country examples. It shows the importance of understanding how electricity fits into the political settlement of a country and how this affects the incentives of key actors in the sector. Unfortunately, donor projects designed to widen electricity access or to support reform of the power sector in developing countries often pay too little attention to the problem’s political nature; the same is true of measures to improve energy efficiency or to promote renewables. The paper outlines a new way of thinking about energy governance and shows how interventions can be better matched to the different governance challenges that they face. It concludes with recommendations for donors on how energy programs can be better designed and procured — as well as recommendations for implementors on how to improve the chances of successful implementation by adapting to the political realities of the contexts in which they operate.}, language = {en}, institution = {The Policy Practice \& Chemonics}, author = {McCulloch, Neil}, month = jun, year = {2021}, pages = {30}, } @article{robert_n_why_2005, title = {Why {Software} {Fails} - {We} waste billions of dollars each year on entirely preventable mistakes}, url = {https://spectrum.ieee.org/why-software-fails}, abstract = {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.}, language = {en}, urldate = {2021-08-05}, journal = {IEEE Spectrum}, author = {Robert N., Charette}, month = sep, year = {2005}, note = {Section: Computing}, } @misc{halloran_why_2014, title = {Why {Learning} \& {Adaptation} are {Central} to {Making} {All} {Voices} {Count}}, url = {http://www.makingallvoicescount.org/blog/why-learning-adaptation-are-central-to-making-all-voices-count/}, urldate = {2016-04-26}, journal = {Making All Voices Count}, author = {Halloran, Brendan}, month = jun, year = {2014}, } @techreport{mcclure_why_2015, title = {Why {Lean} {Enterprise} {Transformation} is {Hard}}, url = {https://www.thoughtworks.com/insights/blog/why-lean-enterprise-transformation-hard}, urldate = {2017-03-17}, institution = {ThoughtWorks}, author = {McClure, Dan}, month = oct, year = {2015}, } @techreport{de_lanerolle_why_2017, address = {Johannesburg}, title = {Why isn’t {Tech} for {Accountability} {Working} in {Africa}?}, url = {http://www.saiia.org.za/policy-briefings/why-isn-t-tech-for-accountability-working-in-africa}, abstract = {Expanding mobile networks and falling costs could transform communication between African citizens and governments. So far, however, attempts to harness new technologies to improve transparency and accountability in Africa and elsewhere have had disappointing results. What is going wrong? Research suggests that an important reason for this failure is a poor understanding of technologies and limited skills in developing and using them. It seems that civil society organisations (CSOs) and governments often ‘re-invent the flat tyre’: experimenting with new tools without finding out what has been tried (often unsuccessfully) before. They also do not follow best practices in how to source, develop and test technologies to ensure these are ‘fit for purpose’. Decision makers should focus on building an effective innovation ecosystem with better links between technologists and accountability actors in both government and civil society to enable learning from successes – and mistakes.}, urldate = {2017-06-01}, institution = {SAIIA}, author = {de Lanerolle, Indra}, month = may, year = {2017}, keywords = {IMPORTANT}, } @techreport{katera_why_2015, address = {Brighton}, title = {Why is it so hard for non-state actors to be heard? {Inside} {Tanzania}'s education policies}, url = {http://www.makingallvoicescount.org/publication/when-does-state-listen/}, abstract = {Lessons from policy in Ghana, Kenya, South Africa and Tanzania}, urldate = {2016-07-14}, institution = {MAVC}, author = {Katera, Lucas}, month = jun, year = {2015}, } @book{stanley_why_2015, address = {Cham}, title = {Why {Greatness} {Cannot} {Be} {Planned}: {The} {Myth} of the {Objective}}, isbn = {978-3-319-15523-4}, shorttitle = {Why {Greatness} {Cannot} {Be} {Planned}}, abstract = {Why does modern life revolve around objectives? From how science is funded, to improving how children are educated -- and nearly everything in-between -- our society has become obsessed with a seductive illusion: that greatness results from doggedly measuring improvement in the relentless pursuit of an ambitious goal. In Why Greatness Cannot Be Planned, Stanley and Lehman begin with a surprising scientific discovery in artificial intelligence that leads ultimately to the conclusion that the objective obsession has gone too far. They make the case that great achievement can't be bottled up into mechanical metrics; that innovation is not driven by narrowly focused heroic effort; and that we would be wiser (and the outcomes better) if instead we whole-heartedly embraced serendipitous discovery and playful creativity.Controversial at its heart, yet refreshingly provocative, this book challenges readers to consider life without a destination and discovery without a compass.}, language = {English}, publisher = {Springer}, author = {Stanley, Kenneth O. and Lehman, Joel}, month = may, year = {2015}, } @article{rock_why_2016, title = {Why {Diverse} {Teams} {Are} {Smarter}}, url = {https://hbr.org/2016/11/why-diverse-teams-are-smarter}, abstract = {Research shows they’re more successful in three important ways.}, urldate = {2016-11-15}, journal = {Harvard Business Review}, author = {Rock, David and Halvorson, Heidi Grant}, month = nov, year = {2016}, } @misc{jannat_why_2023, title = {Why are effective feedback mechanisms in cash transfers so important?}, url = {https://clarissa.global/why-are-effective-feedback-mechanisms-in-cash-transfers-so-important/}, abstract = {The CLARISSA Social Protection Intervention was set us as an innovative social policy intervention for tackling social ills, with a...}, language = {en-US}, urldate = {2023-10-17}, journal = {CLARISSA}, author = {Jannat, Mahiratul}, month = sep, year = {2023}, } @book{chambers_whose_1997, address = {London}, edition = {2 edition}, title = {Whose {Reality} {Counts}? {Putting} the {First} {Last}}, isbn = {978-1-85339-386-0}, shorttitle = {Whose {Reality} {Counts}?}, abstract = {In this sequel to "Rural Development: Putting the last first" Robert Chambers argues that central issues in development have been overlooked, and that many past errors have flowed from domination by those with power.Development professionals now need new approaches and methods forinteracting, learning and knowing. Through analyzing experience - of past mistakes and myths, and of the continuing methodological revolution of PRA (participatory rural appraisal) - the author points towards solutions.In many countries, urban and rural people alike have shown an astonishing ability to express and analyze their local, complex and diverse realities which are often at odds with the top-down realities imposed by professionals. The author argues that personal, professional and institutional change is essential if the realities of the poor are to receive greater recognition. Self-critical awareness and changes in concepts, values, methods and behaviour must be developed to explore the new high ground of participation and empowerment."Whose Reality Counts?" presents a radical challenge to all concernedwith development, whether practitioners, researchers or policy-makers, in all organizations and disciplines, and at all levels from fieldworkers to the heads of agencies. With its thrust of putting the first last it presents a new, exciting and above all practical agenda for future development which cannot be ignored.}, language = {English}, publisher = {ITDG Publishing}, author = {Chambers, Robert}, month = jan, year = {1997}, } @book{burt_who_2019, title = {Who {Owns} {Poverty}?}, isbn = {978-1-912157-12-9}, abstract = {This is the story of the one question about global poverty we never thought to ask: who owns it? It's a question with an unexpected answer, one that challenges everything that we thought we knew about what poverty is, and what we can do about it. This is a story of a powerful data-driven methodology being used in a dozen countries across 5 continents. It's a new approach that puts poor families in charge of defining and diagnosing their own unique, multidimensional poverty—who by owning the problem, own the solution. This book is for all the governments, development NGOs, charities, dreamers, thinkers, doers and leaders who are frustrated with limiting their aspirations to reducing poverty, or alleviating its effects—and the lack of progress we face in doing either. This is a book about unleashing trapped energy within poor families to do the unthinkable: eliminate global poverty once and for all.}, language = {English}, publisher = {Red Press Ltd}, author = {Burt, Martin}, month = sep, year = {2019}, } @techreport{marchant_who_2015, address = {Philadelphia}, title = {Who is {ICT} innovation for? {Challenges} to existing theories of innovation, a {Kenyan} {Case} {Study}}, url = {http://www.global.asc.upenn.edu/app/uploads/2015/01/Marchant_Who-is-ICT-Innovation-for.pdf}, urldate = {2016-09-08}, institution = {University of Pennsylvania}, author = {Marchant, Eleanor}, month = jan, year = {2015}, keywords = {IMPORTANT}, } @techreport{estrella_who_1998, address = {Brighton}, title = {Who counts reality? {Participatory} monitoring and evaluation: {A} literature review}, url = {https://www.ids.ac.uk/files/Wp70.pdf}, number = {70}, urldate = {2019-09-01}, institution = {IDS}, author = {Estrella, M. and Gaventa, John}, year = {1998}, } @misc{oswald_which_2014, title = {Which {Voices} {Are} {Heard} and {By} {Whom}?}, url = {http://www.makingallvoicescount.org/blog/voices-heard/}, urldate = {2016-04-26}, journal = {Making All Voices Count}, author = {Oswald, Katy}, month = jan, year = {2014}, } @techreport{carter_where_2016, address = {London}, title = {Where next for development effectiveness? {Implementing} development effectiveness: a reality check}, url = {https://www.odi.org/events/4395-development-effectiveness-sdgs-sustainable-development-goals}, number = {Conference note 5}, urldate = {2016-11-15}, institution = {ODI}, author = {Carter, Paddy}, month = oct, year = {2016}, } @techreport{blampied_where_2016, address = {London}, title = {Where next for development effectiveness? {Building} a renewed consensus}, url = {https://www.odi.org/events/4395-development-effectiveness-sdgs-sustainable-development-goals}, number = {Conference note 1}, urldate = {2016-11-15}, institution = {ODI}, author = {Blampied, Catherine}, month = oct, year = {2016}, } @misc{green_where_2022, title = {Where have we got to on {Thinking} and {Working} {Politically}? {Update} and a {Mildly} {Heretical} {Thought}. – {FP2P}}, url = {https://oxfamapps.org/fp2p/where-have-we-got-to-on-thinking-and-working-politically-update-and-a-mildly-heretical-thought/?utm_source=substack&utm_medium=email}, abstract = {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 need to brush up on my meeting skills, as when I accidentally clicked on a random video in my timeline and it started playing at full volume. Super awkward). On to the content (Chatham House rule, so no names or institutions). Some observations about the evolution of a movement I’ve been connected with for over a decade. I got a lot of pushback from participants on an earlier draft and have made quite a few changes, but they should definitely feel free to set me straight in comments!}, urldate = {2022-07-26}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = jul, year = {2022}, } @misc{algoso_where_2016, title = {Where have we got to on adaptive learning, thinking and working politically, doing development differently etc? {Getting} beyond the {People}’s {Front} of {Judea}}, url = {http://oxfamblogs.org/fp2p/where-have-we-got-to-on-adaptive-learning-thinking-and-working-politically-doing-development-differently-etc-getting-beyond-the-peoples-front-of-judea/}, abstract = {Dave Algoso and Alan Hudson at Global Integrity compare and contrast 9 different initiatives that are all heading in roughly the right direction in aid reform}, urldate = {2016-06-09}, journal = {From Poverty to Power}, author = {Algoso, Dave and Hudson, Alan}, month = jun, year = {2016}, keywords = {IMPORTANT}, } @techreport{buffardi_when_2016, title = {When theory meets reality: assumptions, feasibility and implications of a complexity-informed approach}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/10604.pdf}, abstract = {Over the last half century, repeated calls for adaptive learning in development suggests two things: many practitioners are working in complex situations that may benefit from flexible approaches, and such approaches can be difficult to apply in practice. • Complexity thinking can offer useful recommendations on how to take advantage of distributed capacities, joint interpretation of problems and learning through experimentation in complex development programmes. • However, these recommendations rely on underlying assumptions about relationships, power and flexibility that may not hold true in practice, particularly for programmes operating in a risk averse, results-driven environment. • This paper poses guiding questions to assess the fit and feasibility of integrating complexity informed practices into development programmes.}, urldate = {2018-11-10}, institution = {Methods Lab}, author = {Buffardi, Anne}, month = may, year = {2016}, pages = {16}, } @article{honig_when_2019, title = {When {Reporting} {Undermines} {Performance}: {The} {Costs} of {Politically} {Constrained} {Organizational} {Autonomy} in {Foreign} {Aid} {Implementation}}, volume = {2019}, url = {https://img1.wsimg.com/blobby/go/79440b61-e70b-4220-b67f-e5edb0157a24/downloads/1c56piqgv_347672.pdf}, number = {winter}, urldate = {2018-02-16}, journal = {International Organization}, author = {Honig, Daniel}, year = {2019}, } @book{haas_when_1991, address = {Berkeley, Calif.}, title = {When {Knowledge} is {Power}: {Three} {Models} of {Change} in {International} {Organizations}}, isbn = {978-0-520-07402-6}, shorttitle = {When {Knowledge} is {Power}}, abstract = {Do governments seeking to collaborate in such international organizations as the United Nations and the World Bank ever learn to improve the performance of those organizations? Can international organizations be improved by a deliberate institutional design that reflects lessons learned in peacekeeping, the protection of human rights, and environmentally sound economic development? In this incisive work, Ernst Haas examines these and other issues to delineate the conditions under which organizations change their methods for defining problems. Haas contends that international organizations change most effectively when they are able to redefine the causes underlying the problems to be addressed. He shows that such self-reflection is possible when the expert-generated knowledge about the problems can be made to mesh with the interests of hegemonic coalitions of member governments. But usually efforts to change organizations begin as adaptive practices that owe little to a systematic questioning of past behavior. Often organizations adapt and survive without fully satisfying most of their members, as has been the case with the United Nations since 1970. When Knowledge Is Power is a wide-ranging work that will elicit interest from political scientists, organization theorists, bureaucrats, and students of management and international administration.}, language = {English}, publisher = {University of California Press}, author = {Haas, Ernst B.}, month = apr, year = {1991}, } @article{loureiro_when_2016, title = {When {Does} the {State} {Listen}?}, volume = {41}, issn = {02655012}, url = {http://bulletin.ids.ac.uk/idsbo/article/view/36}, doi = {10.19088/1968-2016.106}, number = {1}, urldate = {2016-07-14}, journal = {IDS Bulletin}, author = {Loureiro, Miguel and Cassim, Aalia and Darko, Terence and Katera, Lucas and Salome, Nyambura}, month = jan, year = {2016}, pages = {55--67}, } @article{peixoto_when_2016, title = {When {Does} {ICT}-{Enabled} {Citizen} {Voice} {Lead} to {Government} {Responsiveness}?}, volume = {41}, issn = {02655012}, url = {http://bulletin.ids.ac.uk/idsbo/article/view/34}, doi = {10.19088/1968-2016.104}, number = {1}, urldate = {2016-07-14}, journal = {IDS Bulletin}, author = {Peixoto, Tiago and Fox, Jonathan}, month = jan, year = {2016}, pages = {23--39}, } @techreport{roe_when_2023, address = {Brighton}, title = {When {Complex} is as {Simple} as it {Gets}: {Guide} for {Recasting} {Policy} and {Management} in the {Anthropocene}}, copyright = {This is an Open Access paper distributed under the terms of the Creative Commons Attribution 4.0 International licence (CC BY), which permits unrestricted use, distribution, and reproduction in any medium, provided the original authors and source are credited and any modifications or adaptations are indicated.}, shorttitle = {When {Complex} is as {Simple} as it {Gets}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/18008}, abstract = {Many readers recognise and understand that complex is about as simple as it gets for major policy and management. This guide is for those unwilling in the Anthropocene to shrink back into the older platitudes about ‘keep it simple’ and ‘not to worry, we’ll scale up the analysis later on’. This guide offers key concepts, methods, counternarratives, and analogies that recast major policy and management issues in ways that do not deny their complexity but help render them more tractable for action.}, language = {en}, number = {589}, urldate = {2023-06-09}, institution = {Institute for Development Studies}, author = {Roe, Emery}, month = jun, year = {2023}, doi = {10.19088/IDS.2023.025}, note = {Accepted: 2023-06-06T09:51:20Z ISSN: 2040-0209}, } @techreport{peersman_when_2016, title = {When and how to develop an impact-oriented monitoring and evaluation system}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/10327.pdf}, abstract = {This guidance note focuses on: • what an impact-oriented monitoring and evaluation system entails • why an organisation may want to establish such a system • when integrating an impact-orientation into an monitoring and evaluation system is most useful • what should be considered in developing the monitoring and evaluation system, or in tweaking an existing system, to become more impact-focused. The primary audience for this guidance note is internal and external monitoring and evaluation advisors involved in designing and implementing, and/or assessing monitoring and evaluation systems to include a focus on impact. It will also be useful for senior management of organisations who need to know how best to plan for a sustainable monitoring and evaluation system that supports impact assessment or to adapt an existing system to incorporate an impact perspective.}, urldate = {2018-11-10}, author = {Peersman, Greet and Rogers, Patricia and Guijt, Irene and Hearn, Simon and Pasanen, Tiina and Buffardi, Anne}, month = mar, year = {2016}, } @article{mahendra_wheeling_2016, title = {Wheeling in the {Trojan} {Mice}}, url = {https://ssir.org/articles/entry/wheeling_in_the_trojan_mice}, doi = {https://doi.org/10.48558/G1ZE-5N09}, abstract = {One way to make risk-taking more palatable for social change organizations is to run small, light, nimble experiments\&\#8211;\&\#8211;tests not built to win wars, but rather to quickly infiltrate new territory, attack new problems, and inform future tactics.}, language = {en-us}, urldate = {2023-11-17}, journal = {Stanford Social Innovation Review}, author = {Mahendra, Jackie}, month = may, year = {2016}, } @techreport{hughes_what_2017, address = {Hove}, title = {What works for {Social} {Accountability}? {Findings} from {DFID}’s {Macro} {Evaluation}}, url = {https://www.itad.com/wp-content/uploads/2017/07/SummaryFindings_Briefing_2-v7-high-res.pdf}, urldate = {2020-10-01}, institution = {Itad}, author = {Hughes, Claire}, month = jun, year = {2017}, } @misc{heales_what_2020, title = {What we’ve learned about adaptive management from our {Somalia} education programming}, url = {https://insights.careinternational.org.uk/development-blog/what-we-ve-learned-about-adaptive-management-from-our-somalia-education-programming?highlight=YTozOntpOjA7czo2OiJsaXN0ZW4iO2k6MTtzOjk6ImNhcmVmdWxseSI7aToyO3M6MTY6Imxpc3RlbiBjYXJlZnVsbHkiO30=}, abstract = {Adaptive management in its various incarnations has long been a focus of a development community that is more and more frequently bumping up against the barriers of complexity, and looking for ways to overcome its challenges. In a field where we consistently have to deal with multifaceted problems,...}, language = {en-gb}, urldate = {2020-10-15}, journal = {Care Insights}, author = {Heales, Charlotte}, month = feb, year = {2020}, } @misc{marquette_what_2019, title = {What we’re missing by not getting our {TWP} alphabet straight}, url = {https://oxfamblogs.org/fp2p/what-were-missing-by-not-getting-our-twp-alphabet-straight/}, abstract = {Heather Marquette grapples with aid's alphabet soup, and explains why DDD, TWP, PDIA etc are different and why that matters}, language = {en-GB}, urldate = {2019-08-16}, journal = {From Poverty to Power}, author = {Marquette, Heather}, month = jul, year = {2019}, } @techreport{tilton_what_2020, title = {What {We} {Know} {About} {Traditional} {MERL} {Tech} - {Insights} from a {Scoping} {Review}}, abstract = {This paper explores the peer-reviewed evidence base of “traditional” technology-enabled monitoring, evaluation, research, and learning (MERL Tech) in international development assistance from 2015 to 2019. The authors conducted a scoping review that searched seven databases, screened 3,054 reference titles and abstracts, coded 886 abstracts, and extracted and analyzed conclusions and recommendations from the full texts of 256 studies. The findings reveal the most frequently reported technologies, MERL activities, and the sub-sectors, and the geographies where those tech-enabled activities occur. Gaps in the evidence for specific technologies, MERL activities, and sectors are mapped. The data reveals which technologies are trusted more than others and reported barriers to effective MERL Tech implementation and areas that researchers suggest for further investigation. The results suggest that the evidence from peer-reviewed studies is not proportional to estimated MERL Tech activity, significant publication bias exists, and further knowledge synthesis of unindexed grey literature is needed to provide a more comprehensive and possibly accurate description of MERL Tech practice.}, language = {en}, institution = {Western Michigan University}, author = {Tilton, Zach and Harnar, Michael and Raftree, Linda and Perrin, Paul and Bruening, Gretchen and Banerji, Soham and Gordley, John and Foster, Hanna and Behr, Michele}, month = jun, year = {2020}, pages = {27}, } @misc{sense_guide_what_2018, title = {What {We} {Do}: {Getting} {Beyond} {Statistics}}, url = {http://senseguide.nl/en/sensemaker-narrative-monitoring/}, abstract = {Our approach Understanding daily life reality with micro-narratives Narratives and more specifically micro-narratives are a fundamental and ancient way by which humans interpret their experience and make decisions. SenseMaker® provides the ability to capture and understand those narratives. Through the web or app environment the software allows the capture of pictures, recordings and writing in various combinations to reflect how the respondents are making sense of the world. Reducing cognitive bias with self signification In a patented method, the respondent then interprets their own story into a series of abstract constructs (‘signifiers’) that feel more like a game than a survey, but allow profound meaning to emerge. This interpretation adds layers of meaning rather than simply interpreting the story and provides quantitative data to detect visual patterns among stories. The patterns are linked back to the original material enabling a deeper dive into individual stories. If the researcher first look for patterns in the metadata using statistical or visual tools, he or she is less likely to be biased by content and prematurely converge on an interpretation. Evidence based insights that enables action The output of SenseMaker® is statistical data backed up by explanatory narrative. This means that advocacy is an integral part of the system. Numbers on their own appear objective but are not persuasive; anecdotes on their own may be persuasive but are not objective. SenseMaker® puts the two together and provides a powerful means of persuasion. It also enables action. Instead of saying “How do we create a culture of X?” we say “How do we create more stories like this and fewer stories like that?” Then, as actions are initiated, we see the impact in real time.}, urldate = {2018-03-09}, journal = {Sensemaker narrative monitoring}, author = {{Sense Guide}}, year = {2018}, } @misc{pisoni_what_2015, title = {What {Startups} {Can} {Learn} from {General} {McChrystal} about {Combining} {Strategy} and {Execution}}, url = {http://firstround.com/review/what-startups-can-learn-from-general-mcchrystal-about-combining-strategy-and-execution/}, abstract = {Yammer Co-founder Adam Pisoni speaks with General Stanley McChrystal about the lessons technology companies might take away from his new book Team of Teams.}, urldate = {2018-02-19}, journal = {First Round}, author = {Pisoni, Adam}, month = aug, year = {2015}, } @misc{aston_what_2022, title = {What, so what, now what?}, url = {https://thomasmtaston.medium.com/what-so-what-now-what-4cef4d7e0281}, abstract = {Getting serious about systems change}, language = {en}, urldate = {2022-04-01}, journal = {Medium}, author = {Aston, Thomas}, month = mar, year = {2022}, } @misc{cone_whats_2019, title = {What’s {Next} for {Design} {Thinking}}, url = {https://modus.medium.com/whats-next-for-design-thinking-d44bebbb7649}, abstract = {Thoughts on the future of creative problem-solving from across the industry}, language = {en}, urldate = {2019-08-12}, journal = {Medium}, author = {Cone, Taylor}, month = jul, year = {2019}, } @techreport{campbell_whats_2018, address = {London}, title = {What's missing? {Adding} context to the urban response toolbox}, url = {https://www.alnap.org/system/files/content/resource/files/main/Whats%20Missing_Adding%20context%20to%20the%20urban%20response%20toolbox_Digital.pdf}, urldate = {2019-03-06}, institution = {ALNAP/ODI}, author = {Campbell, Leah}, year = {2018}, } @article{turreira-garcia_whats_2018, title = {What's in a name? {Unpacking} “participatory” environmental monitoring}, volume = {23}, copyright = {© 2018 by the author(s)}, issn = {1708-3087}, shorttitle = {What's in a name?}, url = {https://www.ecologyandsociety.org/vol23/iss2/art24/}, doi = {10.5751/ES-10144-230224}, abstract = {Turreira-García, N., J. F. Lund, P. Domínguez, E. Carrillo-Anglés, M. C. Brummer, P. Duenn, and V. Reyes-García. 2018. What's in a name? Unpacking “participatory” environmental monitoring. Ecology and Society 23(2):24. https://doi.org/10.5751/ES-10144-230224}, language = {en}, number = {2}, urldate = {2019-05-03}, journal = {Ecology and Society}, author = {Turreira-García, Nerea and Lund, Jens and Domínguez, Pablo and Carrillo-Anglés, Elena and Brummer, Mathias and Duenn, Priya and Reyes-García, Victoria}, month = may, year = {2018}, } @techreport{scoones_what_2019, address = {Brighton}, title = {What is {Uncertainty} and {Why} {Does} it {Matter}?}, copyright = {http://creativecommons.org/licenses/by-nc-nd/3.0/}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/14470}, abstract = {Uncertainty defines our times. Whether it is in relation to climate change, disease outbreaks, financial volatility, natural disasters or political settlements, every media headline seems to assert that things are uncertain, and increasingly so. Uncertainty, where we do not know the probabilities of either likelihoods or outcomes, is different to risk, the implications of which are explored in this paper through five different ways of thinking about uncertainty, derived from highly diverse literatures encompassing societal, political, cultural, practice and individual perspectives. The paper continues by examining how these perspectives relate to four domains: finance and banking; critical infrastructures; disease outbreaks and climate change; natural hazards and disasters. Reflecting on these experiences, the paper argues that embracing uncertainty raises some fundamental challenges. It means questioning simple, linear perspectives on modernity and progress. It means rethinking expertise and including diverse knowledges in deliberations about the future. It means understanding how uncertainties emerge in social, political and economic contexts, and how uncertainties affect different people, depending on class, gender, race, age and other dimensions of social difference. And, if uncertainty is not reducible to probabilistic risk, it means a radically different approach to governance; one that rejects control-oriented, technocratic approaches in favour of more tentative, adaptive, hopeful and caring responses. The paper concludes by asking whether we can learn from those who live with and from uncertainty – including pastoralists in marginal settings – as part of a wider conversation about embracing uncertainties to meet the challenges of our turbulent world.}, language = {en}, urldate = {2019-05-15}, institution = {STEPS centre}, author = {Scoones, Ian}, year = {2019}, } @article{lemire_what_2020, title = {What {Is} {This} {Thing} {Called} a {Mechanism}? {Findings} {From} a {Review} of {Realist} {Evaluations}}, volume = {2020}, issn = {1534-875X}, shorttitle = {What {Is} {This} {Thing} {Called} a {Mechanism}?}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20428}, doi = {10.1002/ev.20428}, abstract = {Realist evaluation has, over the past two decades, become a widely used approach in evaluation. The cornerstone of realist evaluation is to answer the question: What works, for whom, under what circumstances, and why. This is accomplished by explicating the causal mechanisms that, within a particular context, generate the outcomes of interest. Despite the central role of mechanisms in realist evaluation, systematic knowledge about how the term mechanism is conceptualized and operationalized is limited. The aim of the present chapter is to examine how mechanisms are defined and applied in realist evaluations. Informed by the findings of the review, further conceptual and practical developments for future applications of mechanisms in realist evaluation are considered.}, language = {en}, number = {167}, urldate = {2021-02-18}, journal = {New Directions for Evaluation}, author = {Lemire, Sebastian and Kwako, Alexander and Nielsen, Steffen B. and Christie, Christina A. and Donaldson, Stewart I. and Leeuw, Frans L.}, year = {2020}, pages = {73--86}, } @techreport{triangle_what_2022, address = {London}, title = {What is the {Outcomes} {Star}?}, url = {https://www.outcomesstar.org.uk/wp-content/uploads/Why-choose-the-Outcomes-Star-_-final1.pdf}, abstract = {The Outcomes Stars are a suite of evidence-based outcomes measurement and keywork tools, which drive an ‘enabling help’ approach to service delivery. They support a person-centred, collaborative and trauma informed approach and give service users, workers, managers and commissioners vital information about needs and progress. Since the first version was published in 2006, the unique features of the Outcomes Star contributed to its popularity and widespread use, with over 1,000 organisations with licenses to use the Star including over 500 charities and 170 local authorities}, urldate = {2023-04-27}, institution = {Triangle}, author = {Triangle}, year = {2022}, } @article{kurban_what_2017, title = {What is technopolitics? {A} conceptual schema for understanding politics in the digital age {Doctoral} {Student} on the {Programme} on {Political} {Science} {New} {School} for {Social} {Research}}, shorttitle = {What is technopolitics?}, url = {https://www.academia.edu/33136106/What_is_technopolitics_A_conceptual_schema_for_understanding_politics_in_the_digital_age_Doctoral_Student_on_the_Programme_on_Political_Science_New_School_for_Social_Research}, abstract = {In this article we seek to revisit what the term ‘technopolitical’ means for democratic politics in our age. We begin by tracing how the term was used and then transformed through various and conflicting adaptations of ICTs (Information and}, number = {24}, urldate = {2017-05-22}, journal = {Revista de Internet, Derecho y Política}, author = {Kurban, Can and Peña-Lopez, Ismael and Haberer, Maria}, month = feb, year = {2017}, } @article{reed_what_2010, title = {What is {Social} {Learning}?}, volume = {15}, copyright = {© 2010 by the author(s)}, issn = {1708-3087}, url = {https://www.ecologyandsociety.org/vol15/iss4/resp1/}, doi = {10.5751/ES-03564-1504r01}, abstract = {Reed, M. S., A. C. Evely, G. Cundill, I. Fazey, J. Glass, A. Laing, J. Newig, B. Parrish, C. Prell, C. Raymond, and L. C. Stringer. 2010. What is social learning? Ecology and Society 15(4): r1. https://doi.org/10.5751/ES-03564-1504r01}, language = {en}, number = {4}, urldate = {2019-05-02}, journal = {Ecology and Society}, author = {Reed, Mark and Evely, Anna and Cundill, Georgina and Fazey, Ioan and Glass, Jayne and Laing, Adele and Newig, Jens and Parrish, Brad and Prell, Christina and Raymond, Chris and Stringer, Lindsay}, month = oct, year = {2010}, } @misc{sanitation_learning_hub_what_2020, title = {What is {Rapid} {Action} {Learning} and how was it developed?}, url = {https://www.youtube.com/watch?list=PLogOc8N6N-DtBEaMp7xNC7bwaq29U6KkM&v=cRUb8AVuyKo}, abstract = {To celebrate the publication of our latest Frontiers of Sanitation, we had a series of conversations with our colleagues and partners on our work on Rapid Action Learning so far. To download the publication in full, head to https://sanitationlearninghub.org/res...}, urldate = {2020-10-16}, author = {Sanitation Learning Hub}, month = sep, year = {2020}, } @misc{teskey_what_2020, title = {What is {Political} {Economy} {Analysis} ({PEA}) and why does it matter in development?}, url = {https://oxfamblogs.org/fp2p/what-is-political-economy-analysis-pea-and-why-does-it-matter-in-development/}, abstract = {Graham Teskey shares a great internal links round up and guide to 'political economy analysis'}, language = {en-GB}, urldate = {2020-09-04}, journal = {From Poverty to Power}, author = {Teskey, Graham}, month = sep, year = {2020}, } @misc{wilson-grau_what_2014, title = {What is {Outcome} {Harvesting}?}, url = {https://vimeo.com/116856982}, abstract = {Ricardo Wilson-Grau, former Chair of the Board of Stewards of the Outcome Mapping Learning Community, introduces Outcome Harvesting, an approach for retrospective identification of outcomes based on the principles of Outcome Mapping. More details here: http://www.outcomemapping.ca/nuggets/outcome-harvesting}, author = {Wilson-Grau, Ricardo}, month = sep, year = {2014}, } @techreport{hearn_what_2016, title = {What is impact?}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/10352.pdf}, abstract = {• Impact is a multi-dimensional concept. Some definitions focus on very precise understandings of impact, while others cast a much broader net. • How impact is defined and used has a significant effect on the design, management and evaluation of development programmes. • Development programmes should hold explicit conversations with different stakeholders about how impact is used and understood, in order to come to a shared understanding. • There are six dimensions of impact that may help development programmes be clearer about what they mean.}, urldate = {2018-11-10}, author = {Hearn, Simon and Anne, Buffardi}, month = feb, year = {2016}, } @article{christensen_what_2015, title = {What {Is} {Disruptive} {Innovation}?}, issn = {0017-8012}, url = {https://hbr.org/2015/12/what-is-disruptive-innovation}, abstract = {For the past 20 years, the theory of disruptive innovation has been enormously influential in business circles and a powerful tool for predicting which industry entrants will succeed. Unfortunately, the theory has also been widely misunderstood, and the “disruptive” label has been applied too carelessly anytime a market newcomer shakes up well-established incumbents. In this article, the architect of disruption theory, Clayton M. Christensen, and his coauthors correct some of the misinformation, describe how the thinking on the subject has evolved, and discuss the utility of the theory. They start by clarifying what classic disruption entails—a small enterprise targeting overlooked customers with a novel but modest offering and gradually moving upmarket to challenge the industry leaders. They point out that Uber, commonly hailed as a disrupter, doesn’t actually fit the mold, and they explain that if managers don’t understand the nuances of disruption theory or apply its tenets correctly, they may not make the right strategic choices. Common mistakes, the authors say, include failing to view disruption as a gradual process (which may lead incumbents to ignore significant threats) and blindly accepting the “Disrupt or be disrupted” mantra (which may lead incumbents to jeopardize their core business as they try to defend against disruptive competitors). The authors acknowledge that disruption theory has certain limitations. But they are confident that as research continues, the theory’s explanatory and predictive powers will only improve.}, urldate = {2023-10-31}, journal = {Harvard Business Review}, author = {Christensen, Clayton M. and Raynor, Michael E. and McDonald, Rory}, month = dec, year = {2015}, note = {Section: Disruptive innovation}, } @misc{green_what_2019, title = {What is different about how {INGOs} do {Adaptive} {Management}/{Doing} {Development} {Differently}?}, url = {https://oxfamblogs.org/fp2p/some-great-new-research-on-adaptive-management-doing-development-differently-by-ingos/}, urldate = {2019-11-04}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = feb, year = {2019}, } @techreport{picciotto_what_2013, title = {What is democratic evaluation?}, url = {http://www.czech-in.org/ees/ees-newsletter-2013-06-june-special.pdf}, abstract = {This article from Robert Picciotto provides an overview of democratic evaluation, particularly with reference to its use in the European Union context. "Can evaluation strengthen the democratic process? Specifically can it help fill the democratic deficit (limited transparency; weak bureaucratic accountability, etc.) often ascribed to the European Union? First and foremost, evaluators operating in the European space should be committed to the ethical and democratic values of the European project and the promotion of its social inclusion and cohesion ideals. But two other sets of challenges must also be met: those that relate to evaluation in democracy and those that relate to democracy in evaluation. The former has to do with the macro positioning of evaluation processes in society. The latter has to do with the evaluation approaches and methods used in deliberative democratic decision making processes." (Picciotto, 2013)}, urldate = {2018-10-13}, author = {Picciotto, R.}, month = jun, year = {2013}, } @misc{wilson_what_2016, title = {What is adaptive management?}, url = {https://antylles.com/2016/10/17/adaptive-management/}, abstract = {Recently there has been growing recognition that most development challenges are in actual fact ‘wicked’ problem that requires development actors to recognize that the optimal management approaches…}, urldate = {2016-11-07}, journal = {ΔNTYLLES}, author = {Wilson, Gregory}, month = oct, year = {2016}, } @misc{mack_what_2015, title = {What is a {Theory} of {Change}? {Really}.}, shorttitle = {What is a {Theory} of {Change}?}, url = {https://www.fsg.org/blog/what-theory-change-really}, abstract = {Recently thousands of evaluators came together in Chicago to celebrate the growing field, share exemplary practices, and to push our collective thinking on how evaluation responds to the complexity of social change efforts.}, language = {en}, urldate = {2019-06-21}, journal = {FSG}, author = {Mack, Katelyn}, month = nov, year = {2015}, } @book{ragin_what_2010, address = {Cambridge England ; New York, NY, USA}, edition = {11th ed. edition}, title = {What {Is} a {Case}?: {Exploring} the {Foundations} of {Social} {Inquiry}}, isbn = {978-0-521-42188-1}, shorttitle = {What {Is} a {Case}?}, url = {https://www.cambridge.org/gb/academic/subjects/sociology/research-methods-sociology-and-criminology/what-case-exploring-foundations-social-inquiry?format=PB&isbn=9780521421881}, abstract = {The concept of the case is a basic feature of social science research and yet many questions about how a case should be defined, selected, and judged are far from settled. The contributors to this volume probe the nature of the case and the ways in which different understandings of the concept affect the conduct and the results of research. The contributions demonstrate that the work of any given researcher is often characterised by some hybrid of these basic approaches, and it is important to understand that most research involves multiple definitions and uses of cases, as both specific empirical phenomena and as general theoretical categories.}, language = {English}, publisher = {Cambridge University Press}, author = {Ragin, Charles}, month = aug, year = {2010}, } @techreport{yanguas_what_2021, address = {Bonn}, type = {Discussion {Paper}}, title = {What have we learned about learning? {Unpacking} the relationship between knowledge and organisational change in development agencies}, copyright = {Creative Commons Attribution 4.0 International}, shorttitle = {What have we learned about learning?}, url = {https://www.die-gdi.de/discussion-paper/article/what-have-we-learned-about-learning-unpacking-the-relationship-between-knowledge-and-organisational-change-in-development-agencies/}, abstract = {Development cooperation has spent decades wrangling over the merits, evidence, and implications of what we may term “the learning hypothesis”: the idea that increased knowledge by development organisations must logically lead to increased effectiveness in the performance of their development activities. Organisations of all stripes have built research and monitoring and evaluation (M\&E) departments, adopted a multitude of knowledge management systems and tools, and tinkered with different ways to structure their organograms to stimulate knowledge sharing and learning. The topic of organisational learning is particularly significant as the global development community grapples with increasingly complex problems and the aspiration of evidence-based policymaking. This paper presents an analytical framework for interrogating “the learning hypothesis”, breaking it down into causal steps: knowledge causes learning, learning causes organisational change, change causes effectiveness. The framework focuses on the first two sub-hypotheses, mapping out the conceptual space around them by outlining potential relationships between different types of knowledge – tacit and explicit, internal and external – and between different types of learning – operational and strategic. This map provides a foundation for three key research questions: What impact has the rising knowledge agenda had on development organisations? Which factors appear to enable or inhibit organisational learning? What is the relationship between operational and strategic learning and organisational change? A review of available evaluations and studies, including two cases from former UK Department for International Development (DFID) and the World Bank, reveals that there is insufficient evidence to support the causal claim that knowledge leads to learning and thereby to organisational change in development agencies. Sources point to tacit learning prevailing while explicit knowledge management systems flounder, and external advocacy agendas appear more compelling than internal research and evaluation products. It is not entirely clear how, or indeed, whether operational and strategic learning intersect, with delivery-level lessons hardly aggregating into structural or policy shifts. Organisational change – even that aimed at enhancing learning – is rarely based on lessons learned from practice. More research is necessary to fully unpack the learning hypothesis, but what limited evidence is available disproves rather than confirms its central claim. This has significant implications for the future of learning in development agencies as advocated by thought leaders, researchers, and reformers. In particular, the latter should consider an evidence-based reassessment of the function and value-for-money of research and M\&E in development practice, and a more critical examination of the politics of external advocacy efforts around innovative aid approaches like thinking and working politically, adaptive management, or results-based management.}, language = {en}, number = {9/2021}, urldate = {2021-07-30}, institution = {DIE - Deutsches Institut für Entwicklungspolitik}, author = {Yanguas, Pablo}, year = {2021}, note = {Publisher: German Development Institute / Deutsches Institut für Entwicklungspolitik (DIE) Version Number: 1.0}, } @article{vexler_what_2017, title = {What exactly do we mean by systems?}, shorttitle = {What {Exactly} {Do} {We} {Mean} by {Systems}?}, url = {https://ssir.org/articles/entry/what_exactly_do_we_mean_by_systems}, abstract = {Everyone is talking about systems. Or at least, that's how it seems in my wonkish corner of the philanthropic world. You can't attend a conference or even have a meeting without hearing about systems, whether it's people trying to disrupt them, map them, learn from them, or catalyze them.}, number = {Fall}, urldate = {2017-06-27}, journal = {Stanford Social Innovation Review}, author = {Vexler, Dan}, year = {2017}, } @article{dasandi_what_2019, title = {What {Does} the {Evidence} {Tell} {Us} about ‘{Thinking} and {Working} {Politically}’ in {Development} {Assistance}?}, volume = {7}, issn = {2183-2463}, url = {https://www.cogitatiopress.com/politicsandgovernance/article/view/1904}, doi = {10.17645/pag.v7i2.1904}, abstract = {Abstract: This paper critically reviews evidence on ‘thinking and working politically’ in development. Scholars and practitioners have increasingly recognised that development is fundamentally political, and efforts are underway to develop more politically informed ways of thinking and working. The literature does not yet constitute a strong evidence base to link these efforts to more effective aid programming: much evidence is anecdotal, does not meet high standards of robustness, is not comparative, and draws on self-selected successes reported by programme insiders. We discuss factors commonly considered to explain the success of politically informed programmes in areas where conventional programming approaches fall short. We consider evidence in three areas—political context, sector and organization—and provide guidance on where to focus next. Finally, we outline ways of testing the core assumptions of the ‘thinking and working politically’ agenda more thoroughly, to provide a clearer sense of the contribution it can make to aid effectiveness.}, language = {en}, number = {2}, urldate = {2019-07-04}, journal = {Politics and Governance}, author = {Dasandi, Niheer and Laws, Ed and Marquette, Heather and Robinson, Mark}, month = jun, year = {2019}, pages = {155}, } @techreport{tulloch_what_2015, title = {What does ‘adaptive programming’ mean in the health sector?}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/10170.pdf}, abstract = {• There is considerable interest in the concept of adaptive development and what it may look like in different sectors, including health. • Adaptive types of programming from the health sector are relatively advanced; as we work towards the Sustainable Development Goals (SDGs), experiences in health can provide useful lessons for other areas of development. • The international health community may not use the label ‘adaptive development’, but many are already conducting adaptive work. ‘Quality improvement’ is one such tried and tested approach. • Quality improvement is problem-driven, iterative and flexible. The methodology and principles can be used to identify, test and implement changes in any context or part of a health system. • Quality improvement is being used successfully, but there is still limited experience and evidence of how to apply its values and philosophy beyond the project level and embed it within national structures and systems. • Systems thinking and analysis of the political economy environment may help embed complex interventions like quality improvement and sustain their achievements}, urldate = {2018-12-10}, institution = {ODI}, author = {Tulloch, Olivia}, month = dec, year = {2015}, pages = {9}, } @techreport{learning_lab_what_2020, address = {Washington DC}, title = {What difference does {CLA} make to development? {Key} findings from a recent literature review (2020 update)}, url = {https://usaidlearninglab.org/system/files/resource/files/cla_literature_review_update_march_2020_final.pdf}, abstract = {USAID’s Bureau for Policy, Planning and Learning and its LEARN support contract are working to integrate systematic, intentional and resourced collaborating, learning and adapting (CLA) throughout program planning and implementation to achieve more effective development programs. As part of this effort, USAID is exploring several approaches to understand whether and how strategic collaboration, continuous learning and adaptive management make a difference to organizational effectiveness and development outcomes. To begin this work, we have undertaken a foundational literature review of academic and gray literature to answer our key learning questions: • Does an intentional, systematic and resourced approach to collaborating, learning and adapting contribute to organizational effectiveness? To development outcomes? • If so, how? And under what circumstances? • How do we measure the contribution? The 13 key findings, mapped to the CLA Framework below, are described in greater detail in the following pages.}, urldate = {2024-01-31}, institution = {USAID}, author = {Learning Lab}, month = mar, year = {2020}, } @misc{douglas_what_2018, title = {What can the {Thinking} and {Working} {Politically} community learn from peace and conflict mediation?}, url = {https://frompoverty.oxfam.org.uk/what-can-the-thinking-and-working-politically-community-learn-from-peace-and-conflict-mediation/}, abstract = {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 of us working on resolving violent conflicts. Donors have always understood our work could never be disembodied from politics. This field included elements of the UN, regional organisations, and NGOs, such as the one I work for: the Centre for Humanitarian Dialogue. With a new focus on development being enabled by a series of ‘deals’ between different actors, it seems timely to examine the strategies used to reach peace agreements and whether they contain broader lessons for TWP/DDD/Adaptive Management.}, urldate = {2023-08-15}, journal = {From Poverty to Power}, author = {Douglas, Alex}, month = jul, year = {2018}, } @misc{hurcombe_what_2021, title = {What can {Australia} learn from the public service revolution taking hold in {Europe}?}, url = {https://www.centreforpublicimpact.org/insights/what-can-australia-learn-from-the-public-service-revolution-taking-hold-in-europe}, abstract = {Sarah Hurcombe shares what she's learning from the public service revolution building momentum in Europe.}, urldate = {2022-08-02}, journal = {Centre For Public Impact (CPI)}, author = {Hurcombe, Sarah}, month = jul, year = {2021}, } @incollection{gunderson_what_1995, address = {New York}, title = {What {Barriers}? {What} {Bridges}?}, isbn = {978-0-231-10102-8}, abstract = {This volume uses a series of case studies to test an emerging theory of complex adaptive systems that forms the basis for explaining the interrelated dynamics of ecosystems, institutions and society. It deals equally with institutional organization and ecosystem structure.}, language = {English}, booktitle = {Barriers and {Bridges} to the {Renewal} of {Ecosystems} and {Institutions}}, publisher = {Columbia University Press}, author = {Holling, C.S.}, editor = {Gunderson, Lance and Holling, C.S. and Light, Stephen}, month = may, year = {1995}, } @article{raelin_what_2018, title = {What are you afraid of: {Collective} leadership and its learning implications}, volume = {49}, issn = {1350-5076, 1461-7307}, shorttitle = {What are you afraid of}, url = {http://journals.sagepub.com/doi/10.1177/1350507617729974}, doi = {10.1177/1350507617729974}, abstract = {In this provocation, the author attempts to cite the advantages of collective leadership while acknowledging the objections and fears of challengers. Collective leadership is seen as remote because it defies the traditional view of leadership as an individualistic attractive quality that not only protects us but is efficient when applied. Nevertheless, the collective alternative may not only be advisable but required in a connected world featuring a networked economy. The contemporary socio-politico-economic environment requires the contribution of, creativity from, and collaboration among multiple agents providing a dynamic concentration of management and knowledge. If we are to accept and recognize the contribution of a collective leadership, its development would require an entirely different learning model. In particular, collective leadership development occurs as an acute immersion into the practices that are embedded within in situ material–discursive relations—in other words, among people, objects, and their institutions.}, language = {en}, number = {1}, urldate = {2023-05-22}, journal = {Management Learning}, author = {Raelin, Joseph A}, month = feb, year = {2018}, pages = {59--66}, } @misc{green_what_2019, title = {What are the {Simple} {Rules} that guide our {Strategies}?}, url = {https://oxfamblogs.org/fp2p/what-are-the-simple-rules-that-guide-our-strategies/}, abstract = {A management treatise on 'simplre rules' for companies facing unpredictable situations could provide useful guidance to aid organizations}, language = {en-GB}, urldate = {2020-10-01}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = nov, year = {2019}, } @misc{von_sturmer_what_2015, title = {What {Are} the {Next} {Steps} in {Innovation} for {Good} {Governance}?}, url = {http://www.makingallvoicescount.org/blog/what-are-the-next-steps-in-innovation-for-good-governance/}, abstract = {What are the next steps in innovation for good governance? Lucy von Sturmer reflects on lessons learned at Buntwani 2015.}, urldate = {2016-04-26}, journal = {Making All Voices Count}, author = {von Sturmer, Lucy}, month = aug, year = {2015}, } @techreport{ornemark_what_2012, title = {What about the results? {Lessons} from long-term process support to strengthen results-based management ({RBM}) for {Swedish} framework {NGOs} operating in {Western} {Balkans}}, abstract = {The observations and lessons outlined in this report should be seen as a contribution to the on-going learning and reflections in a wider debate on how to assess and monitor results from support to CSOs involved in complex social change processes (as opposed to those involved in more ‘classical’ service delivery and more linear development assistance). These lessons, though directly emerging from the consultancy to provide long-term RBM support to the FOs and their local CSO partners in Western Balkans, also draws on previous experiences and similar lessons from on-going initiatives. In brief, these lessons call for a certain ‘paradigm shift’ in the way we (as development professionals) regard and support RBM for actors involved in less tangible social change processes in highly contested political spaces. Some of these shifts, outlined in more detail in different sections of this report, are summarised below:  From a linear, aggregated cause-and-effect thinking around RBM to one that is linked to human factors and is embedded in systems,  From pushing the burden of reporting down in the system to a clearer division of labour between donors, recipient governments, intermediary agents like framework NGOs (FOs) and implementing CSOs with each actor using its comparative advantage and appropriate role in the RBM process and for its own learning,  From operating in programming and results frameworks where outcomes and impact are largely assumed to be predictable to setting up systems that deal with uncertainty and that capture emerging result patterns through tracking of gradual changes,  From a project/programme perspective to a focus on institutions and systems as actors and arenas for change, where organisations are enabled to act as change agents towards clearly identified processes of social transformation,  From SMART to REAL results frameworks – although SMART (specific, measurable, achievable, realistic and time-bound) principles are always good to keep in mind for the formulation of goals and indicators, the danger of coming up with fictive measuring frameworks calls for a more systematic incorporation of ‘real’ concerns, including making RBM processes rights-based, embedded in local realities (and empowering for those involved), aligned to national reform efforts and national and international human rights commitments, and learning-oriented for all different levels of operations.}, institution = {NCG}, author = {Ørnemark, Charlotte}, month = sep, year = {2012}, } @misc{ulrich_werner_2018, title = {Werner {Ulrich}'s {Homepage}}, url = {http://wulrich.com/}, abstract = {This website provides a variety of resources from Werner Ulrich's work in a range of philosophical and research areas with a particular focus on his own work in critical systems thinking and practice or, Critical Systems Heuristics (CSH).}, author = {Ulrich, Werne}, year = {2018}, } @misc{cekan_webinar_2020, title = {Webinar - {Sustainability} {Ready}: what it takes to support \& measure lasting change}, shorttitle = {Sustainability {Ready}}, url = {http://valuingvoices.com/sustainability-ready-what-it-takes-to-support-measure-lasting-change-webinar/}, abstract = {On June 24th under GLocal’s UNConference, “Co-creating our future stories of hope and action”, Jindra Cekan, Holta Trandafili, and Isabella Jean presented their work on sustainability evaluations and exit strategies via local voices. We chaired a 2-hour discussion session on the following topics: Sustainability of global development projects and exit from them, The importance of valuing local partners’ and participants’ voices, How to embed ex-post evaluation of sustainability into the project cycle, How expectations, benchmarking, and early joint planning in exit strategies, as well as considering long-term ownership \& relevance will support projects to be sustained locally, including questioning who will maintain results, Considering power dynamics between donors and ultimate ‘beneficiaries’ and the value of the impact of the project from a variety of perspectives, and more Here is the recording of our presentation or see just the PowerPoint presentation. We harvested lessons from our three presentations: Jindra Cekan: · Fear of learning about failure in our global development industry – INGOs are “waiting for a successful enough project” to commission ex-post project sustainability evaluation · It needs to be a culture of learning, not a culture of success. · Lack of transparency in sharing program evaluation results with communities and local government is widespread, and even more rarely do we come back after many years and share learnings · Participatory approaches are vital, listening to participants about sustained impacts is key · It is never attribution, always contribution. To isolate impacts, we need to look for project sites that haven’t had multiple other organizations overlapping through all phases. · Building sustainability planning throughout the project cycle is key – but often doesn’t happen Holta Trandafili: · Sustainability needs to be planned to be researched, including evaluating why or why not were project elements sustained, and why? What has the project done to enable communities to sustain improvements? · Expectations of sustainability need to be more modest (as most results are mixed good/bad) · We need to ask: How are you defining and measuring sustainability – for how long should the results last? Among how many participants? Have you set benchmarks for success? · We should expand your toolbox on methodology to investigate sustainability. Stories of success are one of a myriad of methods used, including mixed-methods, cost-benefit, etc. · Start with the need for learning not [just] accountability Isabella Jean: · Sustainability investigation/evaluation/learning should be mindful that this is NOT about projects. It is about people. · We have a system that focuses on gaps and needs to be filled vs. existing capacities’ structures to be reinforced. How can our work on measuring sustainability bring this to light and call it out, so that we change the norm? · Planning for sustainability requires the insight to integrate resources and experiences of outsiders with the assets and capacities of insiders to develop context-appropriate strategies for change If you would like to discuss this with any of us, please send us comments and we’re happy to respond. Thanks again to the G-Local UnConference team! Below please find our bios: Jindra Cekan/ova has worked in global development for 33 years focused on participatory design and M\&E for global non-profits. She founded Valuing Voices 7 years ago. For details, see: Valuing Voices Founder Holta Trandafili is the Research, Learning, and Analytics Manager with World Vision US and has been leading field research, monitoring, and evaluation since 2007. She has led sustainability measurement studies for World Vision programs in Uganda, Kenya, Sri Lanka, India, Burma, and Bolivia. Her areas of expertise and interest include program and community groups’ sustainability measurements; agency-level measurements; empowerment approaches to development; integrated programming; local capacities for peace; gender analysis; and outcome monitoring. Currently, Mrs. Trandafili serves as an Advisory Committee member for InterAction’s Effectiveness and Program Evaluation Working Group and chairs one of the sub-working groups under The Movement for Community-led Development. Isabella Jean supports international and local organizations and funders to document promising practices, facilitate learning and strengthen capacities for conflict sensitivity, peacebuilding and humanitarian effectiveness. She has facilitated action research, collaborative learning and advisory engagements in over 25 countries, and serves as an advisor to policymakers, senior leadership and program teams. Isabella co-authored the book, Time to Listen: Hearing People on the Receiving End of Aid and developed practical guidance to support accountability to communities, listening and feedback loops, and responsible INGO exits. She teaches graduate-level courses on aid effectiveness, program strategies and M\&E of peacebuilding at Brandeis University’s Heller School for Social Policy and Management. Previously, Isabella directed training at a community organizing network and conducted policy research for the Institute for Responsive Education, UNDP, and Coexistence International.}, language = {en-US}, urldate = {2020-10-01}, journal = {Valuing Voices}, author = {Cekan, Jindra}, month = jul, year = {2020}, } @misc{sid_webinar_2020, title = {Webinar - {Practicing} {Thinking} and {Working} {Politically} ({TWP}): {Voices} from the {Field}}, shorttitle = {Practicing {Thinking} and {Working} {Politically} ({TWP})}, url = {https://www.youtube.com/watch?v=FzBg8bM7dQ8}, abstract = {Current thinking on effective international development interventions highlights the importance of “thinking and working politically” (TWP). Among the emerging lessons of experience is that thinking politically, using tools such as political economy analysis, is more easily undertaken than working politically. How can the two pillars of TWP be effectively integrated? What challenges exist and how have practitioners confronted them? This session focuses on listening to voices from the field to explore answers to these questions. The organizers solicited proposals from implementers, reaching out to SID-W members and the Washington, D.C.-based TWP community of practice. They selected the following four projects that illustrate different approaches to practicing TWP. • Mercy Corps: Integrated Maji Infrastructure and Governance Initiative for Eastern Congo, Democratic Republic of the Congo • Asia Foundation: Tourism Strategy Project, Timor-Leste • Counterpart International: Rights and Dignity Project, El Salvador • RTI International: Knowledge Sector Initiative, Indonesia Their voices will be bookended by Sarah Frazer (RTI International), who will summarize a recent study, Thinking and Working Politically: Lessons from Diverse and Inclusive Applied Political Economy Analysis, and Alina Rocha Menocal (Overseas Development Institute), who will provide commentary on the four projects and the study findings. Ann Hudock (Counterpart International) will moderate.}, urldate = {2020-10-01}, publisher = {Society for International Development.}, author = {SID}, month = jul, year = {2020}, } @techreport{mercy_corps_webinar:_2015, type = {Text}, title = {Webinar: {Operationalizing} {Adaptive} {Management}: {What} it takes. {Why} it matters.}, shorttitle = {Operationalizing {Adaptive} {Management}}, url = {https://usaidlearninglab.org/library/operationalizing-adaptive-management-what-it-takes-why-it-matters}, abstract = {Development actors increasingly agree that managing programs adaptively – especially complex interventions – can improve their effectiveness. A growing body of evidence supports this claim. But what does adaptive management look like in practice? What does it require of managers and donors to make happen? How can we reconfigure incentives and success metrics to support adaptation, while remaining compliant?}, language = {en}, urldate = {2019-03-28}, institution = {Mercy Corps}, author = {Mercy Corps}, month = sep, year = {2015}, } @misc{usaid_webimar_2017, title = {Webimar - {Adaptive} {Management} at the {Strategy} {Level}: {Portfolio} {Reviews} and {Mid} {Course} {Stocktaking}}, shorttitle = {Adaptive {Management} at the {Strategy} {Level}}, url = {https://usaidlearninglab.org/library/adaptive-management-strategy-level-portfolio-reviews-and-mid-course-stocktaking}, abstract = {On Wednesday, November 15, 2017 at 8:00 a.m. EST, the Bureau for Policy, Planning and Learning (PPL) held a one-hour webinar exploring Strategy-level Portfolio Reviews and Mid Course Stocktaking.}, language = {en}, urldate = {2019-02-25}, publisher = {USAID}, author = {USAID}, month = nov, year = {2017}, } @techreport{jass_we_2017, address = {Washington DC}, title = {We {Rise} - {Movement} {Building} {Reimagined}}, url = {https://werise-toolkit.org/en}, abstract = {In our virtual toolkit, We Rise: Movement Building Reimagined, we describe in detail four interconnected cycles of movement building – Rising Up, Building Up, Standing Up, and Shaking Up. At the heart of these cycles lies an analysis of how to challenge and transform power. Each cycle features key ideas, relevant tools, and practical tips from our work and activists in our network that movement builders around the world can learn from and adapt in their own work.}, urldate = {2022-10-03}, institution = {Just Associates}, author = {JASS}, year = {2017}, } @misc{overseas_development_institute_we_2014, address = {London}, title = {‘{We} have the solutions to our own problems’: supporting civil society in {Nigeria}}, shorttitle = {‘{We} have the solutions to our own problems’}, url = {https://www.youtube.com/watch?v=oauywXo7FC0}, abstract = {Development assistance programmes that start from careful analysis of what works and what does not in country contexts are still remarkably rare. One reason for this is the lack of well documented examples of ‘politically’ smart aid programming. To this end, this film outlines the experience of the State Accountability and Voice Initiative (SAVI), a DFID-funded programme in Nigeria providing support to civil society, media and governmental organisations.}, urldate = {2019-04-16}, publisher = {ODI}, author = {{Overseas Development Institute}}, month = oct, year = {2014}, } @misc{haldrup_we_2021, title = {We have experimented with different approaches to systems transformation — here are five insights}, url = {https://medium.com/@undp.innovation/we-have-experimented-with-different-approaches-to-systems-transformation-here-are-five-insights-ae545a2339b1}, abstract = {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…}, language = {en}, urldate = {2021-11-09}, journal = {UNDP Innovation}, author = {Haldrup, Søren Vester}, month = may, year = {2021}, } @misc{pasanen_we_2021, title = {We created this {MEL} system for you, now please own it! {\textbar} {From} {Poverty} to {Power}}, url = {https://frompoverty.oxfam.org.uk/we-created-this-mel-system-for-you-now-please-own-it/}, abstract = {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 they can do is interrogate existing practices, introduce new ideas, and support change processes already underway to ensure lasting, transformative impact. They are a multiplier for homegrown change initiatives, not a substitute. Don’t hire MEL consultants to sell you tools or tell you what to do. Hire them because you need a critical friend along the path of organisational change. Own, then learn – not the other way round.}, urldate = {2023-12-14}, author = {Pasanen, Tiina and Yanguas, Pablo}, month = jul, year = {2021}, } @techreport{joyce_watering_2015, title = {Watering the {Grassroots}: {A} {Strategy} for {Social} {Movement} {Support}}, url = {http://www.transparency-initiative.org/think-pieces/watering-the-grassroots-a-strategy-for-social-movement-support}, abstract = {In this third and final think piece exploring the role of grassroots organizations and movements for state accountability (find the previous pieces here and here), the author Mary Joyce, proposes new thinking about how funders and other external organizations can best support social movements. Funding and other support for popular organizations and movements is not straightforward, and there are potential risks and distortions involved. Interested supporters need to clearly identify and articulate these obstacles in their discussions with movement activists before pursuing and funding or other support activities. This think piece outlines several potential avenues of support: small, flexible grants; funding intermediary organizations; providing external consultants or researchers to work with movements; and other options as well. These suggestions provide ideas for funders and other organizations seeking to move beyond projects to supporting robust accountability ecosystems, in which grassroots organizations and movements play a critical role.}, urldate = {2016-04-05}, institution = {Transparency \& Accountability Initiative}, author = {Joyce, Mary}, month = jul, year = {2015}, } @techreport{sdc_was_2018, title = {Was bedeutet “{Staying} {Engaged}” im {Kontext} der aktuellen {Krise} in {Nicaragua}? Überlegungen und {Strategien} der {ALAK} ({Internal} memo)}, abstract = {«Mitigation» (im Sinne von Notlinderung) und «Transformation» sind die zwei Schlagworte, an welchen sich die Neuausrichtung des Portfolios in Nicaragua über die nächsten Monate orientieren wird. Ziel ist es, dass die Schweiz ihr über die letzten Jahrzehnte akquiriertes politisches Kapital und ihre Expertise nutzt, um zu einer Linderung der Auswirkung der Krise für die Bevölkerung beizutragen und mithilft die Grundlagen für eine Transformation der politischen Kultur und eine langfristig angelegte Demokratisierung zu schaffen.}, institution = {SDC}, author = {SDC}, month = dec, year = {2018}, } @incollection{stilger_walking_2017, title = {Walking the {Long} {Road} {Together}}, isbn = {978-1-5456-0974-3}, abstract = {On March 11, 2011, overwhelming and incomprehensible disaster struck the northeast coast of Japan. Life for those in the region would never be the same. This book is about the awakening that follows disaster. About the minutes and months and years that come after now. It is about what happens when we're smacked on the side of the head and open our eyes, startled out of the trance in which we have been living our days. It is about the opportunities always present, often invisible, to create the lives we want, now. AfterNow chronicles the author's journey with the Japanese people over 6 years -- his own story of awakening after plunging into this disaster and the stories from people who found where to take their first step, and the next. It offers the tools and processes and worldview people discovered to create what comes after now. It is built around two big ideas. The first is that after disaster, we find our way forward, together. We come awake, together. Disaster obliterates the past, plunges the present into chaos and cocoons the future. We need each other to see and build the new. The second idea is that we don't have to wait for the tragedy of disaster to make the communities and lives we want. We can engage each other with respect, curiosity and generosity and begin to co-create what we want, now. We live in a period of precipitous, unpredictable change. The book is for those who want to make this time more livable and less insane. In Japan and all over the world, we are living in the messy middle where old forms are falling apart and new possibilities are in early stages. The ground is pulled out from under us on a regular basis. Our work right now is to learn to coexist with the messiness. We need to keep trying things, to keep learning. We need to remain focused on our purpose and follow the braided strand of intention and surrender as we find our way forward. embracing radical uncertainty, showing up as fully as we can each moment, each breath.}, language = {English}, booktitle = {Afternow: {When} {We} {Cannot} {See} the {Future} {Where} {Do} {We} {Begin}?}, publisher = {McP Books}, author = {Stilger, Bob}, month = nov, year = {2017}, } @misc{denney_walking_2018, title = {Walking the adaptive talk}, url = {http://www.devpolicy.org/walking-the-adaptive-talk-20180911/}, abstract = {The first in a three-part series on adaptive aid.Lisa Denney clarifies the confusion.}, language = {en-US}, urldate = {2018-09-24}, journal = {Devpolicy Blog from the Development Policy Centre}, author = {Denney, Lisa}, month = sep, year = {2018}, } @misc{aston_whither_2020, title = {W(h)ither sanctions?}, url = {https://www.linkedin.com/pulse/whither-sanctions-thomas-aston/}, abstract = {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.}, journal = {Thomas Aston LinkedIn pulse}, author = {Aston, Tom}, month = aug, year = {2020}, } @techreport{sace_volume_2018, title = {Volume 3: {Participatory} {Monitoring}, {Evaluation}, and {Learning} in {Complex} {Adaptive} {Environments}}, url = {https://www.rootchange.org/wp-content/uploads/2019/11/SACE-Legacy-Volume-3-Branded.pdf}, abstract = {This volume is the last in a series of papers about systems approaches in complex environments, which includes the use of the collective impact model to address large-scale social problems, and the application of participant-driven MEL techniques across 17 networks of civil society organizations. It is based on the experiences of Root Change and Chemonics, two development partners working on a USAID civic engagement project in Nigeria (2013-2018), as well as hundreds of civil society organization partners. This is the final paper in the series and aims to highlight how the adaptation of participatory monitoring, evaluation, and learning techniques (e.g., most significant change, outcome mapping, and outcome harvesting) evolved and ultimately empowered cluster members. The first paper in the series presented a brief introduction to systems approaches in advocacy settings, the SACE theory of change, and the scope of Root Change’s work as technical lead on capacity building and measurement. The second volume aims to address the innovative use of the advocacy strategy matrix, adapted from work by the Center for Evaluation Innovation, for collective impact and the Collective Impact Model, an approach that engages multiple players in working together to solve complex social problems.}, urldate = {2020-02-14}, institution = {SACE Program}, author = {SACE}, month = dec, year = {2018}, } @techreport{oswald_voices_2014, address = {Brighton}, title = {{VOICES} - {On} speaking, mediation, representation and listening}, url = {http://www.makingallvoicescount.org/publication/voices}, urldate = {2016-04-22}, institution = {MAVC}, author = {Oswald, Katy}, month = jun, year = {2014}, } @techreport{naraya_voices_2000, title = {Voices of the poor: can anyone hear us?}, shorttitle = {Voices of the poor}, url = {http://documents.worldbank.org/curated/en/131441468779067441/Voices-of-the-poor-can-anyone-hear-us}, abstract = {This book is the first in a three-part series, about the common patterns that emerged from the poor people's experiences in many different places. Chapter 1 sets out the conceptual framework and methodology. Chapter 2 discusses poverty from the perspective of the poor. Chapter 3 examines poor people's experience with the state, and includes case studies of access to health care and education. Chapter 4 addresses the nature and quality of poor people's interactions with civil society. Chapter 5 considers the household as a key social institution, and discusses gender relations within households and how these relations affect and are affected by larger institutions of society. Chapter 6 focuses on social fragmentation, and includes a discussion of social cohesion and social exclusion. Chapter 7 concludes the analysis and proposes some policy recommendations. The analysis leads to these conclusions: 1) poverty is multidimensional; 2) the state has been largely ineffective in reaching the poor; 3) the role of nongovernmental organizations (NGOs) in the lives of the poor is limited, forcing the poor to depend primarily on their own informal networks; 4) households are crumbling under the stresses of poverty; and 5) the social fabric - poor people's only}, language = {en}, number = {20246}, urldate = {2017-06-04}, institution = {The World Bank}, author = {Naraya, Deepa*Patel}, month = mar, year = {2000}, pages = {1}, } @techreport{gurumurthy_voice_2017, address = {Brighton}, title = {Voice or chatter? {Making} {ICTs} work for transformative engagement: research report summary}, copyright = {Attribution-NonCommercial-NoDerivs 2.0 UK: England \& Wales}, shorttitle = {Voice or chatter?}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/13206}, abstract = {What are the conditions in democratic governance that make information and communication technology (ICT)-mediated citizen engagement transformative? While substantial scholarship exists on the role of the Internet and digital technologies in triggering moments of political disruption and cascading upheavals, academic interest in the sort of deep change that transforms institutional cultures of democratic governance, occurring in ‘slow time’, has been relatively muted. This study attempts to fill this gap. It is inspired by the idea of participation in everyday democracy and seeks to explore how ICT-mediated citizen engagement can promote democratic governance and amplify citizen voice. The study involved empirical explorations of citizen engagement initiatives in eight sites – two in Asia (India and Philippines), one in Africa (South Africa), three in South America (Brazil, Colombia, Uruguay) and two in Europe (Netherlands and Spain).}, language = {en}, urldate = {2019-06-17}, institution = {IDS}, author = {Gurumurthy, Anita and Bharthur, Deepti and Chami, Nandini}, year = {2017}, } @misc{lectica_virtuous_2020, title = {Virtuous cycles of learning ({VCoL}) and the +7 skills}, url = {https://lecticalive.org/about/vcol}, abstract = {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 new knowledge is integrated into existing knowledge in a way that makes it useful and "sticky." When people work with our assessments, they're not only building knowledge, they're also nurturing the dispositions and skills required for a lifetime of learning and development.}, urldate = {2023-11-20}, journal = {Lectica Live}, author = {Lectica}, year = {2020}, } @article{stein_virtuous_2014, title = {Virtuous cycles of learning: {Using} formative, embedded, and diagnostic developmental assessments in a large-scale leadership program}, volume = {9}, shorttitle = {Virtuous cycles of learning}, url = {https://www.researchgate.net/publication/299513832_Virtuous_cycles_of_learning_Using_formative_embedded_and_diagnostic_developmental_assessments_in_a_large-scale_leadership_program}, abstract = {This article presents preliminary results from a series of ongoing action-research projects involving the use of embedded diagnostic developmental assessments (called LectaTests™) in leadership education contexts. These findings are presented to support a particular metatheoretical approach to learning and education in which embedded assessments form a crucial part of ongoing virtuous cycles of action, feedback, support, and learning. We present two types of evidence. First, we compare developmental growth across eight program evaluations in which LectaTests were and were not embedded. Second, we examine how embedding LectaTests in a large-scale leadership development program affected the growth of managers and their direct reports. We review these findings with an eye toward detecting the benefits of using developmental assessment as embedded diagnostics alongside their use as research instruments. We begin by using Integral Theory to structure a discussion about the ideal function of developmental assessments in educational contexts.}, urldate = {2023-11-20}, journal = {Journal of Integral Theory and Practice}, author = {Stein, Z. and Dawson, Theo and Van Rossum, Zachary and Rothaizer, Joel and Hill, S.}, month = dec, year = {2014}, pages = {1--11}, } @inproceedings{dawson_virtuous_2011, address = {Sicily}, title = {Virtuous cycles of learning: {Redesigning} testing during the digital revolution}, shorttitle = {Virtuous cycles of learning}, url = {https://www.researchgate.net/publication/266022255_Virtuous_cycles_of_learning_Redesigning_testing_during_the_digital_revolution}, doi = {10.13140/2.1.2448.5121}, abstract = {This paper explores positive new directions for the future of educational testing by examining trends at the interface of the learning sciences and advances in educational technologies. A brief history of the relation between testing and technology sets the stage for a look at emerging “edu-tech” trends and what these might mean for the future of testing. This historical-critical look at past and present testing practices reveals that the learning sciences have been less influential in shaping the growth of testing infrastructures than cumulative advances in technology that have enabled large-scale standardization and automation. We argue that during the current “digital revolution” the learning sciences ought to assume more responsibility for shaping the adoption of new testing technologies. We propose a set of principles that, if followed, would move tomorrow’s testing infrastructures toward learning-centric design. Combining the affordances of new digital technologies with advances in our understanding of learning make it possible to build tests that promote multi-level learning in educational systems, catalyzing virtuous cycles of learning for everyone they affect—students, teachers, school leaders, policy makers, and researchers. The DiscoTest™ Initiative is presented as a reform effort that is guided by these design principles, serving as an example of positive new possibilities for testing at the interface of the learning sciences and new educational technologies.}, urldate = {2023-11-20}, author = {Dawson, Theo and Stein, Zachary}, month = aug, year = {2011}, doi = {10.13140/2.1.2448.5121}, } @techreport{akf_virtual_2023, title = {Virtual {Facilitation} {Techniques} for {Work} {Teams} and {Communities} of {Practice}. {A} guide for designing and running dynamic and engaging remote sessions and meetings}, url = {https://akflearninghub.org/documents/virtual-facilitation-techniques-for-akfs-communities-of-practice/}, abstract = {This free guide aims to build the skills and confidence of people designing and facilitating virtual meetings, including online community of practice sessions. By the time they have gone through this guide, community of practice facilitators will be able to: Design an engaging and participatory virtual session, Develop an effective, varied and realistic agenda for a virtual session, Apply a wide range of virtual facilitation techniques, and Using technology to facilitate virtual sessions. This toolkit was developed by the Aga Khan Foundation.}, language = {en-US}, urldate = {2023-10-02}, author = {AKF}, year = {2023}, } @misc{dawson_vcol_2019, title = {{VCoL} in action: {How} to use micro-{VCoLs} to learn optimally on the fly}, shorttitle = {{VCoL} in action}, url = {https://theo-dawson.medium.com/learning-in-the-moment-how-to-use-micro-vcols-to-learn-optimally-on-the-fly-185d700804b}, abstract = {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 information, and reflecting on outcomes (preferably with input from others). But in the case of the micro-VCoL, the focus is on the smaller skills (micro-skills) that make up complex sets of skills.}, language = {en}, urldate = {2023-11-20}, journal = {Medium}, author = {Dawson, Theo}, month = jul, year = {2019}, } @article{fung_varieties_2006, title = {Varieties of {Participation} in {Complex} {Governance}}, volume = {66}, url = {file://D:\pedro\Mis Documentos\Dropbox\Dropy-Documentos\EndNote\bibliografia-ePart.EndNoteX.Data\PDF\FungVarietiesPAR2006Final-0446200588/FungVarietiesPAR2006Final.pdf}, doi = {10.1111/j.1540-6210.2006.00667.x}, abstract = {The multifaceted challenges of contemporary governance demand a complex account of the ways in which those who are subject to laws and policies should participate in making them. This article develops a framework for understanding the range of institutional possibilities for public participation. Mechanisms of participation vary along three important dimensions: who participates, how participants communicate with one another and make decisions together, and how discussions are linked with policy or public action. These three dimensions constitute a space in which any particular mechanism of participation can be located. Different regions of this institutional design space are more and less suited to addressing important problems of democratic governance such as legitimacy, justice, and effective administration.}, journal = {Public Administration Review}, author = {Fung, Archon}, year = {2006}, pages = {66--75}, } @article{warner_vanuatu_2017, title = {{VANUATU} {GOVERNANCE} {FOR} {GROWTH} {PROGRAM} – {REVIEW}}, language = {en}, author = {Warner, Robert and Gouy, Jonathan and Samson, Anthony}, month = apr, year = {2017}, pages = {92}, } @techreport{wadley_valuing_2017, address = {Geneve}, title = {Valuing peace: delivering and demonstrating mediation results - {Dilemmas} \& options for mediators}, url = {https://www.hdcentre.org/wp-content/uploads/2017/12/HDC_MPS7_EN-REV2-WEB.pdf}, abstract = {Essential points for practitioners and donors • Mediation offers a cost-effective and proven method for resolving armed conflict. Between 1985 and 2015, 75 per cent of armed conflicts in the world were resolved through agreement rather than by force. In most cases these processes will have involved third party facilitation or support. • Professional mediators understand the high stakes involved in their work to prevent, mitigate and resolve armed conflict. In addition, they and their financial supporters are increasingly required to demonstrate ‘value-for-money’ to ensure continued funding. • However, traditional monitoring and evaluation (M\&E) methods are not well suited to this task, typically imposing artificially linear project models on a dynamic conflict situation, as well as compliance reporting that moves attention away from real value. • Traditional M\&E methods tend to focus on documenting the past and generating vast amounts of data, rather than enabling timely adaptation of the project in the present. • Traditional M\&E approaches rely heavily on external evaluation consultants. Even in the best of cases this may interfere with the mediation process and impose a heavy time burden on the project team, leading to low acceptance of traditional M\&E approaches by mediation practitioners. • In contrast, an ideal M\&E approach for mediation should deliver useful insights in even the most dynamic and sensitive mediation environments, impose a light reporting burden, and be readily accepted by mediation teams. It should protect discretion and trust, enable rapid adaptation, and also provide some assurance that donor funds are being well spent.}, urldate = {2023-08-15}, institution = {Centre for Humanitarian Dialogue}, author = {Wadley, Ian}, month = nov, year = {2017}, } @techreport{laws_value_2021, address = {London}, type = {Working {Paper}}, title = {Value for money and adaptive programming - {Approaches}, measures and management}, url = {https://cdn.odi.org/media/documents/odi-ml-rethinkingvfm-wp572-final.pdf}, abstract = {- The United Kingdom’s Foreign, Commonwealth and Development Office (FCDO)’s standard economy, efficiency, effectiveness/cost-effectiveness and equity (4E) framework is still relevant for approaching, measuring and managing value for money (VfM) for adaptive programmes. • However, this framework needs to be reframed to capture and incentivise flexibility, learning and adaptation. • VfM appraisal and reporting should be done in a way that draws on beneficiary feedback and informs good decision-making, rather than just being a compliance exercise. • If VfM appraisal and reporting cannot be done appropriately for adaptive programmes, it should be avoided or minimised. There is a risk of diverting time and resources from more suitable tools and methods.}, urldate = {2021-06-04}, institution = {ODI}, author = {Laws, Ed and Valters, Craig}, month = mar, year = {2021}, } @techreport{king_value_2023, address = {New Zealand}, title = {Value for {Investment}: {Application} and {Insights}. {Youth} {Primary} {Mental} {Health} and {Addictions} {Evaluation}}, url = {https://juliankingnz.substack.com/p/new-vfm-guide-for-evaluators}, abstract = {What’s in the guide? This new document provides: An overview of the VfI approach, including the conceptual principles and processes underpinning it A worked example of the approach in action: evaluating the Youth Primary Mental Health and Addictions initiative in New Zealand Transferrable learning for others considering the use of the VfI approach.}, language = {en}, institution = {Dovetail Consulting}, author = {King, Julian and Crocket, Alicia and Field, Adrian}, month = jun, year = {2023}, } @techreport{king_value_2016, address = {Auckland}, title = {Value for {Investment}. {A} {Practical} {Evaluation} {Theory}}, url = {http://www.julianking.co.nz/wp-content/uploads/2014/09/160527-VFI-jk8-web.pdf}, abstract = {I am a public policy consultant from Auckland, New Zealand. My practice specializes in evaluation and economic analysis. In this booklet I set out a model for evaluating value for investment (VFI) in social programs. The model defines VFI as an evaluative question about an economic problem. It uses explicit evaluative reasoning to provide a clear answer to the VFI question. Methods are matched to context, to provide the specific mix of evidence (economic and/or other) needed to support a wellreasoned, well-evidenced evaluative judgment.}, urldate = {2023-09-28}, institution = {Kinnect Group}, author = {King, Julian}, year = {2016}, } @techreport{patton_utilization-focused_2013, title = {Utilization-{Focused} {Evaluation} ({U}-{FE}) {Checklist}}, url = {https://www.wmich.edu/sites/default/files/attachments/u350/2014/UFE_checklist_2013.pdf}, abstract = {Utilization-Focused Evaluation begins with the premise that evaluations should be judged by their utility and actual use; therefore, evaluators should facilitate the evaluation process and design any evaluation with careful consideration of how everything that is done, from beginning to end, will affect use. Use concerns how real people in the real world apply evaluation findings and experience and learn from the evaluation process. The checklist is based on Essentials of Utilization-Focused Evaluation (Patton, 2012, Sage Publications). All references in the checklist to exhibits and menus refer to this book. Step 1 Assess and build program and organizational readiness for utilization-focused evaluation. Step 2 Assess and enhance evaluator readiness and competence to undertake a utilizationfocused evaluation. Step 3 Identify, organize, and engage primary intended users. Step 4 Conduct situation analysis with primary intended users Step 5 Identify primary intended uses by establishing the evaluation’s priority purposes. Step 6 Consider and build in process uses if appropriate. Step 7 Focus priority evaluation questions. Step 8 Check that fundamental areas for evaluation inquiry are being adequately addressed. Step 9 Determine what intervention model or theory of change is being evaluated. Step 10 Negotiate appropriate methods to generate credible findings and support intended use by intended users. Step 11 Make sure intended users understand potential controversies about methods and their implications. Step 12 Simulate use of findings. Step 13 Gather data with ongoing attention to use. Step 14 Organize and present the data for use by primary intended users. Step 15 Prepare an evaluation report to facilitate use and disseminate significant findings to expand influence. Step 16 Follow up with primary intended users to facilitate and enhance use. Step 17 Metaevaluation of use: Be accountable, learn, and improve}, urldate = {2018-10-22}, institution = {The Evaluation Center}, author = {Patton, Michael Quinn}, month = jan, year = {2013}, pages = {19}, } @techreport{patton_utilization-focused_2009, title = {Utilization-focused evaluation for agricultural innovation}, url = {https://cgspace.cgiar.org/bitstream/handle/10568/70056/ILAC_Brief22_Utilization_Focus_Evaluation.pdf?sequence=1&isAllowed=y}, abstract = {Utilization-focused evaluation (UFE) is based on the principle that an evaluation should be judged by its utility. So no matter how technically sound and methodologically elegant, an evaluation is not truly a good evaluation unless the findings are used. UFE is a framework for enhancing the likelihood that evaluation findings will be used and lessons will be learnt from the evaluation process. This Brief, based on the book Utilization-focused evaluation, introduces this approach to evaluation, outlines key steps in the evaluation process, identifies some of the main benefits of UFE, and provides two examples of UFE in the context of programmes aimed at promoting agricultural innovation.}, number = {22}, urldate = {2018-10-22}, institution = {CGIAR}, author = {Patton, Michael Quinn and Horton, D}, year = {2009}, pages = {4}, } @book{ramirez_utilization_2013, address = {Penang, Malaysia}, title = {Utilization focused evaluation: a primer for evaluators}, isbn = {978-983-9054-61-3}, shorttitle = {Utilization focused evaluation}, url = {https://evaluationinpractice.files.wordpress.com/2013/04/ufeenglishprimer.pdf}, abstract = {Ram\írez, R., \& Brodhead, D. (2013).\ Utilization focused evaluation: A primer for evaluators. Penang, Malaysia: Southbound. Retrieved from http://evaluationinpractice.files.wordpress.com/2013/04/ufeenglishprimer... This book, authored by Ricardo Ramírez and Dal Brodhead, is designed to support evaluators and program managers implement Utilization-focused evaluation (UFE). It includes detailed discussion of the 12 steps for implementing UFE and also provides a number of case studies to guide the user. Excerpt "Throughout this Primer we refer to the value of having a mentor to assist an evaluator who is using UFE for the first time. Our collective experiences with UFE indicated having a mentor was, for many UFE participants, an essential support and it reflects how we learned and mentored UFE. Evaluators may use elements of a UFE in their work naturally, for example by engaging users in planning the process or in assisting them in the utilization of findings. This Primer, however, walks the reader through UFE by systematically covering all of the 12 steps. It reflects deeply on the UFE evaluation practice and builds from it." (Ramírez \& Brodhead 2013) Contents What is Utilization Focused Evaluation? 1 The UFE Framework Summarized in Steps 3 The DECI Project 6 The UFE Steps Illustrated with Project Examples 9 Step 1 Assessing Program Readiness 10 Step 2 Assessing Evaluators’ Readiness 18 Step 3 Identifying Primary Intended Users 24 Step 4 Situational Analysis 31 Step 5 Identification of Primary Intended Users 38 Step 6 Focusing the Evaluation 44 Step 7 Evaluation Design 54 Step 8 Simulation of Use 58 Step 9 Data Collection 62 Step 10 Data Analysis 65 Step 11 Facilitation of Use 68 Step 12 Meta Evaluation 72 Summary About What Each Step Entails 76 What Benefit Does UFE Bring to Commissioners of Evaluation? 81 Take Away Lessons 83 Postscript 87 The UFE Checklist 89 Case Studies 103 Recommended Reading 110}, language = {English}, urldate = {2018-10-22}, publisher = {Southbound}, author = {Ramirez, Ricardo and Brodhead, Dal}, year = {2013}, note = {OCLC: 856648540}, } @misc{better_evaluation_utilization-focused_nodate, title = {Utilization-{Focused} {Evaluation}}, url = {https://www.betterevaluation.org/en/plan/approach/utilization_focused_evaluation}, abstract = {Utilization-Focused Evaluation (UFE), developed by Michael Quinn Patton, is an approach based on the principle that an evaluation should be judged on its usefulness to its intended users. Therefore evaluations should be planned and conducted in ways that enhance the likely utilization of both the findings and of the process itself to inform decisions and improve performance.}, urldate = {2018-10-22}, journal = {Better Evaluation}, author = {{Better Evaluation}}, } @misc{walker_using_2017, title = {Using what we know: {How} to ensure tech projects meet the brief}, shorttitle = {Using what we know}, url = {http://www.makingallvoicescount.org/blog/using-know-ensure-tech-projects-meet-brief/}, abstract = {Making tech effective - building on what we already know}, urldate = {2017-10-24}, journal = {Making All Voices Count}, author = {Walker, Tom}, month = oct, year = {2017}, } @article{sauser_using_2011, title = {Using {Systemigrams} in {Problem} {Definition}: {A} {Case} {Study} in {Maritime} {Resilience} for {Homeland} {Security}}, volume = {8}, shorttitle = {Using {Systemigrams} in {Problem} {Definition}}, doi = {10.2202/1547-7355.1773}, abstract = {The concept of resilience has been used among a diversity of fields with a myriad of definitions. A systems approach to discovering the essence of resilience could aid in understanding its concept and provide opportunities to distinguish its systemic characteristics that can be identified, planned, or analyzed regardless of the field in which it is considered. In order to begin executing such an approach, a comprehensive study of the literature on the topic and circumstances in which resilience has been used or referred to in several fields of studies is necessary. In this paper, the conceptual common denominator of resilience is identified based on the results of a literature survey and according to the way it has been used in different contexts. This basis leads to the objective of this effort, and that is to recognize the systemic characteristics of resilience and demonstrate the defining of a universally accepted definition. Using a soft systems methodology and a supporting systemic diagramming technique entitled Systemigrams, we present the formulation of defining resilience in maritime homeland security. In this effort, many stakeholders contributed their thoughts and concerns on the meaning and operational use of resilience through a repetitive process to formulate a definition of the term. The result of this methodic approach is a general definition of resilience that has been refined in a collaborative environment via the application the Boardman Soft Systems Methodology.}, journal = {Journal of Homeland Security and Emergency Management}, author = {Sauser, Brian and Mansouri, Mo and Omer, Mayada}, month = jan, year = {2011}, } @misc{usaid_learning_lab_using_2015, title = {Using {Systemic} {M}\&{E} {Tools} in {Feed} {The} {Future} {Uganda}: {Sensemaker} ® - {Webinar}}, url = {https://usaidlearninglab.org/events/using-systemic-me-tools-feed-future-uganda-sensemaker-%C2%AE}, abstract = {This webinar is part of a series organized by SEEP's Market Facilitation Initiative (MaFI), USAID's LEO project and the BEAM Exchange as a part of the "Learning with the Toolmakers" webinar series. As part of a new cycle of webinars focusing on inclusive market facilitation tools. In this series, Eric Derks and Leanne Rasmussen will share learning from this five-year, multi-million dollar USAID program, the objective of which is to increase Ugandan farmers’ use of good quality agro-inputs by fostering more inclusive systemic changes in the agro-inputs industry. Using Systemic M\&E Tools in Feed The Future Uganda: Sensemaker ® This third webinar in the series, titled “,” will look at how the project team used this tool and method to monitor systemic change. Leanne and Eric will share their experiences with using the tool and give recommendations to other practitioners who are interested in applying it. What is Sensemaker ®? SenseMaker combines an innovative research methodology with patented software to collect and analyze large quantities of narratives in order to understand complex change. It brings together insights from complexity sciences, anthropology, and cognitive science. It uses participants’ narratives to uncover foundational attitudes and norms that inform and influence behavior. This webinar is organized by SEEP's Market Facilitation Initiative (MaFI), USAID's LEO project and the BEAM Exchange as a part of the "Learning with the Toolmakers" webinar series.}, author = {{USAID Learning Lab}}, year = {2015}, } @misc{deprez_using_2022, type = {Webinar}, title = {Using stories in evaluation: {Participatory} {Narrative} {Inquiry} and {Sensemaking}}, shorttitle = {Using stories in evaluation}, url = {https://www.evalforward.org/webinars/using-stories}, abstract = {Sensemaking and Participatory Narrative Inquiry (PNI) are similar approaches, based on collecting stories about a real life experience from a large number of stakeholders on a topic of interest to the evaluation, and giving the storytellers themselves the responsibility for analyzing and making sense of the stories. Because a large number of stories are collected and self-interpreted, it is possible to conduct quantitative analysis of recurrent themes, perspectives and feelings emerging in the narratives. By combining elements of qualitative and quantitative research, these approaches help to make sense of complex and evolving realities. This session presented the general approach of Sensemaking and PNI. Panelists discussed their experiences with this method, recently used in IFAD and WFP’s evaluations and invited participants to share their own experiences with using stories in evaluation.}, urldate = {2022-07-26}, collaborator = {Deprez, Steff and Carbon, Michael and Felloni, Fabrizio}, month = jun, year = {2022}, } @techreport{breckon_using_2016, address = {London}, title = {Using {Research} {Evidence} - {A} practice guide}, url = {http://www.nesta.org.uk/sites/default/files/using_evidence_what_works.pdf}, urldate = {2017-06-04}, institution = {Alliance for Useful Evidence}, author = {Breckon, Jonathan}, month = jan, year = {2016}, } @techreport{duflo_using_2006, type = {Working {Paper}}, title = {Using {Randomization} in {Development} {Economics} {Research}: {A} {Toolkit}}, shorttitle = {Using {Randomization} in {Development} {Economics} {Research}}, url = {http://www.nber.org/papers/t0333}, abstract = {This paper is a practical guide (a toolkit) for researchers, students and practitioners wishing to introduce randomization as part of a research design in the field. It first covers the rationale for the use of randomization, as a solution to selection bias and a partial solution to publication biases. Second, it discusses various ways in which randomization can be practically introduced in a field settings. Third, it discusses designs issues such as sample size requirements, stratification, level of randomization and data collection methods. Fourth, it discusses how to analyze data from randomized evaluations when there are departures from the basic framework. It reviews in particular how to handle imperfect compliance and externalities. Finally, it discusses some of the issues involved in drawing general conclusions from randomized evaluations, including the necessary use of theory as a guide when designing evaluations and interpreting results.}, number = {333}, urldate = {2018-10-19}, institution = {National Bureau of Economic Research}, author = {Duflo, Esther and Glennerster, Rachel and Kremer, Michael}, month = dec, year = {2006}, doi = {10.3386/t0333}, } @techreport{denney_using_2016, type = {Toolkit}, title = {Using political economy analysis in conflict, security and justice programmes}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/10362.pdf}, urldate = {2018-12-10}, institution = {ODI}, author = {Denney, Lisa}, month = mar, year = {2016}, pages = {20}, } @misc{bhatia_using_2017, title = {Using {PDIA} to {Put} {Data} {Into} {Action}}, url = {http://www.developmentgateway.org/blog/using-pdia-put-data-action}, abstract = {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...}, urldate = {2017-06-03}, journal = {Development Gateway}, author = {Bhatia, Vinisha and Powell, Josh}, month = mar, year = {2017}, } @article{oosterhoff_using_2016, title = {Using {Participatory} {Statistics} to {Examine} the {Impact} of {Interventions} to {Eradicate} {Slavery}: {Lessons} from the {Field}}, copyright = {http://creativecommons.org/licenses/by/3.0/}, shorttitle = {Using {Participatory} {Statistics} to {Examine} the {Impact} of {Interventions} to {Eradicate} {Slavery}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/9582}, abstract = {This CDI Practice Paper by Pauline Oosterhoff, Sowmyaa Bharadwaj, Danny Burns, Aruna Mohan Raj, Rituu B. Nanda and Pradeep Narayanan reflects on the use of participatory statistics to assess the impact of interventions to eradicate slavery and bonded labour. It deals with: (1) the challenges of estimating changes in the magnitude of various forms of slavery; (2) the potential of combining participatory approaches with statistical principles to generate robust data for assessing impact of slavery eradication; and (3) the practical and ethical questions in relation to working with people living within a context of modern slavery. The paper draws lessons from the realities of using participatory statistics to support the evaluation of a slavery eradication programme in North India.}, language = {en}, urldate = {2020-10-15}, author = {Oosterhoff, P. and Bharadwaj, S. and Burns, D. and Raj, A. M. and Nanda, R. B. and Narayanan, P.}, month = feb, year = {2016}, } @article{cornwall_using_2014, title = {Using {Participatory} {Process} {Evaluation} to {Understand} the {Dynamics} of {Change} in a {Nutrition} {Education} {Programme}}, volume = {2014}, issn = {2040-0209}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/j.2040-0209.2014.00437.x}, doi = {10.1111/j.2040-0209.2014.00437.x}, abstract = {With roots in approaches to popular education and participatory action research that place the learner and the ‘beneficiary’ of development at the centre of enquiry and action, the participatory visualisation methods associated with Participatory Rural Appraisal have been widely used as tools for learning and accountability. In this article, I reflect on lessons learnt from using these methods in a participatory process evaluation of an educational programme aimed at addressing chronic malnutrition in an East African country. Building on this experience, I explore the educative and empowering dimensions of participatory visualisation methods, and consider the contribution that these methods can make to effective evaluation.}, language = {en}, number = {437}, urldate = {2020-10-15}, journal = {IDS Working Papers}, author = {Cornwall, Andrea}, year = {2014}, keywords = {Kenya, nutrition, participatory impact evaluation, process evaluation, randomised controlled trials}, pages = {1--22}, } @techreport{cartwright_using_2020, address = {Oxford}, type = {Methods {Brief}}, title = {Using middle-level theory to improve programme and evaluation design}, url = {https://cedilprogramme.org/wp-content/uploads/2020/10/PDD10144-CEDIL-Template-WEB.pdf}, abstract = {What can middle-level theory do? Middle-level theory (MLT) has several uses in development planning and evaluation. „ It helps predict whether a programme can be expected to work in a new setting. „ It offers insights into what design features are needed for success. „ It provides invaluable information for monitoring to see if the programme is on track and to fix problems that arise. „ It reveals the causal processes and related assumptions to be tested in an evaluation and helps identify evaluation questions. „ It helps in interpreting evaluation findings, assessing their relevance and locating a description of them that is useful for programme design and evaluation in other settings}, urldate = {2021-02-18}, institution = {CEDIL}, author = {Cartwright, N}, month = oct, year = {2020}, } @techreport{stewart_using_2015, title = {Using {Information} on {Results} in {Program} {Management} – {The} case of {Samarth}-{NMDP} in {Nepal}}, url = {http://www.enterprise-development.org/wp-content/uploads/2015/12/RMCase_4_Using_Info_in_Samarth.pdf}, urldate = {2016-12-13}, institution = {The Donor Committee for Enterprise Development}, author = {Stewart, Tim and Joshi, Sanju and Miehlbradt, Alexandra}, month = sep, year = {2015}, keywords = {Case Report}, } @techreport{breckon_using_2016, address = {London}, title = {Using {Evidence} - {What} works?}, url = {http://www.nesta.org.uk/sites/default/files/using_evidence_what_works.pdf}, urldate = {2017-06-04}, institution = {Alliance for Useful Evidence}, author = {Breckon, Jonathan and Dodson, Jane}, month = apr, year = {2016}, } @article{mayne_using_2018, title = {Using evidence to influence policy: {Oxfam}’s experience}, volume = {4}, issn = {2055-1045}, shorttitle = {Using evidence to influence policy}, url = {http://www.nature.com/articles/s41599-018-0176-7}, doi = {10.1057/s41599-018-0176-7}, abstract = {Policymaking is rarely ‘evidence-based’. Rather, policy can only be strongly evidence-informed if its advocates act effectively. Policy theories suggest that they can do so by learning the rules of political systems, and by forming relationships and networks with key actors to build up enough knowledge of their environment and trust from their audience. This knowledge allows them to craft effective influencing strategies, such as to tell a persuasive and timely story about an urgent policy problem and its most feasible solution. Empirical case studies help explain when, how, and why such strategies work in context. If analysed carefully, they can provide transferable lessons for researchers and advocates that are seeking to inform or influence policymaking. Oxfam Great Britain has become an experienced and effective advocate of evidence-informed policy change, offering lessons for building effective action. In this article, we combine insights from policy studies with specific case studies of Oxfam campaigns to describe four ways to promote the uptake of research evidence in policy: (1) learn how policymaking works, (2) design evidence to maximise its influence on specific audiences, (3) design and use additional influencing strategies such as insider persuasion or outsider pressure, and adapt the presentation of evidence and influencing strategies to the changing context, and (4) embrace trial and error. The supply of evidence is one important but insufficient part of this story.}, language = {en}, number = {1}, urldate = {2018-11-28}, journal = {Palgrave Communications}, author = {Mayne, Ruth and Green, Duncan and Guijt, Irene and Walsh, Martin and English, Richard and Cairney, Paul}, month = dec, year = {2018}, } @techreport{wheatley_using_2007, title = {Using {Emergence} to {Take} {Social} {Innovation} to {Scale}}, abstract = {In spite of current ads and slogans, the world doesn’t change one person at a time. It changes as networks of relationships form among people who discover they share a common cause and vision of what’s possible. This is good news for those of us intent on changing the world and creating a positive future. Rather than worry about critical mass, our work is to foster critical connections. We don’t need to convince large numbers of people to change; instead, we need to connect with kindred spirits. Through these relationships, we will develop the new knowledge, practices, courage, and commitment that lead to broad-based change. But networks aren’t the whole story. As networks grow and transform into active, working communities of practice, we discover how Life truly changes, which is through emergence. When separate, local efforts connect with each other as networks, then strengthen as communities of practice, suddenly and surprisingly a new system emerges at a greater level of scale. This system of influence possesses qualities and capacities that were unknown in the individuals. It isn’t that they were hidden; they simply don’t exist until the system emerges. They are properties of the system, not the individual, but once there, individuals possess them. And the system that emerges always possesses greater power and influence than is possible through planned, incremental change. Emergence is how Life creates radical change and takes things to scale. Emergence has a life-cycle. It begins with networks, shifts to intentional communities of practice and evolves into powerful systems capable of global influence. Since its inception in 1992, The Berkana Institute has striven to learn how living systems work, how they emerge from networks to communities to systems of influence. In our global work—primarily with economically poor communities in many different nations—we have experimented actively with emergence in many different contexts. We have demonstrated what’s possible when we connect people across difference and distance. By applying the lessons of living systems and working intentionally with emergence and its life-cycle, we have become confident that local social innovations can be taken to scale and provide solutions to many of the world’s most intractable issues.}, language = {en}, institution = {The Shambhala Institute}, author = {Wheatley, Margaret and Frieze, Deborah}, year = {2007}, } @misc{mitra_using_2018, address = {Nairobi}, title = {Using elements of {DCED} {Standards} for {CLA}}, url = {https://www.enterprise-development.org/dced-beam-seminar-2018/}, abstract = {Introduction used in the DCED-BEAM seminar in Nairobi}, language = {en}, author = {Mitra, Bilash and Jalil, Mohammad Muaz}, month = feb, year = {2018}, } @techreport{reboot_using_2015, address = {New York}, title = {Using {Data} to {Influence} {Government} {Decisions}. {Opportunities} and {Challenges} for {User}-{Centered} {Design} to {Improve} {Governance} {Data} {Impact}}, url = {https://reboot.org/wordpress/wp-content/uploads/2015/07/Reboot_Using-Data-to-Influence-Government-Decisions_2015.pdf}, urldate = {2017-02-23}, institution = {Reboot \& OSF}, author = {Reboot}, month = jul, year = {2015}, } @techreport{balbach_using_1999, title = {Using case studies to do program evaluation}, url = {http://case.edu/affil/healthpromotion/ProgramEvaluation.pdf}, abstract = {This paper, authored by Edith D. Balbach for California Department of Health Services is designed to allow evaluators to decide weather to use a case study evaluation approach. It also offers guidance on how to conduct a case study evaluation. Contents Using a Case Study as an Evaluation Tool 3 When to Use a Case Study 4 How to Do a Case Study 6 Unit Selection 6 Data Collection 7 Data Analysis and Interpretation 12}, urldate = {2018-10-13}, institution = {California Department of Health Services}, author = {Balbach, Edith D.}, year = {1999}, } @techreport{world_vision_using_2016, title = {Using beneficiary feedback to improve development programmes: findings from a multi-country pilot}, shorttitle = {Using beneficiary feedback to improve development programmes}, url = {https://www.intrac.org/resources/using-beneficiary-feedback-improve-development-programmes-findings-multi-country-pilot/}, abstract = {This briefing summarises the findings from Beneficiary Feedback Mechanisms pilots and is intended to inform organisations and their funders about the development and implementation of feedback mechanisms.}, urldate = {2017-06-27}, institution = {World Vision}, author = {World Vision}, month = jul, year = {2016}, } @article{sabarre_using_2023, title = {Using {AI} to disrupt business as usual in small evaluation firms}, volume = {2023}, copyright = {© 2023 American Evaluation Association and Wiley Periodicals LLC.}, issn = {1534-875X}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20562}, doi = {10.1002/ev.20562}, abstract = {While many knowledge workers may fear that the rise of artificial intelligence (AI) will threaten their jobs, this article argues that small evaluation businesses should embrace AI tools to increase their value in the marketplace and remain relevant. In this article, consultants from a research, evaluation, and strategy firm, Intention 2 Impact, Inc., make a case for using AI tools to disrupt business as usual in evaluation from theoretical and practical perspectives. Theoretically, AI may be another example of technology that was initially feared but is now ubiquitous in society. Using concrete examples, the authors describe how businesses and evaluators have evolved to keep up with changes in supply and demand. Lastly, it is posited that embracing AI will save time for those working in small businesses, which can ultimately increase added value and profitability.}, language = {en}, number = {178-179}, urldate = {2023-12-11}, journal = {New Directions for Evaluation}, author = {Sabarre, Nina R. and Beckmann, Blake and Bhaskara, Sahiti and Doll, Kathleen}, year = {2023}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1002/ev.20562}, pages = {59--71}, } @article{arciszewski_using_2017, title = {Using adaptive processes and adverse outcome pathways to develop meaningful, robust, and actionable environmental monitoring programs}, volume = {13}, copyright = {© 2017 The Authors. Integrated Environmental Assessment and Management Published by Wiley Periodicals, Inc. on behalf of Society of Environmental Toxicology \& Chemistry (SETAC)}, issn = {1551-3793}, url = {https://setac.onlinelibrary.wiley.com/doi/abs/10.1002/ieam.1938}, doi = {10.1002/ieam.1938}, abstract = {The primary goals of environmental monitoring are to indicate whether unexpected changes related to development are occurring in the physical, chemical, and biological attributes of ecosystems and to inform meaningful management intervention. Although achieving these objectives is conceptually simple, varying scientific and social challenges often result in their breakdown. Conceptualizing, designing, and operating programs that better delineate monitoring, management, and risk assessment processes supported by hypothesis-driven approaches, strong inference, and adverse outcome pathways can overcome many of the challenges. Generally, a robust monitoring program is characterized by hypothesis-driven questions associated with potential adverse outcomes and feedback loops informed by data. Specifically, key and basic features are predictions of future observations (triggers) and mechanisms to respond to success or failure of those predictions (tiers). The adaptive processes accelerate or decelerate the effort to highlight and overcome ignorance while preventing the potentially unnecessary escalation of unguided monitoring and management. The deployment of the mutually reinforcing components can allow for more meaningful and actionable monitoring programs that better associate activities with consequences. Integr Environ Assess Manag 2017;13:877–891. © 2017 The Authors. Integrated Environmental Assessment and Management Published by Wiley Periodicals, Inc. on behalf of Society of Environmental Toxicology \& Chemistry (SETAC)}, language = {en}, number = {5}, urldate = {2019-07-19}, journal = {Integrated Environmental Assessment and Management}, author = {Arciszewski, Tim J. and Munkittrick, Kelly R. and Scrimgeour, Garry J. and Dubé, Monique G. and Wrona, Fred J. and Hazewinkel, Rod R.}, year = {2017}, keywords = {Adaptive monitoring, Environmental management, Environmental monitoring, Tier, Trigger}, pages = {877--891}, } @techreport{nzegwu_using_2018, title = {Using adaptive monitoring, evaluation and learning in programme design}, language = {en}, institution = {INASP}, author = {Nzegwu, Femi}, month = aug, year = {2018}, pages = {5}, } @incollection{franklin_using_2007, title = {Using {Adaptive} {Management} to {Meet} {Conservation} {Goals}}, url = {https://www.nrcs.usda.gov/wps/portal/nrcs/detail/national/technical/nra/ceap/blr/?cid=nrcs143_014147}, abstract = {Natural resource professionals should know whether or not they are doing an effective job of managing natural resources. Their decision-making process should produce the kind of results desired by the public, elected officials, and their agencies’ leadership. With billions of dollars spent each year on managing natural resources, accountability is more important than ever. Producing results is the key to success. Managers must have the necessary data to make enlightened decisions during program implementation—not just at the conclusion of a program. Adaptive management is described as an adapt-and-learn methodology as it pertains to implementing Farm Bill conservation practices. Four regional case studies describe how adaptive management is being applied by practicing fish and wildlife managers. Indicators were identified to monitor and evaluate contributions to fish and wildlife habitat for each of the case studies. Data collected at each stage of the studies were used to make mid-course adjustments that enabled leadership to improve or enhance ongoing management actions.}, language = {en}, booktitle = {Fish and {Wildlife} {Response} to {Farm} {Bill} {Conservation} {Practices}}, publisher = {The Wildlife Society}, author = {Franklin, Thomas M and Helinski, Ronald and Manale, Andrew}, year = {2007}, pages = {11}, } @techreport{oneil_using_2016, address = {London}, title = {Using adaptive development to support feminist action}, url = {http://www.odi.org/publications/10370-using-adaptive-development-support-feminist-action}, abstract = {This paper looks at how adaptive development is being applied by gender programmes and argues that gender and adaptive development communities have much to offer each other.}, urldate = {2016-04-20}, institution = {ODI}, author = {O’Neil, Tam}, month = mar, year = {2016}, } @article{koleros_using_2019, title = {Using {Actor}-{Based} {Theories} {Of} {Change} to {Conduct} {Robust} {Contribution} {Analysis} in {Complex} {Settings}}, volume = {33}, issn = {1496-7308, 0834-1516}, url = {https://journalhosting.ucalgary.ca/index.php/cjpe/article/view/52946}, doi = {10.3138/cjpe.52946}, abstract = {The use of theories of change (ToCs) is a hallmark of sound evaluation practice. As interventions have become more complex, the development of ToCs that adequately unpack this complexity has become more challenging. Equally important is the development of evaluable ToCs, necessary for conducting robust theory-based evaluation approaches such as contribution analysis (CA). This article explores one approach to tackling these challenges through the use of nested actor-based ToCs using the case of an impact evaluation of a complex police-reform program in the Democratic Republic of Congo, describing how evaluable nested actor-based ToCs were built to structure the evaluation.}, language = {en}, number = {3}, urldate = {2019-08-12}, journal = {Canadian Journal of Program Evaluation}, author = {Koleros, Andrew and Mayne, John}, month = mar, year = {2019}, keywords = {Behavioural strategy, COM-B}, } @article{phuong_using_2018, title = {Using a social learning configuration to increase {Vietnamese} smallholder farmers’ adaptive capacity to respond to climate change}, volume = {23}, issn = {1354-9839}, url = {https://doi.org/10.1080/13549839.2018.1482859}, doi = {10.1080/13549839.2018.1482859}, abstract = {Social learning is crucial for local smallholder farmers in developing countries to improve their adaptive capacity and to adapt to the current and projected impacts of climate change. While it is widely acknowledged that social learning is a necessary condition for adaptation, few studies have systematically investigated under which conditions particular forms of social learning are most successful in improving adaptive capacity of the most vulnerable groups. This study aims to design, implement and evaluate a social learning configuration in a coastal community in Vietnam. We make use of various methods during four workshop-based interventions with local smallholder farmers: interviews with key farmers and commune leaders, farmer-to-farmer learning, participatory observations and focus group discussions. The methods for evaluation of social learning configuration include in-depth interviews, focus group discussions and structured survey interviews. Our findings show that the social learning configuration used in this study leads to an increased problem ownership, an enhanced knowledge-base with regard to climate change impacts and production adaptation options, improved ability to see connections and interdependencies and finally, strengthened relationships and social cohesion. The results suggest that increased social learning in the community leads to increase in adaptive capacity of smallholder farmers and improves both their economic and environmental sustainability. We discuss the key lessons for designing learning configurations that can successfully enhance adaptive capacity and smallholder farmers’ agency and responsiveness to the challenges posed by climate change impacts.}, number = {8}, urldate = {2019-05-02}, journal = {Local Environment}, author = {Phuong, Le Thi Hong and Wals, Arjen and Sen, Le Thi Hoa and Hoa, Nguyen Quoc and Lu, Phan Van and Biesbroek, Robbert}, month = aug, year = {2018}, keywords = {Adaptive capacity, Social learning, Vietnamese smallholder farmers}, pages = {879--897}, } @techreport{snijder_using_2023, address = {Brighton}, title = {Using a ‘{Partnership} {Rubric}’ in {Participatory} {Evaluations}}, copyright = {This is an Open Access paper distributed under the terms of the Creative Commons Attribution 4.0 International licence (CC BY), which permits unrestricted use, distribution, and reproduction in any medium, provided the original authors and source are credited and any modifications or adaptations are indicated.}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/18051}, abstract = {Programmes that aim to tackle complex societal issues, such as the worst forms of child labour, require rich partnerships that bring together different perspectives. CLARISSA’s consortium partnership adopts an empowerment approach to the interventions we deliver and our ways of working together. Part of this approach involves ongoing reflection and learning about how we work together in our partnership, and how this can be adapted if needed. This learning note focuses on a method used in CLARISSA to both reflect on and strengthen how we work in partnerships – the partnership rubric. We found that using the rubric flexibly was key to mitigating some of the challenges of such a complex consortium. This included using it in different sizes of forum, with different levels of preparation. Periodically adapting it for country context and as new partners came on board also helped ensure a shared sense of our preferred ways of working as the project progressed.}, language = {en}, number = {3}, urldate = {2023-10-16}, institution = {Institute of Development Studies}, author = {Snijder, Mieke and Hicks, Jacky and Paul, Sukanta and Arulanantham, Amit and Apgar, Marina and Afroze, Jiniya and Karki, Shanta and Mareschal, Sophie and Prieto Martín, Pedro and Uddin, Forhad and Veitch, Helen}, month = jul, year = {2023}, note = {Accepted: 2023-07-13T10:20:02Z Publisher: Institute of Development Studies}, } @article{blundocanto_using_2020, title = {Using a {Participatory} {Theory} {Driven} {Evaluation} {Approach} to {Identify} {Causal} {Mechanisms} in {Innovation} {Processes}}, volume = {2020}, issn = {1534-875X}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20429}, doi = {10.1002/ev.20429}, abstract = {Applied agricultural research institutes play different roles in complex agricultural innovation processes, contributing to them with other actors. To foster learning and usable knowledge on how research actions influence such lasting innovation processes, there is a need to identify the causal mechanisms linking these actions and the effects of the changes they enable. A participatory, theory-driven, ex-post evaluation method, ImpresS, was developed by the French Agricultural Research Center for International Development (Cirad). ImpresS reconstructs the innovation history and its impact pathway by analyzing behavioral mechanisms linked to stakeholders' individual reactions and responses, and underlying process mechanisms at a group level. ImpresS relies on iterative updating and refinement and on triangulating data sources and collection methods to ensure internal validity and to increase credibility by enabling different actors to express their viewpoints. Drawing on an in-depth case study, we discuss how ImpresS makes it possible to draw robust conclusions on causal mechanisms while posing challenges linked to the group dynamics and power imbalances commonly encountered in participatory methods. As demonstrated by the case study, ImpresS generates policy-relevant knowledge for future research projects. It also demonstrates how research actions can help coconstruct lasting dynamics that can survive fluctuating institutional support. Distinguishing between behavioral and process mechanisms benefits knowledge use as it makes it possible to disentangle the conditions that trigger changes in a given context while generating research questions concerning the external validity of mechanism hypotheses.}, language = {en}, number = {167}, urldate = {2021-02-18}, journal = {New Directions for Evaluation}, author = {Blundo‐Canto, Genowefa and Devaux‐Spatarakis, Agathe and Mathé, Syndhia and Faure, Guy and Cerdan, Claire}, year = {2020}, pages = {59--72}, } @article{mayne_useful_2015, title = {Useful {Theory} of {Change} {Models}}, volume = {30}, issn = {0834-1516, 1496-7308}, url = {https://utpjournals.press/doi/10.3138/cjpe.230}, doi = {10.3138/cjpe.230}, abstract = {Although theories of change are frequently discussed in the evaluation literature and there is general agreement on what a theory of change is conceptually, there is actually little agreement beyond the big picture of just what a theory of change comprises, what it shows, how it can be represented, and how it can be used. This article outlines models for theories of change and their development that have proven quite useful for both straightforward and more complex interventions. The models are intuitive, flexible, and well-defined in terms of their components, and they link directly to rigorous models of causality. The models provide a structured framework for developing useful theories of change and analyzing the intervention they represent.}, language = {en}, number = {2}, urldate = {2024-02-06}, journal = {Canadian Journal of Program Evaluation}, author = {Mayne, John}, month = sep, year = {2015}, pages = {119--142}, } @article{mayne_useful_2015, title = {Useful {Theory} of {Change} {Models}}, volume = {30}, issn = {08341516}, url = {https://cjpe.journalhosting.ucalgary.ca/cjpe/index.php/cjpe/article/view/294/230}, doi = {10.3138/cjpe.230}, abstract = {Although theories of change are frequently discussed in the evaluation literature and there is general agreement on what a theory of change is conceptually, there is actually little agreement beyond the big picture of just what a theory of change comprises, what it shows, how it can be represented, and how it can be used. This article outlines models for theories of change and their development that have proven quite useful for both straightforward and more complex interventions. The models are intuitive, flexible, and well-defined in terms of their components, and they link directly to rigorous models of causality. The models provide a structured framework for developing useful theories of change and analyzing the intervention they represent.}, language = {en}, number = {2}, urldate = {2020-02-24}, journal = {Canadian Journal of Program Evaluation}, author = {Mayne, John}, month = aug, year = {2015}, pages = {119--142}, } @article{quinn_use_2010, series = {Thematic issue on {Sensors} and the {Environment} – {Modelling} \& {ICT} challenges}, title = {Use of environmental sensors and sensor networks to develop water and salinity budgets for seasonal wetland real-time water quality management}, volume = {25}, issn = {1364-8152}, url = {http://www.sciencedirect.com/science/article/pii/S1364815209002837}, doi = {10.1016/j.envsoft.2009.10.011}, abstract = {Management of river salt loads in a complex and highly regulated river basin such as the San Joaquin River Basin of California presents significant challenges for current Information Technology. Computer-based numerical models are used as a means of simulating hydrologic processes and water quality within the basin and can be useful tools for organizing Basin data in a structured and readily accessible manner. These models can also be used to extend information derived from environmental sensors within existing monitoring networks to areas outside these systems based on similarity factors – since it would be cost prohibitive to collect data for every channel or pollutant source within the Basin. A common feature of all hydrologic and water quality models is the ability to perform mass balances. This paper describes the use of a number of state-of-the-art sensor technologies that have been deployed to obtain water and salinity mass balances for a 60,000ha tract of seasonally managed wetlands in the San Joaquin River Basin of California. These sensor technologies are being combined with more traditional environmental monitoring techniques to support real-time salinity management (RTSM) in the River Basin. Two of these new technology applications: YSI-Econet (which supports continuous flow and salinity monitoring of surface water deliveries and seasonal wetland drainage); and electromagnetic salinity mapping (a remote sensing technology for mapping soil salinity in the surface soils) – have not previously been reported in the literature. Continuous sensor deployments that experience more widespread use include: weather station sensor arrays – used to estimate wetland pond evaporation and moist soil plant evapotranspiration; high resolution multi-spectral imagery – used to discriminate between and estimate the area of wetland moist soil plant vegetation; and groundwater level sensors – used primarily to estimate seepage losses beneath a wetland pond during flood-up. Important issues associated with quality assurance of continuous data are discussed and the application of a state-of-the-art software product AQUARIUS, which streamlines the process of data error correction and dissemination, is described as an essential element of ensuring successful RTSM implementation in the San Joaquin River Basin.}, number = {9}, urldate = {2019-05-03}, journal = {Environmental Modelling \& Software}, author = {Quinn, Nigel W. T. and Ortega, Ricardo and Rahilly, Patrick J. A. and Royer, Caleb W.}, month = sep, year = {2010}, keywords = {Environmental decision support, Forecasting, Sensor networks, Sensors, Water quality}, pages = {1045--1058}, } @incollection{doerr_use_2013, address = {Heidelberg}, title = {Use {Case} and {Requirements} {Analysis} in a {Remote} {Rural} {Context} in {Mali}}, isbn = {978-3-642-37421-0 978-3-642-37422-7}, url = {http://link.springer.com/10.1007/978-3-642-37422-7_24}, abstract = {[Context \& motivation] Few studies have reported on a systematic use case and requirements analysis of low-tech, low-resource contexts such as rural Africa. This, despite the widespread agreement on the importance of Information and Communication Technologies (ICT) for social and rural development, and despite the large number of ICT projects targeting underprivileged communities. [Question/problem] Unfamiliarity with the local context and differences in cultural and educational backgrounds between end-users and software engineers are the challenges for requirements engineering (RE) we encountered. [Principal ideas/results] We describe a systematic approach to RE in developing areas, based on the Living Lab methodology. Our approach is supported by extensive field research and based on co-creation within a multi-disciplinary and multi-cultural team of developers and users. This approach creates a shared understanding of the problem and its local context, and optimizes communication. [Contribution] We illustrate the approach using a case study of web- and voice-based communication services, that we developed for a rural context in Mali.}, urldate = {2016-05-10}, booktitle = {Requirements {Engineering}: {Foundation} for {Software} {Quality}}, publisher = {Springer}, author = {Bon, Anna and de Boer, Victor and Gyan, Nana Baah and van Aart, Chris and De Leenheer, Pieter and Tuyp, Wendelien and Boyera, Stephane and Froumentin, Max and Grewal, Aman and Allen, Mary and Tangara, Amadou and Akkermans, Hans}, editor = {Doerr, Joerg and Opdahl, Andreas L.}, year = {2013}, } @techreport{ziegler_usaid_2020, title = {{USAID} {Wildlife} {Asia} as a case study in adaptive rigour}, abstract = {This briefing note looks at how the United States Agency for International Development (USAID) Wildlife Asia programme has operationalised the concepts of adaptive rigour and adaptive management as part of its approach to collaborating, learning and adapting. As described by the Global Learning for Adaptive Management (GLAM) initiative, adaptive rigour is about ensuring that the data, information, methods, processes and systems that underpin adaptive management are robust, systematic and high‑quality. Key messages When faced with programmatic complexity, it is important to take an adaptive approach driven by continuous and iterative monitoring, evaluation and learning (MEL). USAID Wildlife Asia, which works to advance regional action towards ending illegal wildlife trafficking in Southeast Asia and China, has embraced this approach as a way of operationalising adaptive rigour. Throughout programming, MEL approaches should reflect the characteristics of adaptive rigour: comprehensiveness, usefulness, practicality, timeliness and support. Utilising performance monitoring and research in order to test and revise technical approaches and employing mixed methods to collect both qualitative and quantitative data, as well as looking for relevant lessons generated by others, can ensure access to the most useful information for decision-making throughout implementation. For adaptive management, it is not enough to monitor, evaluate and learn; it is also essential to pause and reflect in order to analyse and process evidence gained through MEL with colleagues and stakeholders to reach the right conclusions and make good decisions.}, language = {en}, institution = {ODI/GLAM}, author = {Ziegler, Jessica}, year = {2020}, pages = {13}, } @misc{usaid_usaids_2014, type = {{PowerPoint} {Training}}, title = {{USAID}’s {Data} {Quality} {Standards} \& {Conducting} a {DQA}}, url = {https://www.usaid.gov/sites/default/files/documents/1861/DQA_Training_and_Preparation_11-17-14.ppt}, urldate = {2019-07-17}, author = {{USAID}}, year = {2014}, } @techreport{usaid_usaid_2018, address = {Washington DC}, title = {{USAID} {Risk} {Appetite} {Statement}}, url = {https://www.usaid.gov/policy/risk-appetite-statement}, urldate = {2019-02-18}, institution = {USAID}, author = {USAID}, month = jun, year = {2018}, } @techreport{sharp_usaid/colombia_2015, address = {Colombia}, title = {{USAID}/{Colombia} {Introduces} {Political} {Economy} {Analysis} to {Better} {Adapt} {Programming} to {Local} {Contexts}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/cla_case_competition_casestory_25_usaidcolombia_colombia.pdf}, urldate = {2018-09-22}, institution = {USAID}, author = {Sharp, Preston}, year = {2015}, pages = {2}, } @techreport{cammack_usaid_2016, type = {Text}, title = {{USAID} {Applied} {Political} {Economy} {Analysis} - {Field} {Guide}}, url = {https://usaidlearninglab.org/library/applied-political-economy-analysis-field-guide}, abstract = {Political Economy Analysis (PEA) is a field-research methodology used to explore not simply how things happen in an aid-recipient country, but why things happen. It results in a written assessment with recommendations for a mission's County Development Cooperation Strategy (CDCS), project or activity design, or course correction during implementation.USAID's Applied PEA is a problem-focused method specially intended to be used by Mission staff to inform the design of aid interventions at any phase of the USAID program cycle and at any level of effort.}, language = {und}, urldate = {2016-09-23}, institution = {USAID}, author = {Cammack, Diana}, month = feb, year = {2016}, } @techreport{usaid_usaid_2018, address = {Washington DC}, title = {{USAID} {ADS} 201 - {Program} {Cycle} {Operational} {Policy} ({Update} 10/29/2018)}, url = {https://www.usaid.gov/sites/default/files/documents/1870/201.pdf}, urldate = {2019-05-16}, institution = {USAID}, author = {USAID}, month = oct, year = {2018}, } @techreport{usaid_usaid_2017, address = {Washington DC}, title = {{USAID} {ADS} 201 - {Program} {Cycle} {Operational} {Policy} ({Update} 1/23/2017)}, url = {https://www.usaid.gov/sites/default/files/documents/1870/201.pdf}, abstract = {The Program Cycle is USAID’s operational model for planning, delivering, assessing, and adapting development programming in a given region or country to advance U.S. foreign policy. It encompasses guidance and procedures for: 1) Making strategic decisions at the regional or country level about programmatic areas of focus and associated resources; 2) Designing projects and supportive activities to implement strategic plans; and 3) Learning from performance monitoring, evaluations, and other relevant sources of information to make course corrections as needed and inform future programming.}, urldate = {2017-02-13}, institution = {USAID}, author = {USAID}, month = jan, year = {2017}, } @techreport{usaid_usaid_2023, address = {Washington DC}, title = {{USAID} {ADS} 201 - {Operational} {Policy} for the {Program} {Cycle} ({Update} 05/22/2023)}, url = {https://www.usaid.gov/about-us/agency-policy/series-200/201}, abstract = {The Program Cycle is USAID’s operational model for planning, delivering, assessing, and adapting development programming in a given region or country to advance U.S. foreign policy. It encompasses guidance and procedures for: 1) Making strategic decisions at the regional or country level about programmatic areas of focus and associated resources; 2) Designing supportive projects and/or activities to implement these strategic plans; and 3) Learning from performance monitoring, evaluations, and other relevant sources of information to make course corrections as needed and inform future programming.}, language = {en}, urldate = {2024-02-22}, institution = {USAID}, author = {USAID}, month = may, year = {2023}, pages = {151}, } @techreport{usaid_usaid_2021, address = {Washington DC}, title = {{USAID} {ADS} 201 - {Operational} {Policy} for the {Program} {Cycle} ({Update} 01/23/2021)}, abstract = {The Program Cycle is USAID’s operational model for planning, delivering, assessing, and adapting development programming in a given region or country to advance U.S. foreign policy. It encompasses guidance and procedures for: 1) Making strategic decisions at the regional or country level about programmatic areas of focus and associated resources; 2) Designing projects and supportive activities to implement strategic plans; and 3) Learning from performance monitoring, evaluations, and other relevant sources of information to make course corrections as needed and inform future programming.}, language = {en}, institution = {USAID}, author = {USAID}, month = jan, year = {2021}, pages = {151}, } @article{fisher_urban_2019, title = {Urban climate change adaptation as social learning: {Exploring} the process and politics}, volume = {29}, copyright = {© 2019 John Wiley \& Sons, Ltd and ERP Environment}, issn = {1756-9338}, shorttitle = {Urban climate change adaptation as social learning}, url = {http://onlinelibrary.wiley.com/doi/abs/10.1002/eet.1851}, doi = {10.1002/eet.1851}, abstract = {Responses to climate change that build on adaptive natural resource management conceptualise social learning processes as having the potential to form a key component of climate adaptation. Social learning processes represent a way of managing the inherent uncertainties and interconnectedness of adaptation issues through ongoing learning, iterative reflection, and change of responses over time. Although the theoretical case is emerging for social learning as adaptation, there is limited empirical evidence of how these processes play out as local governments engage in urban adaptation planning. This paper starts to address this gap by examining social learning processes in two cities in India. We show how the social learning processes interact with complex governance contexts in the two cities and how evidence of outcomes is emerging across individuals, networks, and systems. We go on to argue that there are several areas of social learning that need further theorisation to support its application in the urban context. First, theories of social learning need to allow for unequal power relationships to continue to shape learning processes and take into account structural and historical dynamics as well as relational forms of power. Second, the way that scale is understood needs to be reopened as a point of analysis to understand how scalar concepts are used by actors to frame and locate problems and solutions rather than being understood as fixed and immutable.}, language = {en}, number = {3}, urldate = {2019-05-02}, journal = {Environmental Policy and Governance}, author = {Fisher, Susannah and Dodman, David}, year = {2019}, keywords = {Climate change, India, Social learning, governance, urban planning}, } @article{chu_urban_2018, title = {Urban climate adaptation and the reshaping of state–society relations: {The} politics of community knowledge and mobilisation in {Indore}, {India}}, volume = {55}, issn = {0042-0980, 1360-063X}, shorttitle = {Urban climate adaptation and the reshaping of state–society relations}, url = {http://journals.sagepub.com/doi/10.1177/0042098016686509}, doi = {10.1177/0042098016686509}, abstract = {Current research on climate change adaptation in cities highlights the role of local governments in facilitating adaptation actions, but rarely assesses whether (and if so, how) local communities organise around emerging climate priorities to affect political change. This paper explores changing state–society relationships through the reconstitution of community collectives and advocacy organisations for advancing climate change adaptation in the Indian city of Indore. The paper shows that communities are indeed recognising the need for adaptation but are, at the same time, integrating adaptation actions with existing strategies for advocating development rights. Communities are also rebuilding alliances between municipal and local institutions for public service and infrastructure provision, which point to the centrality of community politics in urban climate adaptation processes. However, such mobilisations are often dependent on existing political networks and a legacy of advocacy around poverty alleviation needs, which sideline more transformative agendas around inclusiveness, equity, and resilient urban futures.}, language = {en}, number = {8}, urldate = {2019-05-02}, journal = {Urban Studies}, author = {Chu, Eric K}, month = jun, year = {2018}, pages = {1766--1782}, } @techreport{brinkerhoff_unpacking_2010, address = {Bergen, Norway}, title = {Unpacking the concept of political will to confront corruption}, url = {http://www.u4.no/publications/unpacking-the-concept-of-political-will-to-confront-corruption/}, abstract = {Quite often, "lack of political will" is identified as the culprit for poorly performing anti-corruption programmes. Yet despite the frequency with which it is used to explain unsatisfactory reform outcomes, political will remains under-defined and poorly understood. Further, assessments are often conducted retrospectively, looking back at failed programmes. By applying a model of political will that specifies a set of action-based components that are observable and measurable, and amenable to external reinforcement and support, more clarity regarding the degree of political will can be achieved.}, institution = {U4 Anti-Corruption Resource Centre}, author = {Brinkerhoff, Derek W.}, year = {2010}, } @article{cornwall_unpacking_2008, title = {Unpacking '{Participation}': models, meanings and practices}, volume = {43}, issn = {0010-3802, 1468-2656}, shorttitle = {Unpacking '{Participation}'}, url = {http://cdj.oxfordjournals.org/cgi/doi/10.1093/cdj/bsn010}, doi = {10.1093/cdj/bsn010}, language = {en}, number = {3}, urldate = {2016-03-23}, journal = {Community Development Journal}, author = {Cornwall, A.}, month = jun, year = {2008}, pages = {269--283}, } @article{barrett_unpacking_2020, title = {Unpacking {Mechanisms} in {Climate} {Resilient} {Agriculture} {Interventions}}, volume = {2020}, issn = {1534-875X}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20423}, doi = {10.1002/ev.20423}, abstract = {The investigation of causal mechanisms has the capacity to provide donors and implementing institutions with a greater understanding of people's reasoning and reactions as they work with interventions. This chapter contributes to the literature by identifying behavioral mechanisms generated through engagement with climate-resilient agriculture interventions within a larger livelihood project in Ethiopia. It works through the steps that enabled the study to unpack the black box between the climate-smart interventions and the outcome of crop production. The first step was a matching-based sampling design, following households over 3 years with six biannual surveys, and setting up a quasi-experimental evaluation setting. The second step used the data generated from the surveys in difference-in-difference models to assess the impact of the intervention on crop production. Third, to gain insight into the mechanisms at work, Focus Group Discussions (FGD) were conducted with smallholder farmer project beneficiaries. The FGDs revealed what the beneficiaries themselves considered the key mechanisms generated from the intervention, thus forming the bridge between the interventions and outcome. The result was an evaluation design enabling deeper insight into attribution claims. The findings offered novel insights for policymakers about how the climate-resilient interventions worked for the people themselves and shedding light on the inner workings of the climate-smart technologies. Finally, they provided key stakeholders (commissioning agency and implementing organizations) with a powerful means by which to learn about the last project, so to better plan for the next iteration and improve the climate resilience of smallholder farmers.}, language = {en}, number = {167}, urldate = {2021-02-18}, journal = {New Directions for Evaluation}, author = {Barrett, Sam and D'Errico, Stefano and Anderson, Simon and Nebsu, Bayu}, year = {2020}, pages = {115--130}, } @techreport{un_global_compact_uniting_2021, title = {Uniting {Against} {Corruption} - {A} {Playbook} on {Anti}-{Corruption} {Collective} {Action}}, url = {https://ungc-communications-assets.s3.amazonaws.com/docs/publications/2021_Anti-Corruption_Collective.pdf}, abstract = {The 2021 guide provides an easy-to-follow six-step approach on how to develop, implement, and sustain a CA, with respect to the reader’s local corruption landscape and potential stakeholders. The adaptive framework proposed can be used to address corruption challenges, mitigate possible business risks, and achieve optimal results.}, urldate = {2022-07-01}, institution = {UN Global Compact}, author = {UN Global Compact}, year = {2021}, } @techreport{undp_undp_2022, title = {{UNDP} {Digital} {Leadership} {Learning} {Modules}}, url = {https://www.undp.org/publications/undp-digital-leadership-learning-modules}, abstract = {In order to support the digital transformation of government operations Digital Learning Modules for Civil Servants are available, an off-the-shelf package of capacity development in form of replicable training modules to empower public servants at both the local and central government level to be leaders of digital transformation for delivering better public services. The modules cover a multitude of fundamental areas: comprehending digital government and services, human-centered design for inclusivity and agile learning cycles; feature the importance of security and privacy, the value of data and how to manage data and technology related risks; spotlight the key role of supportive leadership and offer practical tools for assessing and overcoming main barriers to ensure a successful digital transformation journey.}, language = {en}, urldate = {2022-10-21}, institution = {United Nations Development Programme}, author = {UNDP}, month = oct, year = {2022}, } @techreport{stein_understanding_2012, address = {London}, title = {Understanding ‘theory of change’ in international development: {A} review of existing knowledge}, url = {https://www.theoryofchange.org/wp-content/uploads/toco_library/pdf/UNDERSTANDINGTHEORYOFChangeSteinValtersPN.pdf}, abstract = {This is a review by Danielle Stein and Craig Valters of the concepts and debates within ‘Theory of Change’ (ToC) material, resulting from a search and detailed analysis of available donor, agency and expert guidance documents. The review was undertaken as part of a Justice and Security Research Program (JSRP) and The Asia Foundation (TAF) collaborative project, and focuses on the field of international development.}, language = {en}, urldate = {2019-08-12}, institution = {LSE}, author = {Stein, Danielle and Valters, Craig}, year = {2012}, } @article{wanjiku_kelbert_understanding_2013, title = {Understanding ‘the users’ in {Technology} for {Transparency} and {Accountability} {Initiatives}}, url = {http://opendocs.ids.ac.uk/opendocs/handle/123456789/3133}, author = {Wanjiku Kelbert, Alexandra and McGee, Rosemary and Carlitz, Ruth}, year = {2013}, } @misc{edwards_understanding_2014, title = {Understanding the {Conditions} for fostering the right kind of innovation}, url = {http://www.makingallvoicescount.org/blog/e-dialogue-reflections-making/}, abstract = {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.}, urldate = {2016-04-26}, journal = {Making All Voices Count}, author = {Edwards, Duncan}, month = jan, year = {2014}, } @techreport{jane_booth-tobin_understanding_2021, address = {Baltimore}, title = {Understanding {Strategic} {Capacity} in {Constituency}-{Based} {Organizations}}, url = {https://www.p3researchlab.org/strategic_capacity_blog}, abstract = {Movement organizations work in inherently uncertain political environments. Whether an organization is advocating for a new minimum wage, working to close a private prison, or seeking to influence an election, the terrain they are operating on shifts nearly every day. That is increasingly true as political uncertainty rises in the 21st century, particularly for historically race-class subjugated communities. Any movement-based organization seeking to build, exercise, and win political power must have sophisticated strategic capacities to be able to navigate these uncertain, dynamic, and constantly shifting political environments. Yet, our knowledge of how movements can nurture the kind of strategic capacities that allows them to build constituencies and leadership that can operate in the flexible ways needed for these dynamic circumstances is limited. This report seeks to synthesize what is currently known about organizations that successfully build and wield strategic capacity, with a particular eye toward how it might apply to constituency-based organizations. The report concludes with an assessment and facilitated conversation guide to support movements and movement organizations in understanding how developed (or not) their strategic capacities are.}, urldate = {2021-12-15}, institution = {The P3 Lab, Johns Hopkins University}, author = {{Jane Booth-Tobin} and {Kal Munis} and {Lynsy Smithson-Stanley} and {Hahrie Han}}, month = may, year = {2021}, } @article{hickey_understanding_2016, title = {Understanding {Social} {Accountability}: {Politics}, {Power} and {Building} {New} {Social} {Contracts}}, volume = {52}, issn = {0022-0388}, shorttitle = {Understanding {Social} {Accountability}}, url = {https://doi.org/10.1080/00220388.2015.1134778}, doi = {10.1080/00220388.2015.1134778}, abstract = {Calls to deepen levels of social accountability within social protection interventions need to be informed by the now extensive experience of promoting social accountability in developing countries. Drawing on a systematic review of over 90 social accountability interventions, including some involving social protection, this paper shows that politics and context are critical to shaping their success. We argue that the politics of social protection and of social accountability resonate strongly with the broader project of transforming state-society relations in developing countries. This requires a reconceptualisation of social accountability and social protection in terms of the broader development of ‘social contracts’, and that the current emphasis on promoting bottom-up forms of accountability needs to be balanced by efforts to strengthen and legitimise public authority in developing countries.}, number = {8}, urldate = {2019-02-17}, journal = {The Journal of Development Studies}, author = {Hickey, Sam and King, Sophie}, month = aug, year = {2016}, pages = {1225--1240}, } @techreport{whaites_understanding_2023, address = {London}, title = {Understanding {Political} {Economy} {Analysis} and {Thinking} and {Working} {Politically}}, url = {https://www.gov.uk/government/publications/understanding-political-economy-analysis-and-thinking-and-working-politically}, abstract = {This guide is adapted from work by the UK Foreign, Commonwealth and Development Office (FCDO) with inputs from members of the Thinking and Working Politically Community of Practice (TWP CoP). It outlines how to understand and use a set of analytical tools that are collectively known as Political Economy Analysis (PEA). The guide aims to equip practitioners to act in an informed manner, given that development objectives are invariably politically complex, and entail engaging with counterparts’ political incentives and preferences. The guide summarises different types of tools – from very light-touch to more in-depth approaches – and provides advice on how development professionals can decide what is most appropriate in a given context, with illustrations based on the experiences of teams working on these issues. This guide will help development professionals and others to make use of PEA and to apply it to their own specific needs. The first part of the guide offers a general picture of the approach. The second part provides more specific guidance for those who are tasked with deploying a PEA. Contents --{\textgreater} Main audience What is PEA, its role and purpose (Section 2) --{\textgreater} General information for all readers The main elements of PEA (Section 3) Thinking and Working Politically (Section 4) --{\textgreater} Core information for teams planning and using PEA How to ensure quality (Section 5) --{\textgreater} Essential reading for those directly responsible for a PEA Important concepts and terminology (Annex) --{\textgreater} General information for all readers}, language = {en}, urldate = {2023-10-04}, institution = {FCDO and TWP CoP}, author = {Whaites, Alan and Piron, Laure-Hélène and Menocal, Alina Rocha and Teskey, Graham}, month = feb, year = {2023}, } @techreport{mendizabal_understanding_2006, address = {London}, type = {Working {Paper}}, title = {Understanding {Networks}: {The} functions of research policy networks}, shorttitle = {Understanding {Networks}}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/150.pdf}, abstract = {We are constantly talking about networks. Banks use their networks to offer global services to customers; airlines fly passengers all over the world via their networks of partners; news agencies use media networks to keep us informed every minute of the day; and terrorist networks threaten citizens around the world. The importance of networks extends to the development sector: they organise civil society to advocate for and implement change; they link the local with the global, the private with the public; and they provide spaces for the creation, sharing and dissemination of knowledge. In a way, networks seem to make anything and everything happen. But we have yet to understand what they are and what they can and cannot do. In the development literature, a huge variety of policy and social network concepts and applications exists. This paper attempts to set out a framework to help clarify what research policy networks do.}, language = {en}, number = {271}, urldate = {2020-08-19}, institution = {ODI}, author = {Mendizabal, Enrique}, month = jun, year = {2006}, } @book{haider_understanding_2015, address = {Warsaw, Poland}, title = {Understanding {Indicators} {And} {Monitoring} {For} {Sustainability} {In} {The} {Context} {Of} {Complex} {Social}-{Ecological} {Systems}}, isbn = {978-3-11-045050-7}, url = {http://www.degruyter.com/view/books/9783110450507/9783110450507/9783110450507.xml}, language = {en}, urldate = {2019-05-04}, publisher = {De Gruyter Open}, author = {Haider, L. Jamila and Iribarrem, Alvaro and Gardner, Toby and Latawiec, Agnieszka E and Alves-Pinto, Helena and Strassburg, Bernardo}, month = jan, year = {2015}, doi = {10.1515/9783110450507}, } @techreport{barnes_katrina_understanding_2021, address = {Brighton}, title = {Understanding {Governance} from the {Margins}: {What} {Does} {It} {Mean} {In} {Practice}?}, shorttitle = {Understanding {Governance} from the {Margins}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/16975}, abstract = {What does governance look like ‘from below’ – from the perspectives of poor and marginalised households? How do patterns of conflict affect that? These were the questions at the heart of the Governance at the Margins research project. Over three years from 2017-2020 we worked to explore this through in-depth study in conflict-affected areas of Mozambique, Myanmar, and Pakistan. Our research teams interviewed the same people regularly over that time, finding out how they resolved problems and interacted with authorities. In this paper we connect what we found to the realities and complexities of development practice, drawing on the input of 20 experienced practitioners working in bilateral and multilateral development agencies and international NGOs, who generously gave their time to help us think through the practical implications of our wealth of findings.}, urldate = {2022-01-11}, institution = {Institute of Development Studies (IDS)}, author = {Barnes, Katrina, Katrina, Barnes and Anderson, Colin and de Chassy, Stephanie and Ahmed, Affaf and Ali, Mudabbir and Aung, Myo Min and Chaimite, Egidio and Joshi, Anuradha and Khan, Danyal and Loureiro, Miguel and Posse, Lucio and Rowlands, Jo and Shankland, Alex and Wazir, Rizwan}, month = nov, year = {2021}, doi = {10.19088/A4EA.2021.003}, } @article{van_mierlo_understanding_2018, title = {Understanding and governing learning in sustainability transitions: {A} review}, issn = {2210-4224}, shorttitle = {Understanding and governing learning in sustainability transitions}, url = {http://www.sciencedirect.com/science/article/pii/S2210422417301983}, doi = {10.1016/j.eist.2018.08.002}, abstract = {Many transitions scholars underscore the importance of learning in sustainability transitions, but the associated learning processes have hardly been conceptualised. The diverse, well-established research fields related to learning are broadly ignored or loosely applied. In this paper, we systematically explore four interesting learning traditions in terms of their value for gaining an in-depth understanding of learning in sustainability transitions and their relevance for fostering learning, by connecting them to key features of transitions. The selected learning traditions from different disciplinary backgrounds provide valuable insights. None of them sufficiently addresses the complexity of transitions. They include, however, a diversity of relevant learning contexts. We conclude that they have value for investigating new areas such as learning in socio-technological regimes and in later phases of a transition, while enlightening forms of learning that have not yet been fully recognised in transition studies, such as superficial learning, unlearning, and learning to resist change.}, urldate = {2019-05-02}, journal = {Environmental Innovation and Societal Transitions}, author = {van Mierlo, Barbara and Beers, Pieter J.}, month = oct, year = {2018}, keywords = {Collaborative learning, Interactive learning, Organizational learning, Social learning, Sustainability transition}, } @misc{aktar_unconditional_2023, title = {Unconditional cash support sparks transformation: {A} story from {CLARISSA} {Social} {Protection} {Intervention} in {Dhaka}}, shorttitle = {Unconditional cash support sparks transformation}, url = {https://clarissa.global/unconditional-cash-support-sparks-transformation-a-story-from-clarissa-social-protection-intervention-in-dhaka/}, abstract = {The CLARISSA Social Protection (SP) intervention provided six months of unconditional cash transfers to every household in the Gojmohol neighbourhood,...}, language = {en-US}, urldate = {2023-12-15}, journal = {CLARISSA}, author = {Aktar, Afrin and Debnath, Raj and Kashfi, Sharmin}, month = dec, year = {2023}, } @article{wiersema_uncertainty_2015, title = {Uncertainty, {Precaution}, and {Adaptive} {Management} in {Wildlife} {Trade}}, volume = {36}, issn = {1052-2867}, url = {https://repository.law.umich.edu/mjil/vol36/iss3/1}, number = {3}, journal = {Michigan Journal of International Law}, author = {Wiersema, Annecoos}, month = oct, year = {2015}, pages = {375--424}, } @techreport{tyrrel_uncertainty_2020, title = {Uncertainty and {COVID}-19: {A} turning point for {Monitoring} {Evaluation}, {Research} and {Learning}? - {A} discussion note for aid actors, policymakers and practitioners}, url = {https://abtassocgovernancesoapbox.files.wordpress.com/2020/05/200514-uncertainty-and-covid19-a-turning-point-for-merl-final.pdf}, abstract = {The COVID-19 pandemic has significantly shifted the context in which aid and development is being delivered. The global scale of the pandemic and the speed at which it is spreading mean that the ‘normal’ economic, ideological and organisational influences which shape (if not determine) aid delivery are in flux. This means that – for a relatively short-period – there is scope for aid actors to work collectively to embed more locally-led, politically-informed and adaptive forms of MERL in aid and development practice. These forms of Monitoring Evaluation Research and Learning (MERL) are not only well-suited to the current global pandemic. They also offer ways for aid program decision makers and practitioners to make sense of the complex and uncertain contexts in which much development work takes place. Applying locally-led, politically-informed and adaptive forms of MERL in the COVID-19 context and beyond requires a shift in mindset and approaches. Situations of complexity, in which it is difficult to predict the relationships between cause and effect, do not lend themselves to linear approaches and fixed indicators. Instead, they require ‘navigation by judgement’, ongoing learning and adaptation and greater privileging of local knowledge, and of the perspectives of those who are often excluded. Rather than being focused on upwards accountability, simple numbers and good news stories, the core function of MERL in this context is to support a better understanding – in real-time – of the changing operating context, to generate learning about the immediate impact of policy and program responses and their longer-term effects, and to inform decision making by front line staff. Whether the opportunities afforded by this ‘critical juncture’ are realised will depend on the degree to which those in the aid and development sector use this opportunity to promote a shift in the deep incentive structures within which development agencies are embedded. On the one hand, the pandemic underscores the limits of the linear understandings of change which underpin many orthodox approaches to planning, design and associated MERL. On the other hand, there is a vested interest in the status quo amongst many organisations, consultants, researchers and MERL practitioners. This is because approaches which promote locally-led development inevitably require those in power to relinquish control. While a range of factors make this shift difficult, there is more scope to change internal ways of working in development agencies than is commonly acknowledged. There is no time like the present to advocate for a ‘new normal’ for MERL.}, urldate = {2020-10-15}, institution = {Abt Associates}, author = {Tyrrel, Lavinia and Roche, Chris and Jackson, Elisabeth}, month = may, year = {2020}, } @article{geels_typology_2007, title = {Typology of sociotechnical transition pathways}, volume = {36}, issn = {00487333}, url = {http://linkinghub.elsevier.com/retrieve/pii/S0048733307000248}, doi = {10.1016/j.respol.2007.01.003}, abstract = {Contributing to debates about transitions and system changes, this article has two aims. First, it uses criticisms on the multi-level perspective as stepping stones for further conceptual refinements. Second, it develops a typology of four transition pathways: transformation, reconfiguration, technological substitution, and de-alignment and re-alignment. These pathways differ in combinations of timing and nature of multi-level interactions. They are illustrated with historical examples.}, language = {en}, number = {3}, urldate = {2018-09-28}, journal = {Research Policy}, author = {Geels, Frank W. and Schot, Johan}, month = apr, year = {2007}, pages = {399--417}, } @misc{noauthor_twp_2016, title = {{TWP} {CoP}}, url = {https://twpcommunity.org/}, language = {en-US}, urldate = {2020-10-14}, journal = {Thinking and Working Politically - Community of Practice}, year = {2016}, } @misc{learning_lab_two_2017, title = {Two {Tunes}, {One} {Dance}: {Keeping} {Programming} {Agile}}, shorttitle = {Two {Tunes}, {One} {Dance}}, url = {https://usaidlearninglab.org/lab-notes/two-tunes%2C-one-dance-keeping-programming-agile}, language = {und}, urldate = {2017-06-02}, journal = {USAID Learning Lab}, author = {Learning Lab}, month = may, year = {2017}, } @article{cooper_two_2017, title = {Two {Paths} to {Supporting} {Grassroots} {Innovation}}, url = {https://ssir.org/articles/entry/two_paths_to_supporting_grassroots_innovation}, abstract = {An innovation experiment in Indonesia yields insights on how international development organizations can effectively foster innovation within the communities they aim to help.}, urldate = {2017-07-19}, journal = {Stanford Social Innovation Review}, author = {Cooper, Nathan and Hazeldine, Shaun and Quaggiotto, Giulio}, month = jul, year = {2017}, } @techreport{colchester_two_2023, title = {Two {Loops} {Guide}}, url = {https://www.systemsinnovation.network/posts/21834326}, abstract = {The Two Loop model is a nonlinear theory of change based upon the ideas of living systems created by Margaret Wheatley \& Deborah Frieze. It provides us with insight into the simultaneous growth and decline process that are underway within a system during a transition period. In this way, it provides a heuristic for us to better try and recognize and connect the past to the future during a change process. It likewise gives us the possibility to try and come to some consensus about where we might be as a group in this process of change and the best actions to take at different stages. This guide will be of relevance for anyone involved in a complex organizational change process.}, language = {en}, urldate = {2023-10-31}, institution = {Si Network}, author = {Colchester, Joss}, month = feb, year = {2023}, } @article{stilger_two_nodate, title = {Two {Loops} -- {Excerpted} from}, language = {en}, author = {Stilger, Bob}, } @article{criado_two_2023, title = {Two decades of public sector innovation: building an analytical framework from a systematic literature review of types, strategies, conditions, and results}, volume = {0}, issn = {1471-9037}, shorttitle = {Two decades of public sector innovation}, url = {https://doi.org/10.1080/14719037.2023.2254310}, doi = {10.1080/14719037.2023.2254310}, abstract = {Scholarly attention in innovation in the public sector is growing rapidly, provoking analytical complexity. We developed a systematic literature review about Public Sector Innovation (PSI), analysing 169 articles published between 2001 and 2021, using PRISMA. We present a comprehensive approach to PSI testing and empirically develop an analytical framework based on the most common combinations of the studied dimensions. Additionally, we propose three main research avenues for the future of PSI: (1) studying PSI in different contexts, (2) expanding the analysis of configurations in PSI initiatives, and (3) analysing ambidextrous strategies to support the practical implementation of PSI.}, number = {0}, urldate = {2023-09-26}, journal = {Public Management Review}, author = {Criado, J. Ignacio and Alcaide-Muñoz, Laura and Liarte, Irene}, year = {2023}, note = {Publisher: Routledge \_eprint: https://doi.org/10.1080/14719037.2023.2254310}, pages = {1--30}, } @article{arensman_twinning_2018, title = {Twinning “{Practices} of {Change}” {With} “{Theory} of {Change}”: {Room} for {Emergence} in {Advocacy} {Evaluation}}, volume = {39}, issn = {1098-2140}, shorttitle = {Twinning “{Practices} of {Change}” {With} “{Theory} of {Change}”}, url = {https://doi.org/10.1177/1098214017727364}, doi = {10.1177/1098214017727364}, abstract = {Theory of change (ToC) is currently the approach for the evaluation and planning of international development programs. This approach is considered especially suitable for complex interventions. We question this assumption and argue that ToC’s focus on cause–effect logic and intended outcomes does not do justice to the recursive nature of complex interventions such as advocacy. Supported by our work as evaluators, and specifically our case study of an advocacy program on child rights, we illustrate how advocacy evolves through recursive interactions, with outcomes that are emergent rather than predictable. We propose putting “practices of change” at the center by emphasizing human interactions, using the analytical lenses of strategies as practice and recursiveness. This provides room for emergent outcomes and implies a different use of ToC. In this article, we make a clear distinction between theoretical reality models and the real world of practices.}, language = {en}, number = {2}, urldate = {2020-10-15}, journal = {American Journal of Evaluation}, author = {Arensman, Bodille and van Waegeningh, Cornelie and van Wessel, Margit}, month = jun, year = {2018}, pages = {221--236}, } @techreport{piron_twenty_2021, address = {London}, title = {Twenty years of {UK} governance programmes in {Nigeria}}, abstract = {This Flagship report analyses 20 years of governance programmes in Nigeria funded by the UK Department for International Development (DFID) and the Foreign, Commonwealth and Development Office (FCDO) in the North-western states of Jigawa (since 2001), Kano (since 2005) and Kaduna (since 2006), as well as the North-eastern state of Yobe (since 2011). The report’s main research question is whether, how, under what conditions and for whom UK-funded state-level governance programmes in Nigeria have contributed to sustained changes in governance, and related changes in health and education. ... The report concludes with the following recommendations: To international development partners: 1. Invest for the long term – 10 to 20 years – combining support for both state and nonstate actors. 2. Ensure programmes have the strategic-level mandate, managerial capacity and frontline staff skills to pursue politically savvy opportunities. 3. Take PEA to the next level by unpacking causal mechanisms, understanding incentives and designing interventions to make change happen. 4. Give governance programmes the ability to flex between core governance and service delivery issues. 5. Incentivise greater collaboration between governance and sector programmes. 6. Incentivise greater attention to gender, and to social inclusion beyond disability issues, in governance programming. To FCDO: 7. Empower and resource FCDO teams to enable TWP programmes, ensuring decision-making by country teams to respond to local priorities. 8. Re-imagine TWP for FCDO Nigeria, giving implementers the space to operate in TWP ways. 9. Incentivise stronger collaboration between PERL, Lafiya (health programme) and the Partnership for Learning for All in Nigerian Education. 10. Invest in impact data analysis. To partner governments in Nigeria and beyond: 11. Explicitly set out the objectives for which you would like to receive assistance. 12. Use TWP principles to decide how development partners can support your political objectives and the scope for politically-feasible and mutually-beneficial collaboration. 13. Invest in the coordination of development partners. To non-state partners in Nigeria and beyond: 14. Join coalitions to achieve your priorities. 15. Select development partners which can strengthen your skills, not just fund your activities.}, language = {en}, institution = {ODI}, author = {Piron, Laure-Hélène and Cummings, Clare and Williams, Gareth and Derbyshire, Helen and Hadley, Sierd}, month = oct, year = {2021}, pages = {113}, } @misc{alan_try_2015, title = {Try, learn, adapt, repeat: {T}/{A} {Learn} reflections}, shorttitle = {Try, learn, adapt, repeat}, url = {http://www.globalintegrity.org/2015/11/try-learn-adapt-repeat/}, abstract = {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...}, urldate = {2016-08-05}, journal = {www.globalintegrity.org}, author = {{Alan}}, month = nov, year = {2015}, } @article{torrance_triangulation_2012, title = {Triangulation, {Respondent} {Validation}, and {Democratic} {Participation} in {Mixed} {Methods} {Research}}, volume = {6}, issn = {1558-6898}, url = {http://dx.doi.org/10.1177/1558689812437185}, doi = {10.1177/1558689812437185}, abstract = {Over the past 10 years or so the “Field” of “Mixed Methods Research” (MMR) has increasingly been exerting itself as something separate, novel, and significant, with some advocates claiming paradigmatic status. Triangulation is an important component of mixed methods designs. Triangulation has its origins in attempts to validate research findings by generating and comparing different sorts of data, and different respondents’ perspectives, on the topic under investigation. Respondent validation has sometimes been included in such processes, but it is an element that has not attracted significant attention from the MMR community. The article argues that attention to respondent validation is a significant issue for methodological debate and that it should be an important aspect of the development of democratic participation in MMR.}, language = {en}, number = {2}, urldate = {2017-02-23}, journal = {Journal of Mixed Methods Research}, author = {Torrance, Harry}, month = apr, year = {2012}, pages = {111--123}, } @article{hoben_trapped_1992, title = {Trapped in a {Treadmill}: {Bureaucratic} {Constraints} on {Aid} {Programs}}, volume = {15}, issn = {0739-1854}, shorttitle = {Trapped in a {Treadmill}}, url = {http://www.jstor.org/stable/42760358}, number = {1}, urldate = {2022-07-11}, journal = {Harvard International Review}, author = {Hoben, Allen}, year = {1992}, note = {Publisher: Harvard International Review}, pages = {22--62}, } @techreport{noauthor_transparency_2015, title = {Transparency, {Participation}, \& {Accountability} {Grantmaking} {Strategy}}, url = {http://www.hewlett.org/sites/default/files/TransparencyParticipationandAccountabilityweb.pdf}, urldate = {2016-05-11}, institution = {THE WILLIAM AND FLORA HEWLETT FOUNDATION}, year = {2015}, } @techreport{kehrer_transforming_2020, address = {Bonn}, title = {Transforming our work: {Getting} ready for transformational projects}, url = {https://www.giz.de/fachexpertise/downloads/Transfomation%20Guidance_GIZ_02%202020.pdf}, urldate = {2021-03-31}, institution = {GIZ}, author = {Kehrer, Daniel and Flossmann-Kraus, Ursula and Ronco Alarcon, Sabrina Valeria and Albers, Vivien and Aschmann, Gwendolin}, month = feb, year = {2020}, } @misc{fraser_transforming_2022, title = {Transforming {M}\&{E} for {Uncertain} and {Complex} {Contexts}: {The} {UNDP}’s {Innovation} {Sandbox} {Approach}}, shorttitle = {Transforming {M}\&{E} for {Uncertain} and {Complex} {Contexts}}, url = {https://www.globalevaluationinitiative.org/podcast/transforming-me-uncertain-and-complex-contexts-undps-innovation-sandbox-approach}, abstract = {How can we transform monitoring and evaluation (M\&E) into a more adaptive, emergent process to address uncertainty and complexity in todays’ world? How do we move from compliance and accountability to learning – to support better, more timely, decisions? Join GEI Program Manager, Dugan Fraser, as he discusses these questions and others with Special Guest, Søren Haldrup, from UNDP's Strategic Innovation Unit where he manages UNDP's innovation facility and leads a new initiative called the M\&E Sandbox.}, language = {en}, urldate = {2023-01-03}, journal = {Powered by Evidence Podcast}, author = {Fraser, Dugan and Haldrup, Søren}, month = nov, year = {2022}, } @techreport{edwards_transforming_2016, title = {Transforming governance: what role for technologies?}, copyright = {http://creativecommons.org/licenses/by-nc-nd/3.0/}, shorttitle = {Transforming governance}, url = {http://opendocs.ids.ac.uk/opendocs/handle/123456789/11675}, abstract = {The technological innovations of the last two decades – cell phones, tablets, open data and social media – mean that governments and citizens can interact like never before. Around the world, in different contexts, citizens have fast-increasing access to information and communications technologies (ICTs) that enable them to monitor government performance and express their views on it in real time. In February 2016, a learning event in Manila, convened by Making All Voices Count, brought together 55 researchers and practitioners from 15 countries. They all work on using new technologies for accountable governance. They shared their diverse experiences, reflected on how they approach transformative governance, and visited Filipino accountable governance initiatives. This report shares some of what they learned.}, language = {en}, urldate = {2016-07-20}, institution = {MAVC}, author = {Edwards, Duncan and Brock, Karen and McGee, Rosie}, month = feb, year = {2016}, keywords = {IMPORTANT}, } @inproceedings{leighninger_transforming_2016, title = {Transforming governance: how can technology help reshape democracy?}, copyright = {http://creativecommons.org/licenses/by-nc-nd/4.0/}, shorttitle = {Transforming governance}, url = {http://opendocs.ids.ac.uk/opendocs/handle/123456789/11738}, abstract = {Around the world, people are asking how we can make democracy work in new and better ways. We are frustrated by political systems in which voting is the only legitimate political act, concerned that many republics don’t have the strength or appeal to withstand authoritarian figures, and disillusioned by the inability of many countries to address the fundamental challenges of health, education and economic development. If we want to create democracies in which citizens have meaningful roles in shaping public decisions and solving public problems, we should be asking a number of questions about civic tech, including: • How can online tools best support new forms of democracy? • What are the examples of how this has happened? • What are some variables to consider in comparing these examples? • How can we learn from each other as we move forward? This background note has been developed to help democratic innovators explore these questions and examine how their work can provide answers.}, language = {en}, urldate = {2016-07-20}, publisher = {Institute of Development Studies}, author = {Leighninger, Matt}, month = jun, year = {2016}, } @techreport{kehrer_transformative_2020, address = {Bonn}, title = {Transformative project design}, url = {https://www.giz.de/expertise/downloads/GIZ-BMU_2020_Transformative%20Project%20Design_EN.pdf}, abstract = {There are many definitions of the term ‘transformation’ or ‘transformational change’. The first section of the report develops a basic understanding of transformations or transitions (used synonymously) viewed from various perspectives. In this, transformations are defined as processes that use disruptive innovations to change systems into fundamentally new systems that subsequently form the new mainstream. Section two describes existing approaches to environmental and climate finance in international cooperation and discusses them in light of the proposed definition. All of the approaches have the potential to be further refined and in that process often to increase the precision of what is understood by each type of transformation. The definitions already state which criteria and indicators are referred to and how relevant they are. There is wide diversity in the type of criteria and indicators used by the various organisations, and how they are classified, but certain common features can be identified and with the aid of the literature on transformations they can be combined to form a comprehensive framework. With this in mind, the derivation of quality criteria for transformative interventions is explained in section 3.1. Transformational change at one and the same time calls for big decisions and innumerable projects in a particular field of transformation; the projects cannot be planned on the drawing board but still should be coordinated with each other. Section 3.2 offers guidance on this. Section 3.3 argues in favour of focusing more closely on the ‘process promise’ and employing a more iterative and more adaptable commissioning procedure. Finally, section 3.4 introduces two types of indicators under the various criteria: design indicators, which measure the quality of interventions that are aimed at influencing transformations (process orientation), and outcome indicators, which measure the process and/or progress of a transformation itself.}, urldate = {2021-03-31}, institution = {GIZ}, author = {Kehrer, Daniel}, month = nov, year = {2020}, } @misc{holley_transformative_2018, title = {Transformative {Networks} {Are} {Multiscalar}}, url = {https://networkweaver.com/transformative-networks-are-multiscalar/}, abstract = {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…}, language = {en-US}, urldate = {2018-12-19}, journal = {NetworkWeaver}, author = {Holley, June}, month = dec, year = {2018}, } @book{kirsch_transformation_2017, address = {Baden-Baden}, edition = {1. Auflage}, title = {Transformation, politics and implementation: smart implementation in governance programs}, isbn = {978-3-8452-8051-6 978-3-8487-3738-3}, shorttitle = {Transformation, politics and implementation}, url = {http://frankfurter-gruppe.de/wp-content/uploads/2017/09/Smart-Implementation-E-Book.pdf}, abstract = {Working in environments characterised by a high degree of uncertainty, uncontrollability and unpredictability, development agents try to organise complex realities into manageable units. What principles influence the decision on adequate approaches and necessary steps? Through theoretical considerations and nine case studies, the GIZ traces implementation processes and identifies underlying guiding principles which provide the flexibility and adaptability that is necessary for acting in complex contexts. Main findings show that an adaptive and reflexive management structure is crucial for successful implementation. Quick iteration and tight feedback loops facilitate adaptation and reorientation. Contextsensitive knowledge and constant monitoring create a space for learning and innovation. A joint vision for the future which is used for orientation purposes and can be modified according to new findings and developments fosters fruitful cooperation.}, language = {eng}, publisher = {Nomos}, editor = {Kirsch, Renate and Siehl, Elke and Stockmayer, Albrecht}, year = {2017}, note = {OCLC: 1000398466}, } @book{ono_toyota_1988, address = {Cambridge, MA}, title = {Toyota production system: beyond large-scale production}, isbn = {978-0-915299-14-0}, shorttitle = {Toyota production system}, language = {eng}, publisher = {Productivity Press}, author = {Ōno, Taiichi and Bodek, Norman}, month = jun, year = {1988}, note = {OCLC: 255047797}, keywords = {Lean Production, Production management, Toyota-Jidōsha-Kōgyō-KK}, } @article{macintyre_towards_2018, title = {Towards transformative social learning on the path to 1.5 degrees}, volume = {31}, issn = {18773435}, url = {https://linkinghub.elsevier.com/retrieve/pii/S1877343517300817}, doi = {10.1016/j.cosust.2017.12.003}, language = {en}, urldate = {2019-05-02}, journal = {Current Opinion in Environmental Sustainability}, author = {Macintyre, Thomas and Lotz-Sisitka, Heila and Wals, Arjen and Vogel, Coleen and Tassone, Valentina}, month = apr, year = {2018}, pages = {80--87}, } @misc{rye_towards_2019, title = {Towards ‘{Targeted} {Systems} {Change}’}, url = {https://medium.com/fieldnotes-by-sam-rye/towards-targeted-systems-change-7f4db6febb51}, abstract = {Modelling and communicating how to shift systems}, language = {en}, urldate = {2024-03-27}, journal = {Fieldnotes by Sam Rye}, author = {Rye, Sam}, month = feb, year = {2019}, } @article{challender_towards_2015, title = {Towards informed and multi-faceted wildlife trade interventions}, volume = {3}, issn = {2351-9894}, url = {http://www.sciencedirect.com/science/article/pii/S2351989414000791}, doi = {10.1016/j.gecco.2014.11.010}, abstract = {International trade in wildlife is a key threat to biodiversity conservation. CITES, the Convention on International Trade in Endangered Species of Wild Fauna and Flora, seeks to ensure international wildlife trade is sustainable, relying on trade bans and controls. However, there has been little comprehensive review of its effectiveness and here we review approaches taken to regulate wildlife trade in CITES. Although assessing its effectiveness is problematic, we assert that CITES boasts few measurable conservation successes. We attribute this to: non-compliance, an over reliance on regulation, lack of knowledge and monitoring of listed species, ignorance of market forces, and influence among CITES actors. To more effectively manage trade we argue that interventions should go beyond regulation and should be multi-faceted, reflecting the complexity of wildlife trade. To inform these interventions we assert an intensive research effort is needed around six key areas: (1) factors undermining wildlife trade governance at the national level, (2) determining sustainable harvest rates for, and adaptive management of CITES species, (3) gaining the buy-in of local communities in implementing CITES, (4) supply and demand based market interventions, (5) means of quantifying illicit trade, and (6) political processes and influence within CITES.}, journal = {Global Ecology and Conservation}, author = {Challender, Daniel W.S. and Harrop, Stuart R. and MacMillan, Douglas C.}, month = jan, year = {2015}, keywords = {CITES, Community conservation, Compliance, Economics, Regulation, Wildlife trade}, pages = {129--148}, } @techreport{iied_towards_2012, address = {London}, title = {Towards excellence: {Policy} and action research for sustainable development}, url = {https://pubs.iied.org/pdfs/G03432.pdf}, urldate = {2019-06-26}, institution = {The International Institute for Environment and Development}, author = {{iied}}, year = {2012}, pages = {20}, } @techreport{hernandez_towards_2019, title = {Towards evidence-informed adaptive management}, abstract = {Development and humanitarian organisations seeking to be adaptive have emphasised the need to be transparent about complexity and uncertainty; to be honest about their inability to control what happens; and to design programmes that change over time to become more appropriate and relevant. At their heart, adaptive management approaches emphasise the ability to lean, 'unlearn' and adapt programming accordingly. The cornerstone of effective learning is the creation, gathering, accumulation, interpretation and use of data and evidence. This working paper provides development professionals with tools, strategies and ideas to help them use evidence for adaptive management in practical and evidence-informed ways. Key messages - Evidence is central to effective and rigorous adaptive management. However, despite this central importance, exactly how evidence has been used to inform decisions for adapting development and humanitarian programmes in the past remains unobservable to many. - There is a need to strengthen and document evidence-informed adaptive management. This working paper proposes a roadmap to do this. - Those seeking to use evidence for adaptive management will need to manage trade-offs between ensuring a rigorous, documented (and auditable) trail of evidence-informed actions, being pragmatic about the time and resources allocated to documentation and recognising that it may be necessary to proceed without rigorous evidence when it is unavailable.}, language = {en}, number = {565}, institution = {ODI/GLAM}, author = {Hernandez, Kevin and Ramalingam, Ben and Wild, Leni}, month = nov, year = {2019}, pages = {24}, } @article{thapa_towards_2016, title = {Towards characterizing the adaptive capacity of farmer-managed irrigation systems: learnings from {Nepal}}, volume = {21}, issn = {1877-3435}, url = {http://www.sciencedirect.com/science/article/pii/S1877343516300641}, doi = {10.1016/j.cosust.2016.10.005}, abstract = {Small-scale irrigation systems managed by farmers are facing multiple challenges including competing water demand, climatic variability and change, and socioeconomic transformation. Though the relevant institutions for irrigation management have developed coping and adaptation mechanisms, the intensity and frequency of the changes have weakened their institutional adaptive capacity. Using case examples mostly from Nepal, this paper studies the interconnections between seven key dimensions of adaptive capacity: the five capitals (human, financial, natural, social, and physical), governance, and learning. Long-term adaptation requires harnessing the synergies and tradeoffs between generic adaptive capacity that fosters broader development goals and specific adaptive capacity that strengthens climate-risk management. Measuring and addressing the interrelations among the seven adaptive-capacity dimensions aids in strengthening the long term sustainability of farmer-managed irrigation systems.}, journal = {Environmental change assessments}, author = {Thapa, Bhuwan and Scott, Christopher and Wester, Philippus and Varady, Robert}, month = aug, year = {2016}, pages = {37--44}, } @article{epp_towards_2019, title = {Towards an evidence base on the value of social learning-oriented approaches in the context of climate change and food security}, volume = {29}, copyright = {© 2019 John Wiley \& Sons, Ltd and ERP Environment}, issn = {1756-9338}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/eet.1835}, doi = {10.1002/eet.1835}, abstract = {Attention to social learning's potential to improve development outcomes in the context of climate change and food security challenges is growing. Yet evidence supporting the wide range of assertions about the outcomes of social learning processes is insufficient. More work is needed to understand when and how a social learning-oriented approach is effective. We respond to the gap in evidence by piloting the Climate Change and Social Learning initiative's monitoring and evaluation framework for social learning. Our objectives are to begin building an evidence base and to test the theory of change behind the framework. Using a peer-assist approach, we apply the framework to eight case studies in partnership with five initiatives. We analyse trends in evidence gathered across the case studies in four dimensions of social learning (engagement, iterative learning, capacity development, and challenging institutions) along three dimensions of change (process, learning outcomes, and changes in values and practice).}, language = {en}, number = {2}, urldate = {2019-05-02}, journal = {Environmental Policy and Governance}, author = {Epp, Marissa Van and Garside, Ben}, year = {2019}, keywords = {Climate change adaptation, Monitoring and Evaluation, Social learning, food security}, pages = {118--131}, } @techreport{shutt_towards_2016, address = {Stockholm}, title = {Towards an {Alternative} {Development} {Management} {Paradigm}?}, url = {https://eba.se/wp-content/uploads/2016/08/Rapport2016_07_webb.pdf}, abstract = {Demonstrating results has been a concern in international development cooperation ever since it was started and in recent years there has been an increased focus on achieving and reporting on “results”. Despite the fact that everyone involved in development cooperation wants to make a difference there has been a growing criticism from practitioners about the “results agenda” based on a concern that the approaches used are not fit for purpose. In the EBA-report, Cathy Shutt, at the University of Sussex, scrutinizes the recent critical debate about results based management, and the main arguments and motives behind the criticism. She shows that the debate is not only a matter of obsessive measurement and reporting of meaningless numbers for political accountability, but also a matter of problematic assumptions and how we think about development, evidence and learning. In the report, Shutt also explores what could be learned from those who are not just critiquing results based management approaches but also proposing alternatives. Are these new alternatives an answer to the criticism?}, urldate = {2019-12-02}, institution = {Expertgruppen för biståndsanalys (EBA)}, author = {Shutt, Cathy}, year = {2016}, keywords = {IMPORTANT}, } @techreport{salmen_toward_1998, title = {Toward a {Listening} {Bank}: {A} review of best practices and the efficacy of {Beneficiary} {Assessment}}, url = {http://siteresources.worldbank.org/INTPCENG/1143333-1116505682469/20509261/sdp-023-toward-a-listening-bank-ba-larry.pdf}, abstract = {"This paper will first provide a descriptive overview of the beneficiary assessment (BA) work done on World Bank projects (by region, sector, phase of cycle, and so forth); it will then discuss impact, both qualitatively (with case studies) and quantitatively; and finally it will propose a course that, if taken, could lead to a Bank that truly listens and is attuned as much to the perspectives of the governments and peoples it serves as to the financial markets it helps sustain." "BAs use the qualitative techniques of conversational interviewing, focus groups, and participant observation with representative samples of key actors, such as the intended—usually poor—beneficiaries, service providers, non-governmental organizations (NGOs) and other local public- and private-sector leaders; analysis and the presentation of results are done as quantitatively as possible." Contents Beneficiary Assessment and the World Bank: An Overview Beneficiary Assessments in Africa Impact Case Studies Impact on Project Design Impact on Direct Cost Savings Summary of Quantifiable Impacts on Project Design and Objectives A Note on Methodology Complete the Paradigm Shift}, number = {23}, urldate = {2018-10-13}, author = {Salmen, Lawrence}, month = sep, year = {1998}, pages = {34}, } @techreport{valters_top_2019, address = {London}, title = {Top {Tips}: {How} to design and manage adaptive programmes}, url = {https://www.zotero.org/groups/1265281/adaptive_management_and_mel_in_international_development/collections/KL4DL8M5/items/D88SA8IR}, abstract = {Within DFID, there is now a commitment to more flexible and adaptive programming. This recognises that: • DFID works in contexts that continuously evolve and change, sometimes in unpredictable ways. To respond to this, the agency needs to remain flexible – to expect change and have a good understanding of context, with resources that can be adjusted and scope to change direction if needed. All DFID programmes should be able to do this. • Some DFID programmes aim to support change in complex systems, behaviours and incentives. Efforts to address women’s empowerment, improve sanitation or build more sustainable health systems, for instance, all require engagement with the way in which complex systems operate and the people and behaviours within them. Trying to deliver reforms in these circumstances is challenging because the pathway to reform itself will be unclear: as a reform is rolled out, the system itself will react and respond. These types of programmes therefore need to build in from the start deliberate processes of learning and testing, to allow for adaptations as more information is gathered for what works over time. These top tips are concerned with programmes that aim to be flexible and adaptive – which work in dynamic contexts and are trying to address complex problems. While there is growing commitment to these approaches, feedback suggests staff still have questions about how to do this well. This document highlights some of the commonly reported issues related to adaptive programming and a set of tips, strategies and examples to help in addressing them. It is aimed at programme managers and advisors who may be Senior Responsible Owners (SROs) or those managing and supporting adaptive programming in a range of ways. We have collated these lessons from discussions with country offices and SROs, feedback from surveys and the wider evidence. We have looked specifically at the adaptive programmes we can find in the DFID portfolio, but this is not an exhaustive list. It should be noted that there is as yet no wide variety of case law to review, but there is a growing set of examples within DFID that can provide continuous learning for the organisation.}, urldate = {2024-02-19}, institution = {Overseas Development Institute}, author = {Valters, Craig and Wild, Leni}, month = jul, year = {2019}, } @misc{sisney_top-down_2016, title = {Top-down vs. {Bottom}-up {Hierarchy}: {Or}, {How} to {Design} a {Self}-{Managed} {Organization}}, shorttitle = {Top-down vs. {Bottom}-up {Hierarchy}}, url = {http://organizationalphysics.com/2016/10/13/top-down-vs-bottom-up-hierarchy-or-how-to-build-a-self-managed-organization/}, abstract = {Top-down vs. Bottom-up Hierarchy: Or, How to Design a Self-Managed Organization}, urldate = {2017-07-03}, journal = {Organizational Physics - Systems thinking for breakthrough business performance}, author = {Sisney, Lex}, month = oct, year = {2016}, } @book{ashley_tools_2013, title = {Tools for supporting sustainable natural resource management and livelihoods}, isbn = {978-1-84369-949-1}, language = {English}, author = {Ashley, Holly and Kenton, Nicole and Milligan, Angela}, year = {2013}, note = {OCLC: 951490115}, } @techreport{ramalingam_tools_2006, address = {London}, title = {Tools for {Knowledge} and {Learning}: {A} {Guide} for {Development} and {Humanitarian} {Organisations}}, shorttitle = {Tools for {Knowledge} and {Learning}}, url = {http://www.odi.org/publications/153-tools-knowledge-learning-guide-development-humanitarian-organisations}, abstract = {This toolkit presents entry points and references to the wide range of tools and methods that have been used to facilitate improved knowledge and learning in the development and humanitarian sectors.}, urldate = {2018-12-19}, institution = {ODI}, author = {Ramalingam, Ben}, month = jul, year = {2006}, } @misc{giz_toolkit_2017, title = {Toolkit {Digitalisation}: {Tools} to {Support} {Strategic} {Planning} and {Implementation}}, url = {https://www.giz.de/expertise/html/22701.html}, urldate = {2017-05-25}, author = {GIZ}, year = {2017}, } @techreport{swift_tips_2018, title = {Tips on {Learning} from {Context}: {Formal} and {Informal} {Approaches} to {Understanding} the {Local} {Political} {Economy}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/tips_on_context_monitoring_-_formal_to_informal_.pdf}, abstract = {Successfully adapting your programmatic efforts and policy engagement to the context depends on maintaining your understanding of that context. Given this, continuous learning and feedback loops--not only about your programming, but also about the environment you are working within--are important components of USAID’s work. Since our environments are always changing, in ways big and small, this can be intimidating. One can imagine a scenario where learning consumes the limited time and budgets available, especially for small programs. The question becomes: How can we learn enough, at the right times, to limit missed opportunities and warning signs, while avoiding being consumed by data collection and analysis that never influences our work? This document capitalizes on the experiences of USAID staff as well as emerging learning from other donors and researchers to highlight a range of approaches--formal and informal, time-bound and continuous--that can support ongoing learning within the operational tempo of a busy Mission team or Operating Unit.}, urldate = {2018-09-22}, institution = {USAID}, author = {Swift, Sarah}, year = {2018}, pages = {9}, } @misc{jacobstein_tips_2018, title = {Tips for {Finding} {Unusual} {Allies} and {Building} {Innovative} {Alliances}}, url = {https://usaidlearninglab.org/library/tips-finding-unusual-allies-and-building-innovative-alliances}, abstract = {One of the truisms of thinking and working politically (TWP) is that it requires looking differently at how stakeholders relate to a given development challenge or process, and building coalitions of the “right actors at the right time” who can drive forward progress while working with the grain of the context. While it’s easy to call for coalitions for change and diverse stakeholder engagement, identifying allies beyond those already seized with an issue, and finding ways to collaborate with stakeholders who may have different reasons for joining a coalition, is a challenging task. These are some suggested tips to improve working in that fashion.}, journal = {USAID Learning Lab}, author = {Jacobstein, David}, year = {2018}, } @techreport{cozzarelli_tips_2010, title = {Tips for {Conducting} a {Gender} {Analysis} at the {Activity} or {Project} {Level}}, url = {https://pdf.usaid.gov/pdf_docs/Pnadt865.pdf}, abstract = {I. What is gender analysis? II. Relevant sections of the ADS III. Process – What should you do to collect the information you need to conduct a gender analysis at the activity or project level? IV. What questions should you ask in the context of doing your gender analysis? - Access - Knowledge, Beliefs, and Perceptions - Practices and Participation - Time and Space - Legal Rights and Status - Power and Decision-making IV. What should you do after you ask these questions?}, urldate = {2020-10-01}, institution = {USAID}, author = {Cozzarelli, Cathy}, month = sep, year = {2010}, } @techreport{causemann_tiny_2012, address = {Stuttgart}, title = {Tiny {Tools} - {Measuring} {Change} in {Communities} and {Groups}}, url = {http://www.ngo-ideas.net/tiny_tools/index.html}, abstract = {Introduction to the Overview: Tiny Tools Why “Tiny Tools” for assessing change? Currently, change is mostly assessed by NGO staff or external experts. The vision of this paper is that communities assess and reflect change themselves and make use of that reflection with appropriate tools. All the tools presented here are relatively quick and easy to learn (therefore “tiny”). With Tiny Tools we can assess change in one session. They can therefore be used where there are not baselines. They are structured and systematic, and they are all widely tested: Experience shows that these tools lead to new insights, mobilise enthusiasm and increase the capacity of communities to bring about further change. The Tiny Tools are in line with what Participatory Rural Appraisal (PRA) wanted to achieve. Many are slight variations of PRA tools. For a detailed description of concepts, see the NGO-IDEAs Impact Toolbox (www.ngo-ideas.net/impact\_toolbox) and the NGO-IDEAs Manual Self-Effectiveness (www.ngo-ideas.net/monitoring\_self\_effectiveness). The tools are designed to visualise change, but also enable communities to reflect on the reasons of change or verify assessments. They may be implemented once or continuously over time. We know that the time of community members is precious, and limited. Therefore all Tiny Tools can be performed in a relatively short session, provided facilitators (it could be field staff or project officers) are experienced – and the community knows and trusts them. The amount of time spent on the application of the tools may however be prolonged according to the needs of a community or NGO. All of these tools are easy to learn for a facilitator experienced in participatory processes. Which tool should be introduced to which community? It is typically the decision of a development organisation (or external experts) which tools they want to introduce into a community. The staff need to assess which tool will lead to learning and action. It could also be that the staff realise aspects of change that they do not understand well enough. These tools are good for exploring change that we have not planned for and not anticipated. They are also good for exploring change in a context where we have no prior information. Communities are the best experts for their situation, but we emphasise that the tools should be used in ways that benefit and empower the communities or individuals participating. The tool implementations should lead to consequences on the grassroots as well as the NGO level. All Tiny Tools can be integrated into PIAR, the Analysis tool in the NGO-IDEAs Impact Toolbox. Also, the Tiny Tools can help to prepare for the application of the Toolbox tools. They help to make people aware of changes that can be observed. The following box gives some hints how Tiny Tools relate to the Impact Toolbox tools, and to what extent they help to attribute change to development interventions.}, language = {en}, urldate = {2023-07-14}, institution = {Impact+}, author = {Causemann, Bernward and Gohl, Eberhard and Brenner, Verena}, month = jan, year = {2012}, } @article{webster_timely_2018, title = {Timely evaluation in international development}, volume = {10}, issn = {1943-9342}, url = {https://doi.org/10.1080/19439342.2018.1543345}, doi = {10.1080/19439342.2018.1543345}, abstract = {Impact and process evaluations are increasingly used in international development; however they are generally retrospective in outlook. A more timely approach to evaluation aims to identify necessary, feasible and effective changes during a programme or intervention’s lifetime. This paper aims to identify, categorise, describe and critically appraise methods to support more timely evaluation in international development. Potential methods were identified through scoping seminar, public symposium, targeted review of the literature, and the authors’ own experiences and opinions. Findings from the different data sources were reviewed collectively by the author group and triangulated to develop an analytical framework. We identified four purposes of timely evaluation for international development, and critiqued the use of approaches against four dimensions of timeliness and flexibility. Whilst we found significant interest in more timely approaches to evaluation in international development, there was a dearth of published empirical evidence upon which to base strong recommendations. There is significant potential for timely evaluation to improve international development outcomes. New approaches to mixing and adapting existing methods, together with new technologies offer increased potential. Research is needed to provide an empirical evidence base upon which to further develop the application, across sectors and contexts, of timely evaluation in international development.}, number = {4}, urldate = {2019-03-12}, journal = {Journal of Development Effectiveness}, author = {Webster, Jayne and Exley, Josephine and Copestake, James and Davies, Rick and Hargreaves, James}, month = oct, year = {2018}, keywords = {Adaptive learning, Outcome evaluation, Programme improvement, impact evaluation}, pages = {482--508}, } @book{anderson_time_2012, address = {Cambridge, MA}, title = {Time to {Listen}: {Hearing} {People} on the {Receiving} {End} of {International} {Aid}}, isbn = {978-0-9882544-1-1}, shorttitle = {Time to {Listen}}, abstract = {Does the way international assistance is organized make sense? Is it working as we mean it to? This book approaches these questions through the experiences of people living on the receiving side of international assistance. It reports on the ideas, insights, and analyses of almost 6,000 people across 20 countries where international aid has been provided. From such a range of locations and people, one might expect vastly different ideas and opinions. However, remarkably consistent patterns and common judgments emerged. In the midst of difference, there was striking unanimity and consistency about the processes and the effects of the international aid system. Using their words, their experiences, and their ideas, this book describes why the cumulative impacts of international aid efforts have not met expectations. It describes a way forward to make changes that, according to those on the receiving end, will lead to more effective and lasting results.}, language = {English}, publisher = {CDA Collaborative Learning Projects}, author = {Anderson, Mary B. and Brown, Dayna and Jean, Isabella}, month = dec, year = {2012}, } @techreport{bennett_time_2016, address = {London}, title = {Time to let go: remaking humanitarian action for the modern era}, shorttitle = {Time to let go}, url = {https://www.odi.org/publications/10381-time-let-go-remaking-humanitarian-action-modern-era}, abstract = {As the international humanitarian system faces a crisis of legitimacy, the Humanitarian Policy Group’s landmark report proposes a new model of humanitarian action.}, urldate = {2017-03-17}, institution = {ODI}, author = {Bennett, Christina}, month = apr, year = {2016}, } @misc{kiwanja.net_time_2014, title = {Time for a {Donor} {Funding} {Charter}?}, url = {http://www.donorscharter.org/}, urldate = {2017-06-27}, journal = {Donor's Chapter}, author = {kiwanja.net}, month = aug, year = {2014}, } @misc{mysociety_tictec_2018, title = {{TICTeC} 2018 - {The} {Making} {All} {Voices} {Count} programme: new lessons about donor-funded civic tech}, shorttitle = {{TICTeC} 2018 - {The} {Making} {All} {Voices} {Count} programme}, url = {https://www.youtube.com/watch?v=LNBUs-CmraI}, urldate = {2018-07-27}, author = {{mySociety}}, month = may, year = {2018}, keywords = {Accountability, Civic Tech, IDS, TICTeC, transparency}, } @misc{guerzovich_three_2023, title = {Three out of {Four} {Practical} {Lessons} about right fitting {MEL} for {Additive} {Effects}}, url = {https://medium.com/@florcig/three-out-of-four-practical-lessons-about-right-fitting-mel-for-additive-effects-2e31de67fc71}, abstract = {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 interventions/portfolios. In the third post, I bring Paul Pierson’s groundbreaking argument for social science to MEL. Paraphrasing, most contemporary MEL takes a “snapshot” view of interventions and portfolios, distorting their effects and meaning by ripping them from their temporal context. Instead, we should place in time interventions/portfolios with the ambition to add more than the sum of the part by constructing MEL systems looking at “moving pictures” rather than taking snapshots.}, language = {en}, urldate = {2023-08-10}, journal = {Medium}, author = {Guerzovich, Florencia}, month = aug, year = {2023}, } @article{jacobs_three_2010, title = {Three {Approaches} to {Monitoring}: {Feedback} {Systems}, {Participatory} {Monitoring} and {Evaluation} and {Logical} {Frameworks}}, volume = {41}, doi = {10.1111/j.1759-5436.2010.00180.x}, abstract = {This article compares key attributes, strengths and weaknesses of three different approaches to monitoring development interventions: the logical framework approach, participatory monitoring and evaluation (PM\&E) and feedback systems. Academic and practitioner literature describes how logframes meet the needs of senior decision-makers to summarise, organise and compare projects. PM\&E meets the needs of field staff to work sensitively with intended beneficiaries and support their learning and empowerment. Feedback systems appear to link the two, providing performance data for managers and creating incentives for implementing staff to focus on their intended beneficiaries. Feedback systems build on the rich heritage of PM\&E and are compatible with logframes. They may help provide a manageable and effective approach to accountability that links the means and the ends of development interventions. Feedback systems are at an early stage of development. There is a lot to learn about how and where they work best.}, language = {en}, number = {6}, journal = {IDS Bulletin}, author = {Jacobs, Alex and Barnett, Chris and Ponsford, Richard}, year = {2010}, pages = {9}, } @misc{sparkman_thoughts_2015, title = {Thoughts on the use of hypotheses in adaptive management}, shorttitle = {{BEAM} {Exchange}}, url = {https://beamexchange.org/community/blogs/2015/1/6/timsparkman/}, abstract = {New insights, opinions and perspectives on market systems development, from experts and practitioners.}, urldate = {2016-10-25}, journal = {BEAM Exchange}, author = {Sparkman, Timothy}, month = jan, year = {2015}, } @article{brokaw_this_2016, title = {This startup uses machine learning and satellite imagery to predict crop yields}, url = {http://www.theverge.com/2016/8/4/12369494/descartes-artificial-intelligence-crop-predictions-usda}, abstract = {Mark Johnson wants to beat the United States Department of Agriculture at its own game: predicting yields of America's crops. The USDA puts boots on the ground, deploying hundreds of workers to...}, urldate = {2017-02-16}, journal = {The Verge}, author = {Brokaw, Alex}, month = aug, year = {2016}, } @misc{waters_center_thinking_2021, title = {Thinking {Tools} {Studio}}, url = {https://thinkingtoolsstudio.waterscenterst.org/}, abstract = {Tools to help you Think}, language = {en}, urldate = {2021-07-30}, journal = {Waters Center for Systems Thinking}, author = {Waters Center}, year = {2021}, } @book{meadows_thinking_2008, title = {Thinking in {Systems}: {A} {Primer}}, shorttitle = {Thinking in {Systems}}, abstract = {In the years following her role as the lead author of the international bestseller, Limits to Growth—the first book to show the consequences of unchecked growth on a finite planet— Donella Meadows remained a pioneer of environmental and social analysis until her untimely death in 2001.Thinking in Systems, is a concise and crucial book offering insight for problem solving on scales ranging from the personal to the global. Edited by the Sustainability Institute’s Diana Wright, this essential primer brings systems thinking out of the realm of computers and equations and into the tangible world, showing readers how to develop the systems-thinking skills that thought leaders across the globe consider critical for 21st-century life.Some of the biggest problems facing the world—war, hunger, poverty, and environmental degradation—are essentially system failures. They cannot be solved by fixing one piece in isolation from the others, because even seemingly minor details have enormous power to undermine the best efforts of too-narrow thinking.While readers will learn the conceptual tools and methods of systems thinking, the heart of the book is grander than methodology. Donella Meadows was known as much for nurturing positive outcomes as she was for delving into the science behind global dilemmas. She reminds readers to pay attention to what is important, not just what is quantifiable, to stay humble, and to stay a learner.In a world growing ever more complicated, crowded, and interdependent, Thinking in Systems helps readers avoid confusion and helplessness, the first step toward finding proactive and effective solutions.}, language = {English}, publisher = {Chelsea Green Publishing}, author = {Meadows, Donella H.}, editor = {Wright, Diana}, month = dec, year = {2008}, } @techreport{abercrombie_thinking_2018, address = {London}, title = {Thinking big: {How} to use theory of change for systems change}, url = {https://www.thinknpc.org/publications/thinking-big/}, abstract = {We think that, applied well, theory of change can support charities and funders to take a systemic approach to their work. This report identifies five common pitfalls that organisations fall into when using theory of change, and walks through five rules of thumb that will help organisations to use the approach to tackle complex problems. We think that, applied well, theory of change can support charities and funders to take a systemic approach to their work. This report identifies five common pitfalls that organisations fall into when using theory of change, and walks through five rules of thumb that will help organisations to use the approach to tackle complex problems.}, urldate = {2018-08-16}, institution = {NPC}, author = {Abercrombie, Rob and Boswell, Katie and Thomasoo, Rosanna}, month = mar, year = {2018}, } @techreport{kelsall_thinking_2016, type = {Briefing}, title = {Thinking and working with political settlements}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/10185.pdf}, abstract = {• In recent years, Political Settlements Analysis (PSA) has become increasingly influential in academic and policy circles • Despite its intuitive appeal, it seems difficult to use in practice • PSA has a natural affinity with Adaptive Development, Thinking and Working Politically, and Doing Development Differently approaches • By answering the simple diagnostic questions supplied here, development partners can identify the types of political settlements in which they work, and draw some broad operational implications}, urldate = {2018-12-10}, institution = {ODI}, author = {Kelsall, Tim}, month = jan, year = {2016}, pages = {8}, } @misc{british_council_thinking_2017, title = {Thinking and {Working} {Politically} ({Yangon}, {October} 2016)}, url = {https://www.youtube.com/watch?v=2-blBO3aulg}, abstract = {On 3-4 October 2016, British Council, Pyoe Pin, The Asia Foundation and UK DFID co-hosted a two day conference on ‘Thinking and Working Politically’ (TWP) for more effective and sustainable development assistance. The success or failure of development programmes is, in many – if not most – cases, determined by domestic politics within countries, rather than by the technical elegance of programme design by external donors. The event brought together international donors, implementing agencies and local partners. Participants compared experiences on what has worked, where and why – both in Myanmar, and across the world including case studies from Sudan, Zambia and the Philippines. Throughout the conference, participants familiarised themselves with politically smart development approaches and what it means to think and work politically in Myanmar. This has laid foundations for greater collaboration on TWP to help meet Myanmar’s critical development challenges.}, urldate = {2017-03-22}, publisher = {British Council Myanmar}, author = {British Council}, month = mar, year = {2017}, } @misc{thampi_thinking_2020, title = {Thinking and working politically with technology: {State} of the art meets art of the state}, shorttitle = {Thinking and working politically with technology}, url = {https://oxfamblogs.org/fp2p/thinking-and-working-politically-with-technology-state-of-the-art-meets-art-of-the-state/}, abstract = {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}, language = {en-GB}, urldate = {2020-10-15}, journal = {From Poverty to Power}, author = {Thampi, Gopa and Nixon, Nicola}, month = jun, year = {2020}, } @misc{green_thinking_2022, title = {Thinking and working politically: {What} have we learned since 2013? – {FP2P}}, url = {https://oxfamapps.org/fp2p/thinking-and-working-politically-what-have-we-learned-since-2013/}, abstract = {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 demand some practical lessons, please. This paper is part biography of an idea, setting out the timeline, moments and key documents and policy wins in the evolution of TWP (which seems to have involved a lot of seminars that I missed due to Oxfam’s meagre travel budget). The other part is, to be honest, a bit of a lament – a study in ‘Why Change Hasn’t Happened’, because TWP has ‘got lost in the maelstrom’ of the wider, largely negative, changes in the aid sector. Overall, it’s a brilliant summary, and one I’ll be recommending to my increasingly long-suffering activism students….}, urldate = {2022-02-01}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = feb, year = {2022}, } @techreport{teskey_thinking_2021, title = {Thinking and working politically: {What} have we learned since 2013}, abstract = {The Thinking and Working Politically (TWP) Community of Practice (CoP) was established at a small meeting tacked on at the end of a meeting of Governance Advisers working for the United Kingdom’s Department of International Development (DFID) on South and South-East Asian countries, held in Delhi in November 2013. Since then, a number of meetings have been held throughout the world, each addressing different issues; ‘TWP’ has entered the lexicon of mainstream development; the CoP has expanded to more than 300 people; a Washington DC chapter has been established; and the International CoP has been granted modest funding from DFID’s successor, the Foreign, Commonwealth and Development Office (FCDO) and from Australia’s Department of Foreign Affairs and Trade (DFAT). It is legitimate to ask, however, what has been achieved operationally: how have the ideas underpinning TWP affected operational practice? This short paper traces the evolution of the idea and practice of TWP from 2013 to late 2021, and identifies what we have learned. What has been successful, and what has not? I asked in 2017 whether TWP had become a second orthodoxy (Teskey, 2017). Did this represent hubris or was 2017 in some ways the apogee of what might rather grandly be called the TWP ‘movement’?}, language = {en}, institution = {TWP Community of Practice}, author = {Teskey, Graham}, month = dec, year = {2021}, pages = {24}, } @inproceedings{leftwich_thinking_2011, address = {Frankfurt}, title = {Thinking and {Working} {Politically}: {What} does it mean, {Why} is it important and {How} do you do it?}, shorttitle = {Thinking and {Working} {Politically}}, url = {http://www.gsdrc.org/document-library/thinking-and-working-politically-what-does-it-mean-why-is-it-important-and-how-do-you-do-it/}, abstract = {This paper suggests that working politically in a developmental context means directing attention and support to the agents of reform and development (leaders and organisations). This allows investment in the local processes that will resolve problems – such as problems of collective action – through the work of alliances and coalitions. Hence, it will drive the formation and consolidation of the locally appropriate, feasible and legitimate institutions that are most likely to advance development outcomes. The Developmental Leadership Program defines politics as the pervasive, unavoidable and necessary activities of conflict, negotiation and compromise involved in group decision-making about how resources are to be used, produced and distributed. Thinking politically means understanding that both political and technical dimensions are central to developmental outcomes. It also means: Understanding that ‘agency’ matters. That is, that people have the potential to change things, but always withhin the context of given institutional arrangements, which contain both constraints and opportunities. Leaders, organisations and followers think, strategise and attempt to resolve problems in different ways in the same contexts. Understanding leadership as a political process that mobilises people and resources in support of a goal: leaders seldom work on their own. Realising that overcoming collective action problems is a major challenge of development. Collective action problems occur when people with diverse (often competing) interests struggle to agree on an organisational arrangement from which they would all benefit. Understanding that coalitions (formal or informal) are a crucial political mechanism for the resolution of collective action problems. Paying attention to the detailed inner politics of regimes, sectors or issues (‘micro-politics’). This includes understanding who the players are, where they come from, their organisational affiliations, ideologies and interests and the political dynamics involved. (Many political analysis tools are inadequate for this level of detail.) Recognising that processes are as important as projects in development, and vary from context to context. Working politically in development means supporting, brokering, facilitating and aiding the emergence and practices of (public or private) developmental or reform leaderships, organisations, networks and coalitions at any level, and across all sectors. It means helping them to respond to, and work with, initiatives and requests from local individuals and groups. Working politically can also involve: Investing in the effectiveness of developmental coalitions by enhancing the political capacity of organisations in negotiation, advocacy, communication and the generation of constructive policy options. Rethinking higher educational support programmes so that they supplement a skills focus with strategies that help to build networks, and encourage the understanding of collective action problems and of the importance of providing public goods. Acquiring a deep and detailed knowledge of, and long-term exposure to, the country or issue concerned. Respectful and sensitive understanding of local political dynamics and cultural norms. Employing more social scientists and a well-trained, politically savvy workforce, both local and international, with the capacity to ‘read’ the politics. In particular, coalitions can help drive the endogenous politics of developmental reforms by: 1) achieving a specific policy goal; 2) opening up debate on a previously taboo issue; 3) deepening and strengthening the coalition’s internal organisation and relationships for future purposes; and 4) increasing the capacity of constituent organisations. It is also important to understand that: Developmental leaderships and coalitions often emerge in response to a critical juncture – a threat, challenge or danger – or a new opportunity. What matters is whether leaders have the knowledge, education, vision, prior experience and networks to seize such opportunities. The character and conditionality of funding by donors or supporters can make or break a coalition. Are tight conditions applied? Are funding arrangements transparent?}, urldate = {2016-05-10}, booktitle = {Politics, {Leadership} and {Coalitions} in {Development}: {Policy} {Implications} of the {DLP} {Research} {Evidence}, {Research} and {Policy} {Workshop}}, publisher = {DLP}, author = {Leftwich, Adrian}, month = mar, year = {2011}, } @techreport{denney_thinking_2016, address = {Birmingham}, title = {Thinking and {Working} politically to support developmental leadership and coalitions: {The} {Pacific} {Leadership} {Program}}, url = {http://publications.dlprog.org/Denney_McLaren.pdf}, number = {41}, urldate = {2018-09-24}, institution = {DLP Program}, author = {Denney, Lisa and McLaren, Rebecca}, month = oct, year = {2016}, } @techreport{rocha_menocal_thinking_2018, type = {Text}, title = {Thinking and {Working} {Politically} through {Applied} {Political} {Economy} {Analysis}. {A} guide for practitioners}, url = {https://usaidlearninglab.org/library/thinking-and-working-politically-twp-through-applied-political-economy-analysis-pea-guide}, abstract = {Thinking and Working Politically (TWP) through Applied Political Economy Analysis (PEA). A guide for practitioners Have you ever done everything right in a development program — followed every technical best practice — but still missed the mark? When this happens, it often relates to factors in the context beyond any external development actor’s ability to control.}, language = {en}, urldate = {2018-07-20}, institution = {USAID}, author = {Rocha Menocal, Alina and Cassidy, Marc and Swift, Sarah and Jacobstein, David and Rothblum, Corinne and Tservil, Ilona}, month = apr, year = {2018}, } @techreport{laws_thinking_2018, address = {London}, title = {Thinking and working politically: {Reviewing} the evidence on the integration of politics into development practice over the past decade}, url = {https://twpcommunity.org/wp-content/uploads/2018/04/Thinking-and-working-politically-reviewing-the-evidence.pdf}, language = {en}, urldate = {2019-05-16}, institution = {TWP Community of Practice}, author = {Laws, Ed and Marquette, Heather}, month = mar, year = {2018}, } @techreport{booth_thinking_2015, title = {Thinking and {Working} {Politically}: {Professional} {Development} {Reading} {Pack}}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/10106.pdf}, number = {13}, urldate = {2018-12-10}, institution = {GSDRC Applied Knowledge services}, author = {Booth, David}, month = mar, year = {2015}, pages = {3}, } @techreport{williams_thinking_2022, address = {London}, title = {Thinking and {Working} {Politically} on {Health} {Systems} {Resilience}: {Learning} from the experience of {Cameroon}, {Nepal} and {South} {Africa} during {COVID}-19}, shorttitle = {Health {System} {Resilience}}, url = {http://www.ijhpm.com/article_3665.html}, language = {en}, urldate = {2022-07-26}, institution = {TWP Community of Practice}, author = {Williams, Gareth}, month = jun, year = {2022}, pages = {6--16}, } @techreport{lopez_lucia_thinking_2017, title = {Thinking and {Working} {Politically}: {Lessons} from {FOSTER} in {Nigeria}}, url = {https://www.dlprog.org/publications/research-papers/thinking-and-working-politically-lessons-from-foster-in-nigeria}, abstract = {The Facility for Oil Sector Transparency and Reform (FOSTER) was a £14 million programme that has helped Nigeria to transform its governance of the oil and gas industry. FOSTER ran from 2011 to mid-2016, and used an explicit ‘thinking and working politically’ (TWP) approach. It was funded by the UK Department for International Development (DFID) and managed by Oxford Policy Management (OPM). This paper seeks to identify the factors that drove – or constrained – FOSTER’s achievements, and asks what this can tell us about TWP, particularly in challenging political and sectoral contexts. FOSTER sought to help strengthen oversight and accountability in Nigeria’s oil sector. It aimed to support reformers within government institutions that ‘supply’ accountability (those governing how oil and gas revenues are collected and managed), and to support civil society organisations, parliament, the media and the Nigeria Extractive Industries Transparency Initiative to ‘demand’ reform. In addition, FOSTER commissioned a series of studies and provided media training to help broaden understanding of the sector and highlight the need for reform. This paper examines the outcomes from five ‘clusters’ of FOSTER interventions. The FOSTER team viewed the first three of these in the list below as successful, whereas the latter two did not deliver on expectations but offer important opportunities for learning: • Support to the Nigerian Extractive Industries Transparency Initiative • Support to demand-side actors to promote transparency and accountability in the oil sector • Support for the passage of the Petroleum Industry Bill • An oil spill-mapping social media project • Support to the Department of Petroleum Resources The analysis drew on 44 semi-structured interviews conducted during a month of fieldwork in Abuja and Lagos; on reviews of the programme’s monitoring, evaluation and learning frameworks; and on newspaper articles and grey literature on Nigeria’s oil sector.2}, number = {48}, urldate = {2020-10-15}, institution = {DLP Program}, author = {Lopez Lucia, Elisa and Buckley, Joanna and Marquette, Heather and McCulloch, Neil}, month = jul, year = {2017}, } @article{mcculloch_thinking_2019, title = {Thinking and {Working} {Politically}: {Learning} from practice. {Overview} to {Special} {Issue}}, volume = {37}, copyright = {© 2019 The Authors. Development Policy Review published by John Wiley \& Sons Ltd on behalf of Overseas Development Institute}, issn = {1467-7679}, shorttitle = {Thinking and {Working} {Politically}}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/dpr.12439}, doi = {10.1111/dpr.12439}, abstract = {Over the last 15 years, a set of ideas now referred to as “thinking and working politically” (TWP) has coalesced into a “second orthodoxy” about how to take context into account when implementing development interventions. This approach stresses the importance of obtaining a better understanding of the local context (“thinking politically”) in order to support local actors to bring about sustainable developmental change (“working politically”). However, the evidence base to justify this new approach remains thin, despite a growing number of programmes which purport to be implementing it. Officials in development agencies struggle with putting it into practice and it is unclear how TWP differs—or not—from similar approaches, such as Problem Driven Iterative Adaptation (PDIA) and Doing Development Differently (DDD). This Special Issue sheds light on what TWP means in practice by examining a set of initiatives undertaken by both development partners and government departments in Nigeria, the Occupied Palestinian Territories, China and India. This overview article outlines, in brief, each of the Special Issue's four papers and then draws out five lessons—for funders and for practitioners—from across all the papers. Our five lessons are: (1) the fundamental importance of undertaking political economy analysis (PEA) to adapt programmes to their contexts; (2) the importance of having a realistic level of ambition for interventions; (3) the need to support local ownership—not just “agreement ownership” (between a donor agency and government) or local “management ownership” of the programme, but critically “driver ownership” by generating trust with the key local actors driving change; (4) the need for a more effective set of tools for measuring results in complex programmes that attempt to achieve improvements in long-run governance; and, (5) that although the political economy of donors is often seen as a barrier to applying TWP, the articles show how much can be done with a TWP approach if the analysis takes into account the political economy of donors as well as that of the local context. We conclude with a set of operational recommendations for donors and implementors, as well as suggestions of avenues for further research.}, language = {en}, number = {S1}, urldate = {2020-08-13}, journal = {Development Policy Review}, author = {McCulloch, Neil and Piron, Laure-Hélène}, year = {2019}, keywords = {Adaptation, Development programmes, Political economy analysis, Reform space, thinking and working politically}, pages = {O1--O15}, } @techreport{halloran_thinking_2014, title = {Thinking and working politically in the transparency and accountability field}, url = {http://www.transparency-initiative.org/wp-content/uploads/2014/05/Thinking-and-Working-Politically.May-2014.pdf}, urldate = {2016-04-05}, institution = {Transparency \& Accountability Initiative}, author = {Halloran, Brendan}, month = may, year = {2014}, } @inproceedings{burns_thinking_2022, address = {Warsaw, Poland}, title = {Thinking and {Working} {Politically} in the {Land} {Sector} in {Mekong} {Region}}, abstract = {In recent decades, the World Bank and many bilateral development partners have provided funding to support land administration reform. Traditional land administration reform projects focus on the economic and technical design of interventions based on a library of best practice, commonly avoiding the “messy politics” typically involved in land governance. Experience and lessons from land administration reform initiatives have been documented and a recurrent theme is that many projects fail to create effective, transformative change and gain the critical mass, and the community participation, necessary to ensure the sustainability of land administration reform. Over the last decade there have been concerted efforts to develop more politically informed ways of thinking and working using a range of methodologies referred to, variously, as Thinking and Working Politicallyi (TWP), Problem Driven Iterative Adaptation (PDIA) and Doing Development Differently (DDD). There is little evidence that these different approaches have been applied in the land sector.}, language = {en}, author = {Burns, Tony and Ingalls, Micah and Rickersey, Kate}, month = sep, year = {2022}, } @techreport{laws_thinking_2018, title = {Thinking and working politically in {Somalia}: {A} case study on the {Somalia} {Stability} {Fund}}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/12251.pdf}, urldate = {2018-11-10}, institution = {TWP Coommunity of Practice and ODI}, author = {Laws, Ed}, month = may, year = {2018}, pages = {36}, } @techreport{teskey_thinking_2017, title = {Thinking and working politically in large, multi-sector {Facilities}: lessons to date}, url = {https://abtassocgovernancesoapbox.files.wordpress.com/2017/11/abt-associates-governance-working-paper-series-issue-no-2-final-171120.pdf}, language = {en}, urldate = {2020-03-11}, institution = {Abt Associates}, author = {Teskey, Graham and Tyrrel, Lavinia}, year = {2017}, } @misc{koleros_thinking_2019, title = {Thinking and {Working} {Politically} in {Economic} {Development} {Programmes} – {Some} {Sprints} and {Stumbles} from a {DFID} {Programme} in {Kyrgyzstan}}, url = {https://oxfamblogs.org/fp2p/thinking-and-working-politically-in-economic-development-programmes-some-sprints-and-stumbles-from-a-dfid-programme-in-kyrgyzstan/}, abstract = {A DFID programme in Kyrgyzstan offers useful insights into how the Thinking and Working Politically approach can escape from its governance ghetto}, language = {en-GB}, urldate = {2019-02-06}, journal = {From Poverty to Power}, author = {Koleros, Andrew and Rinnert, David}, month = feb, year = {2019}, keywords = {Case Study}, } @book{sidel_thinking_2020, address = {Pasig City}, title = {Thinking and {Working} {Politically} in development - {Coalitions} for {Change} in {The} {Philippines}}, url = {https://asiafoundation.org/wp-content/uploads/2020/07/Thinking-and-Working-Politically-in-Development_Coalitions-for-Change-in-the-Philippines_Faustino_Sidel.pdf}, abstract = {The Asia Foundation and the Australian Embassy in the Philippines today released a new publication, Thinking and Working Politically in Development: Coalitions for Change in the Philippines. Written by London School of Economics and Political Science Professor John T. Sidel and The Asia Foundation’s Jaime Faustino, the book examines the first phase of the Coalitions for Change program (2012-2018) and the contributions to key development policy reforms in the Philippines. The book is a rigorous treatment of the Coalitions for Change program’s transformative policy reforms—alongside lessons from its failures—across diverse policy arenas and in a wide variety of cities and provinces. The chapters are organized thematically: excise tax reform (Chapter 2), land governance reform (Chapter 3), education (Chapter 4), electoral reform (Chapter 5), disaster risk reduction and management (Chapter 6), and subnational governance reform and conflict resolution in Mindanao (Chapter 7). The co-authors together combine an independent, academic perspective on the program’s impacts (Sidel) with a front-row view of doing policy reform in the Philippines – both its political and technical dimensions (Faustino). Based on the empirical research and comparative analysis undertaken by the authors, the book articulates – and substantiates – a strong set of arguments that help to explain the program’s mixed pattern of achievements and disappointments. Overall, the book concludes that the seven-year program achieved significant and sustainable impact using problem-driven, adaptive, and iterative approaches to developmental change. The authors assert the program was at the forefront of notable development approaches: aid effectiveness and development around thinking and working politically, doing development differently, and adaptive programming. Graham Teskey, an early advocate of ‘thinking and working politically’ explores how development agencies can replicate the conditions for success in his Afterword. With illustrative case studies and analyses, the book provides valuable lessons for policymakers, scholars, bilateral agencies, think-tanks, and anyone interested in successfully maneuvering the shifting dimensions of development in the Philippines and elsewhere.}, urldate = {2020-10-15}, publisher = {The Asia Foundation}, author = {Sidel, John T. and Faustino, Jaime}, collaborator = {Teskey, Graham}, month = jan, year = {2020}, } @techreport{dasandi_thinking_2016, title = {Thinking and {Working} {Politically}: from theory building to building an evidence base}, url = {http://www.dlprog.org/publications/thinking-and-working-politically-from-theory-building-to-building-an-evidence-base.php}, abstract = {This paper discusses the steps required to build a robust evidence base for 'thinking and working politically' (TWP) in development. It argues that better understanding what works, when and why is an important step in moving TWP into mainstream development programming. The paper reviews the existing evidence base on TWP, building on this and on other literature on public sector reform and 'pockets of effectiveness' to suggest research questions, case study selection criteria, and a four-level analytical framework: 1) political context; 2) sector; 3) organisation; and 4) individual. The framework aims to help build a 'rigorous enough' evidence base to show whether and how TWP happens and whether or not it influences the effectiveness of programme implementation and outcomes. The paper also calls for more focus on gender issues, and on different – and often more fragile – political contexts.}, number = {37}, urldate = {2016-07-19}, institution = {DLP}, author = {Dasandi, Niheer and Marquette, Heather and Robinson, Mark}, month = jan, year = {2016}, keywords = {IMPORTANT}, } @techreport{teskey_thinking_2017, title = {Thinking and {Working} {Politically} – {Are} {We} {Seeing} the {Emergence} of a {Second} {Orthodoxy}?}, url = {https://abtassocgovernancesoapbox.files.wordpress.com/2017/06/abt-associates-working-paper-series-issue-no-1-final-010617.pdf}, abstract = {There now is a persuasive volume of evidence that demonstrates that capacity and technical knowledge alone are insufficient to change deeply entrenched political interests and bureaucratic norms. These critiques demonstrate that an understanding of power asymmetries is frequently the critical missing ingredient in project design and implementation. Many eminent thinkers have looked at the difference between success and failure in development, and all point to the primacy of domestic politics. This point has not been lost on development agencies and some have tried to provoke greater attention to the role that politics plays. However, this recognition is yet to pass into the mainstream of development practice. Despite the slow but sure accretion of this knowledge the international community seems to be wedded to doing development traditionally. The purpose of this paper is to consider the extent to which a ‘second orthodoxy’ is slowly emerging which can stand alongside, and in some cases may supplant, the ‘first orthodoxy’ of the traditional project framework. Care has to be taken in making this argument, as there is certainly no consensus within the development community on its importance, and even among advocates, there are slightly differing interpretations of what this second orthodoxy looks like. Further, it is not absolutely clear that the two orthodoxies can co-exist. The paper does not call for any ‘paradigm shift’ in how development practitioners conceptualise programs and projects, nor does it demand that the project framework be scrapped; the former would be impossible and the latter undesirable. Equally readers will find no claims that Doing Development Differently or ‘Thinking and Working Politically’ will always and everywhere guarantee better development outcomes. Rather, the paper seeks to summarise how the two orthodoxies differ, where the second orthodoxy now stands, and propose how it can be taken forward in practical terms.}, urldate = {2019-06-21}, institution = {Abt Associates}, author = {Teskey, Graham}, month = mar, year = {2017}, } @misc{laws_thinking_2018, address = {London}, title = {Thinking and working politically: {An} introduction to key ideas, examples and further reading}, url = {https://twpcommunity.org/wp-content/uploads/2018/04/Thinking-and-working-politically-reviewing-the-evidence.pdf}, language = {en}, urldate = {2019-05-16}, author = {Laws, Ed and Marquette, Heather}, month = mar, year = {2018}, } @misc{salib_theres_2016, type = {Text}, title = {“{There}’s no money for that.” {Three} {Ways} to {Resource} {Collaborating}, {Learning}, and {Adapting}}, url = {https://usaidlearninglab.org/lab-notes/theres-no-money-that-three-ways-resource-collaborating-learning-and-adapting}, abstract = {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.}, language = {en}, urldate = {2019-08-08}, journal = {USAID Learning Lab}, author = {Salib, Monalisa}, month = apr, year = {2016}, } @book{goldratt_theory_1999, address = {Croton-on-Hudson, N.Y.}, title = {Theory of {Constraints}}, isbn = {978-0-88427-166-6}, abstract = {Theory of Constraints walks you through the crucial stages of a continuous program: the five steps of focusing; the process of change; how to prove effect-cause-effect; and how to invent simple solutions to complex problems. Equally important, the author reveals the devastating impact that an organization's psychology can have on the process of improvements. Theory of Constraints is a crucial document for understanding what it takes to achieve manufacturing breakthroughs.}, language = {English}, publisher = {North River Pr}, author = {Goldratt, Eliyahu M.}, month = dec, year = {1999}, } @techreport{salib_theory_2022, type = {Text}, title = {Theory of {Change} {Workbook}: {A} {Step}-by-{Step} {Process} for {Developing} or {Strengthening} {Theories} of {Change}}, shorttitle = {Theory of {Change} {Workbook}}, url = {https://usaidlearninglab.org/library/theory-change-workbook-step-step-process-developing-or-strengthening-theories-change}, abstract = {While over time theories of change have become synonymous with simple if/then statements, a strong theory of change should actually be a much more detailed, context-specific articulation of how we *theorize* change will happen under a program.}, language = {en}, urldate = {2022-03-17}, institution = {USAID}, author = {Salib, Monalisa}, month = feb, year = {2022}, } @techreport{van_es_theory_2015, title = {Theory of {Change} {Thinking} in {Practice}}, copyright = {Creative Commons 3.0}, url = {https://www.hivos.org/theory-change-thinking-practice}, abstract = {Want to know better how your interventions can contribute to change? A Theory of Change (ToC) approach helps in deepening your understanding - and that of your partners - of how you collectively think change happens and what the effect will be of your intervention. Not only does it show what political, social, economic, and/or cultural factors are in play, it also clarifies your assumptions. Once a ToC has been developed, it can be used to continually reflect on it in ways that allow for adaptation and checking of assumptions of your intervention. This user friendly guideline helps you to use a Theory of Change approach. Theories of change are the ideas and beliefs people have – consciously or not – about why and how the world and people change. How people perceive and understand change and the world around them is infused by their underlying beliefs about life, human nature and society. They are deep drivers of people’s behaviour and of the choices they make. Social change processes are complex and characterised by non-linear feedback loops: our own actions interact with those of others and a myriad of influencing factors. This triggers reactions that cannot be foreseen and makes outcomes of change interventions unpredictable. Given these uncertainties, how can we plan strategically and sensibly? How can social change initiatives move forward in emerging change processes in a flexible way, while remaining focused on the goal? In this context of complexity, Hivos has found a theory of change (ToC) approach useful in guiding its strategic thinking and action, as well as its collaborative efforts with others. As it fosters critical questioning of all aspects of change interventions and supports adaptive planning and management in response to diverse and quickly changing contexts. It contributes to the quality and transparency of strategic thinking, and therefore to personal, organisational and social learning. This guide builds on the experiences of Hivos working with a ToC approach. It is a practical guide for Hivos staff in applying a Theory of Change approach, but is also very useful for others working on social change such as social entrepreneurs and innovators. This guide builds on the work of a ToC Learning Group initiated by Hivos and comprising of staff of the Centre for Development Innovation (CDI) of Wageningen University and Research Centre and of experts Iñigo Retolaza Eguren, Isabel Vogel and Irene Guijt. For current thinking and work on the use of Theory of Change thinking in complex change processes, see http://www.theoryofchange.nl}, language = {English}, urldate = {2016-04-20}, author = {van Es, Marjan and Guijt, Irene and Vogel, Isabel}, month = nov, year = {2015}, } @misc{better_evaluation_theory_2023, title = {Theory of change software}, url = {https://www.betterevaluation.org/tools-resources/theory-change-software}, abstract = {There are a number of options when it comes to using software to help create a logic model. These range from generic word processing tools (Word, Powerpoint, or their Google Doc or Mac equivalents), to software that has been specifically tailored for visualising Theories of Change, like TOCO or Miradi. You should consider what resources you have to invest in software, both in terms of cost and in time to learn and use the features. If you only have a short timeframe and have simple needs, then a basic tool may suit you better than some of the more complex software available. It's important to investigate a few options and see what is going to be best for you.}, language = {en}, urldate = {2023-07-04}, author = {Better Evaluation}, month = jul, year = {2023}, } @techreport{noble_theory_2019, address = {London}, title = {Theory of change in ten steps}, language = {en}, institution = {NPC}, author = {Noble, James}, month = oct, year = {2019}, pages = {28}, } @article{chapman_theory_2023, title = {Theory of {Change} in complex {Research} for {Development} programmes: challenges and solutions from the {Global} {Challenges} {Research} {Fund}}, volume = {35}, issn = {1743-9728}, shorttitle = {Theory of {Change} in {Complex} {Research} for {Development} {Programmes}}, url = {https://doi.org/10.1057/s41287-023-00574-0}, doi = {10.1057/s41287-023-00574-0}, abstract = {The United Kingdom Research and Innovation (UKRI) Global Challenges Research Fund (GCRF) aimed to address global challenges to achieve the United Nations (UN) Sustainable Development Goals through 12 interdisciplinary research hubs. This research documents key lessons learned around working with Theory of Change (ToC) to guide Monitoring, Evaluation and Learning (MEL) within these complex research for development hubs. Interviews and document reviews were conducted in ten of the research hubs. The results revealed that only one hub invested in an explicit visual system mapping approach, and that funder timelines, budget constraints and issues with capacity and expertise limited the application of these approaches across all hubs. In contrast, many hubs attempted to deal with visual complexity by means of ether constructing multiple, nested ToCs, or a conscious simplification of complexity through reducing their ToC towards a straightforward and uncomplicated chain model or spherical model. While the former approach had some value, most hubs struggled to find capacity to support the full articulation of nested ToCs. In contrast, the latter approach resulted in ToCs which lacked detail or mechanism articulation, but which nevertheless were often ‘fit for purpose’ in ensuring effective communication and coherence across diverse stakeholders and sub-projects. We conclude that in instances where the reporting, funding and management cycles of complex research for development programmes cannot be adapted to properly support learning-based approaches to ToC development, imposing simplicity in the ToC might be fit for purpose. This might also be preferable to more complex visual approaches that are only partially realised.}, language = {en}, number = {2}, urldate = {2023-04-13}, journal = {The European Journal of Development Research}, author = {Chapman, Sarah and Boodhoo, Adiilah and Duffy, Carren and Goodman, Suki and Michalopoulou, Maria}, month = apr, year = {2023}, pages = {298--322}, } @misc{changeroo_theory_2020, title = {Theory of {Change}: {From} novice to master changemaker}, url = {https://theoryofchangecourse.com/}, abstract = {Theory of Change is more than just a tool or instrument. It is a mindset! A mindset to optimise impact management. As the cornerstone of impact management it is indispensable to any purpose-driven organisation targeting social or environmental value creation. It offers you the cornerstone of a learning approach toward change and impact. A way to build a mindset and organisational culture of critical reflection, co-creation with stakeholders and constant analysis of what works, why, for whom and under what circumstances. Are you ready to take impact management to the next level with the help of Theory of Change? We offer you the premier online course to learn everything about this approach.}, urldate = {2020-10-15}, author = {Changeroo}, year = {2020}, } @article{mayne_theory_2017, title = {Theory of {Change} {Analysis}: {Building} {Robust} {Theories} of {Change}}, volume = {32}, issn = {1496-7308, 0834-1516}, shorttitle = {Theory of {Change} {Analysis}}, url = {https://journalhosting.ucalgary.ca/index.php/cjpe/article/view/31122}, doi = {10.3138/cjpe.31122}, abstract = {Models for theories of change vary widely as do how they are used. What constitutes a good or robust theory of change has not been discussed much. This article sets out and discusses criteria for robust theories of change. As well, it discusses how these criteria can be used to undertake a vigorous assessment of a theory of change. A solid analysis of a theory of change can be extremely useful, both for designing or assessing the designs of an intervention as well as for the design of monitoring regimes and evaluations. The article concludes with a discussion about carrying out a theory of change analysis and an example.}, language = {en}, number = {2}, urldate = {2020-02-14}, journal = {Canadian Journal of Program Evaluation}, author = {Mayne, John}, month = dec, year = {2017}, } @techreport{rogers_theory_2014, title = {Theory of {Change}}, url = {https://www.betterevaluation.org/sites/default/files/Theory_of_Change_ENG.pdf}, number = {2}, institution = {UNICEF}, author = {Rogers, Patricia}, year = {2014}, pages = {16}, } @techreport{strive_together_theory_2014, title = {Theory of {Action}: {Creating} {Craddle} to {Career} {Proof} {Points}}, url = {https://www.strivetogether.org/our-approach/theory-of-action/}, abstract = {StriveTogether’s Theory of Action provides a framework for improving educational outcomes and ensuring a community transforms how it serves children.}, urldate = {2017-11-03}, institution = {Strive Together}, author = {Strive Together}, month = oct, year = {2014}, } @techreport{treasury_board_of_canada_secretariat_theory-based_2021, title = {Theory-{Based} {Approaches} to {Evaluation}: {Concepts} and {Practices}}, shorttitle = {Theory-{Based} {Approaches} to {Evaluation}}, url = {https://www.canada.ca/en/treasury-board-secretariat/services/audit-evaluation/evaluation-government-canada/theory-based-approaches-evaluation-concepts-practices.html}, abstract = {This document introduces some of the key concepts of theory-based approaches to evaluation. It is hoped that readers will be encouraged by the information and advice provided in this document and will explore the use (e.g., through pilot evaluations) of theory-based approaches to evaluation in a federal setting. To support this, Sections 1.0 to 8.0 of the document describe the general application of theory-based approaches to evaluation, and Sections 9.0 and 10.0 discuss the potential application of theory-based approaches to a range of federal programs. This document is neither an exhaustive training program in theory-based evaluation nor a step-by-step guide to undertaking a theory-based evaluation. Evaluators who wish to integrate theory-based approaches into their practices are encouraged to pursue additional readings (including those referenced in this document) and, as appropriate, to seek additional support in undertaking a theory-based evaluation.}, language = {eng}, urldate = {2022-01-27}, institution = {Government of Canada}, author = {Treasury Board of Canada Secretariat}, month = mar, year = {2021}, note = {Last Modified: 2021-03-22}, } @article{krueger_theory_2022, title = {Theory amidst complexity – using process tracing in ex-post evaluations}, volume = {2022}, issn = {1534-875X}, url = {http://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20524}, doi = {10.1002/ev.20524}, abstract = {Evaluators who take a complexity-aware approach must consider tradeoffs related to theoretical parsimony, falsifiability, and measurement validity. These tradeoffs may be particularly pronounced with ex-post evaluation designs in which program theory development and monitoring frameworks are often completed before the evaluator is engaged. In this chapter, we argue that theory-based evaluation (TBE) approaches can address unique ex-post evaluation challenges that complexity-aware evaluation (CAE) alone cannot, and that these two sets of approaches are complimentary. We will outline strategies that evaluators may use to conduct rigorous ex-post evaluations of democracy, human rights, and governance (DRG) interventions that merge CAE's inductive approaches with a theory-testing structure. It will illustrate these strategies with two case studies of ex-post evaluation using process tracing (PT).}, language = {en}, number = {176}, urldate = {2023-04-13}, journal = {New Directions for Evaluation}, author = {Krueger, Kate and Wright, Molly}, year = {2022}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1002/ev.20524}, pages = {119--128}, } @techreport{valters_theories_2015, address = {London}, title = {Theories of {Change}: time for a radical approach to learning in development}, shorttitle = {Theories of {Change}}, url = {https://www.odi.org/publications/9883-theories-change-time-radical-approach-learning-development}, abstract = {The Theory of Change approach demands a radical shift towards more and better learning in development thinking and practice, creating a productive and much-needed space for critical reflection.}, urldate = {2016-08-05}, institution = {ODI}, author = {Valters, Craig}, month = sep, year = {2015}, } @techreport{valters_theories_2014, address = {London}, title = {Theories of change in international development: {Communication}, learning, or accountability?}, shorttitle = {Theories of change in international development}, url = {http://www.lse.ac.uk/internationalDevelopment/research/JSRP/downloads/JSRP17.Valters.pdf}, urldate = {2017-06-09}, institution = {JSRP}, author = {Valters, Craig}, month = aug, year = {2014}, } @techreport{green_theories_2017, address = {Brighton}, title = {Theories of {Change} for {Promoting} {Empowerment} and {Accountability} in {Fragile} and {Conflict}-{Affected} {Settings}}, url = {http://www.ids.ac.uk/publication/theories-of-change-for-promoting-empowerment-and-accountability-in-fragile-and-conflict-affected-settings}, abstract = {This paper explores the current state of thinking among a range of aid actors (multilaterals, bilateral, applied scholars and international non-governmental organisations) on how to promote empowerment and accountability in fragile, conflict and violence affected settings. It seeks to identify trends, gaps and weaknesses in that thinking, and propose research questions and hypotheses to test. Three underlying sources of confusion are identified that are hindering progress on both understanding empowerment and accountability in fragile, conflict and violence affected settings, and taking helpful action to promote it. They are: Theory of endogenous change (e.g. on how empowerment and accountability arise in situ) versus the theory of action of an external intervention; Fragility versus conflict: there is no clear justification for combining these different aspects into a single category; and Empowerment versus accountability: donor analysis and practice has been overwhelmingly weighted towards accountability, exhibiting limited understanding or interest in the nature of power.}, language = {en}, number = {499}, urldate = {2018-08-02}, institution = {IDS}, author = {Green, Duncan}, month = oct, year = {2017}, keywords = {A4EA, External actors, Participation}, } @book{easterly_white_2007, address = {Oxford}, title = {The {White} {Man}'s {Burden}: {Why} the {West}'s {Efforts} to {Aid} the {Rest} {Have} {Done} {So} {Much} {Ill} and {So} {Little}: {Why} the {West}'s {Efforts} to {Aid} the {Rest} {Have} {Done} {So} {Much} {Ill} and {So} {Little} {Good}}, isbn = {978-0-19-922611-5}, shorttitle = {The {White} {Man}'s {Burden}}, abstract = {We are all aware of the extreme hunger and poverty that afflict the world's poor. We hear the facts, see the images on television, buy the T-shirt and are moved as individuals and governments to dig deep into our pockets. Yet what happens to all this aid? Why after 50 years and \$2.3 trillion are there still children dying for lack of twelve cents medicine? Why are there so many people still living on less than \$1 a day without clean water, food, sanitation, shelter, education or medicine? In The White Man's Burden William Easterly, acclaimed author and former economist at the World Bank, addresses these twin tragedies head on. While recognising the energy and compassion behind the campaign to make poverty history he argues urgently and powerfully that grand plans and good intentions are a part of the problem not the solution. Giving aid is not enough, we must ensure that it reaches the people who need it most and the only way to make this happens is through accountability and by learning from past experiences. Without claiming to have all the answers, William Easterly chastises the complacent and patronising attitude of the West that attempts to impose solutions from above. In this book, which is by turns angry, moving, irreverent but always rigorous, he calls on each and everyone of us to take responsibility, whether donors, aid workers or ordinary citizens, so that more aid reaches the people it is supposed to help, the mother who cannot feed her children, the little girl who has to collect firewood rather than go to school, the father who cannot work because he has been crippled by war.}, language = {English}, publisher = {Oxford University Press}, author = {Easterly, William}, month = sep, year = {2007}, } @techreport{g7_whistler_2018, address = {G7 Summit 2018}, title = {The {Whistler} principles to accelerate innovation for development impact}, url = {http://www.g7.utoronto.ca/dev/180602-innovation.html}, abstract = {The Whistler principles to accelerate innovation for development impact : 2018 G7 Summit – Canada 2018 G7 Presidency – Charlevoix, Quebec}, language = {en-US}, urldate = {2018-11-13}, institution = {G7}, author = {{G7}}, month = feb, year = {2018}, } @techreport{kania_water_2018, title = {The water of {Systems} {Change}: {Action} learning exercise}, url = {https://www.fsg.org/tools-and-resources/water-systems-change-action-learning-exercise}, abstract = {Based on the “inverted triangle” framework presented in The Water of Systems Change, this activity is designed to help individuals think systemically about social change, explore what is happening below the surface on issues they care about, and determine how they and their organizations can pursue large-scale change in a disciplined and holistic manner. The exercise is divided into 3 parts: Part I uses the “inverted pyramid” introduced in The Water of Systems Change to perform an external assessment of opportunities to make progress on the social or environmental issue you are focused on. Part II uses the same framework to consider internal conditions within yourself and your organization that should change in order for you to better support progress on your issue. Part III takes what was developed in Parts I and II and asks “What to do next?”}, language = {en}, urldate = {2024-02-12}, institution = {FSG}, author = {Kania, John and Kramer, Mark and Senge, Peter}, year = {2018}, } @techreport{kania_water_2018, title = {The water of {Systems} {Change}}, url = {https://www.fsg.org/wp-content/uploads/2021/08/The-Water-of-Systems-Change_rc.pdf}, abstract = {Foundations involved in systems change can increase their odds for success by focusing on the least explicit but most powerful conditions for change, while also turning the lens on themselves. The Water of Systems Change aims to clarify what it means to shift these conditions. We offer the “inverted triangle” framework as an actionable model for funders and others interested in creating systems change, particularly those who are working to advance equity. Top Takeaways Systems change is about advancing equity by shifting the conditions that hold a problem in place. To fully embrace systems change, funders should be prepared to see how their own ways of thinking and acting must change as well. Shifts in system conditions are more likely to be sustained when working at three different levels of change: explicit, semi-explicit, and implicit.}, language = {en}, urldate = {2024-02-12}, institution = {FSG}, author = {Kania, John and Kramer, Mark and Senge, Peter}, year = {2018}, } @techreport{salmen_voice_1999, title = {The {Voice} of the {Farmer} {In} {Agricultural} {Extension}: {A} {Review} of {Beneficiary} {Assessments} of {Agricultural} {Extension} and {An} {Inquiry} into their {Potential} as a {Management} {Tool}}, url = {http://documents.worldbank.org/curated/en/776431468322742990/pdf/multi0page.pdf}, urldate = {2018-10-13}, institution = {World Bank}, author = {Salmen, Lawrence F}, month = nov, year = {1999}, pages = {30}, } @techreport{bakewell_use_2005, address = {Stockholm}, title = {The {Use} and {Abuse} of the {Logical} {Framework} {Approach}: {A} {Review} of {International} {Development} {NGOs}' {Experiences}}, shorttitle = {The {Use} and {Abuse} of the {Logical} {Framework} {Approach}}, url = {https://www.alnap.org/system/files/content/resource/files/main/the-use-and-abuse-of-the-logical-framework-approach.pdf}, abstract = {The logical framework approach (LFA) has come to play a central role in the planning and management of development interventions over the last twenty years. Although the logical framework has become universally known, it is far from universally liked. It has been the subject of much criticism over the years, concerning both the theoretical basis of the approach, and the way it is applied in practice. In this review, we have attempted to take stock of the current views of international development NGOs on the LFA and the ways in which they use it.}, language = {English}, urldate = {2022-12-05}, institution = {Sida}, author = {Bakewell, Oliver and Garbutt, Anne}, month = nov, year = {2005}, note = {Publisher: Swedish International Development Cooperation Agency}, } @article{fisher_usability_2018, title = {The usability of climate information in sub-national planning in {India}, {Kenya} and {Uganda}: the role of social learning and intermediary organisations}, volume = {151}, shorttitle = {The usability of climate information in sub-national planning in {India}, {Kenya} and {Uganda}}, url = {https://ideas.repec.org/a/spr/climat/v151y2018i2d10.1007_s10584-018-2291-2.html}, doi = {10.1007/s10584-018-2291-2}, abstract = {Abstract Research on using climate information has often focused on the interaction between users and producers and the technical fit of information for real decision-making. However, due to resource and capacity constraints within both user and producer communities, this approach will not always be feasible or indeed necessary depending on the decisions at hand. These contexts have been relatively under-explored by scholars, and this paper provides an original empirical contribution using three case studies of sub-national governments in India, Kenya and Uganda. In the paper, we analyse how social learning supports changing the usability of climate information and the role of intermediary organisations in these processes. Firstly, the paper shows that intermediaries often choose to build the commitment to project aims rather than using climate information as an entry point to working on climate change, and this allows them to instigate challenging learning processes. Secondly, there are barriers to iterative processes and critical reflection with government stakeholders but these processes can gain traction when built into institutional practices such as formal M\&E processes. Lastly, social learning can broaden the framing of climate change from a single sector issue to a multi-sectoral one. We conclude by arguing that bringing together scholarship on social learning with that on the usability of climate information can deepen understanding of the dynamic context in which the information becomes usable. The evidence from the case studies shows that learning processes can alter this context across scales.}, language = {en}, number = {2}, urldate = {2019-05-02}, journal = {Climatic Change}, author = {Fisher, Susannah and Dodman, David and Epp, Marissa Van and Garside, Ben}, year = {2018}, pages = {219--245}, } @techreport{kniberg_unofficial_2010, address = {Stockholm}, title = {The unofficial {SCRUM} checklist}, url = {https://dzone.com/articles/agile-metricsthe-good-the-bad-and-the-ugly}, urldate = {2017-01-10}, institution = {CRISP}, author = {Kniberg, Henrik}, month = oct, year = {2010}, } @techreport{undp_accelerator_labs_undp_2022, title = {The {UNDP} {Accelerator} {Labs} enter a year of maturity: let a thousand flowers bloom! - {Annual} report 2022}, url = {https://www.undp.org/acceleratorlabs/publications/annualreport2022}, abstract = {The UNDP Accelerator Labs were designed as an agile and dynamic Network to allow communication and information transfer between 91 Accelerator Labs in 115 countries, and with the global innovation ecosystem, UNDP as a whole, and thousands of partners including grassroots innovators and their communities. The accumulated knowledge of this Network creates new pathways to the solutions that hold the key to sustainable development problems. What it looked like and how it unfolded last year will be illuminated in this annual report: The UNDP Accelerator Labs enter a year of maturity: let a thousand flowers bloom!}, urldate = {2023-10-20}, institution = {UNDP}, author = {UNDP accelerator labs}, year = {2022}, } @techreport{reeler_truth_2017, title = {The {Truth} of the {Work}: {Theories} of {Change} in a changing world}, url = {http://www.cdra.org.za/uploads/1/1/1/6/111664/the_truth_of_the_work_-_theories_of_change_in_a_changing_world_-_by_doug_reeler_and_rubert_van_blerk_%E2%80%93_cdra_2017_-_final.pdf}, urldate = {2021-05-18}, institution = {The Community Development Resource Association}, author = {Reeler, Doug and van Blerk, Rubert}, year = {2017}, } @book{liker_toyota_2004, address = {New York}, title = {The {Toyota} {Way}: 14 {Management} {Principles} from the {World}'s {Greatest} {Manufacturer}}, isbn = {978-0-07-139231-0}, shorttitle = {The {Toyota} {Way}}, abstract = {How to speed up business processes, improve quality, and cut costs in any industryIn factories around the world, Toyota consistently makes the highest-quality cars with the fewest defects of any competing manufacturer, while using fewer man-hours, less on-hand inventory, and half the floor space of its competitors. The Toyota Way is the first book for a general audience that explains the management principles and business philosophy behind Toyota's worldwide reputation for quality and reliability.Complete with profiles of organizations that have successfully adopted Toyota's principles, this book shows managers in every industry how to improve business processes by:Eliminating wasted time and resources Building quality into workplace systems Finding low-cost but reliable alternatives to expensive new technology Producing in small quantities Turning every employee into a quality control inspector}, language = {English}, publisher = {McGraw-Hill}, author = {Liker, Jeffrey K.}, month = jan, year = {2004}, } @book{rayner_systems_2021, address = {Oxford}, title = {The {Systems} {Work} of {Social} {Change}: {How} to {Harness} {Connection}, {Context}, and {Power} to {Cultivate} {Deep} and {Enduring} {Change}}, isbn = {978-0-19-885745-7}, shorttitle = {The {Systems} {Work} of {Social} {Change}}, url = {https://www.hive.co.uk/Product/Cynthia-Senior-Researcher-Senior-Researcher-Graduate-School-Rayner/The-Systems-Work-of-Social-Change--How-to-Harness-Connect/25942985}, abstract = {The issues of poverty, inequality, racial justice, and climate change have never been more pressing or paralyzing. Current approaches to social change, which rely on industrial models of production and power to "solve" social problems, are not helping. In fact, they are designed to entrench the status quo. In The Systems Work of Social Change, Cynthia Rayner and François Bonnici draw on two hundred years of history and a treasure trove of stories of committed social changemakers to uncover principles and practices for social change that radically depart from these approaches. Rather than delivering "solutions," these principles and practices focus on the process of change itself. Through rich storytelling and lucid analysis, Rayner and Bonnici show that connection, context, and power sit at the heart of the change process, ensuring broader agency for people and communities to create social systems that are responsive and representative in a rapidly changing world. Simple yet profound, this book distills a timely set of lessons for practitioners, leaders, scholars, and policymakers.}, language = {English}, urldate = {2023-02-24}, publisher = {OUP Oxford}, author = {Rayner, Cynthia and Bonnici, François}, month = oct, year = {2021}, } @inproceedings{bell_success_2006, address = {Darwin, Australia}, series = {Final {Papers}}, title = {The {Success} {Case} {Method}: {A} {Simple} {Evaluation} {Tool} to {Identify} {Critical} {Success} {Factors} and {Program} {Impa}}, url = {https://www.aes.asn.au/images/stories/files/conferences/2006/papers/063%20Catherine%20Bell.pdf}, abstract = {Identification and reporting of critical success factors and program impact in an efficient, yet comprehensive manner is an inherent difficulty facing many evaluators of large-scale evaluations. This paper details how two evaluators encountered such problems in the initial review of a large-scale initiative and then successfully addressed these issues through the application of the Success Case Method in a subsequent evaluation of the same program. The Success Case Method is a down-to-earth evaluation tool that can be used for: finding out what is working and what is not, which also provides accurate and trustworthy information that can be used to make timely decisions (Brinkerhoff, 2003, p.3). This paper reports on the advantages of applying this approach to the evaluation of the Primary Welfare Officer Initiative (PWOI), a program that aims to improve the capacity of schools to support students at risk of disengagement and who are not achieving their educational potential.}, urldate = {2018-10-22}, publisher = {Australian Evaluation Society Inc.}, author = {Bell, Catherine and McDonalds, Diane}, year = {2006}, } @article{scott-villiers_struggle_2002, title = {The struggle for organisational change: how the {ActionAid} {Accountability}, {Learning} and {Planning} {System} emerged}, shorttitle = {The struggle for organisational change}, url = {http://policy-practice.oxfam.org.uk/publications/the-struggle-for-organisational-change-how-the-actionaid-accountability-learnin-130562}, abstract = {Change is driven not only by good ideas, but also by disagreement and frustration. This article takes the reader through a selective organisational history of the British NGO ActionAid from 1998 to 2001, looking at events and changes that had a bearing on the}, urldate = {2017-07-17}, journal = {Policy \& Practice}, author = {Scott-Villiers, Patta}, month = aug, year = {2002}, } @book{waugh_soul_2001, address = {Makawao}, title = {The {Soul} in the {Computer}: {The} {Story} of a {Corporate} {Revolutionary}}, isbn = {978-1-930722-03-3}, shorttitle = {The {Soul} in the {Computer}}, abstract = {When Barbara Waugh joined the Hewlett-Packard Corporation in the mid-80's, this 60's radical encountered a company with a benign but topdown leadership. As she progressed from recruiting manager to world change manager, she used a set of radical tools to transform its corporate culture and to help realize the true potential of The HP Way.}, language = {English}, publisher = {Inner Ocean Publishing}, author = {Waugh, Barbara}, month = oct, year = {2001}, } @book{georgalakis_social_2017, address = {Brighton}, title = {The {Social} {Realities} of {Knowledge} for {Development}}, shorttitle = {The {Social} {Realities} of {Knowledge} for {Development}}, url = {http://www.ids.ac.uk/publication/the-social-realities-of-knowledge-for-development-sharing-lessons-of-improving-development-processes-with-evidence}, abstract = {This edited collection of peer-reviewed papers explores critical challenges faced by organisations and individuals involved in evidence-informed development through a diverse set of case studies and t...}, urldate = {2017-04-22}, publisher = {IDS}, editor = {Georgalakis, James and Jessani, Nasreen and Oronje, Rose and Ramalingam, Ben}, month = mar, year = {2017}, } @techreport{barton_secret_2023, title = {The {Secret} {Sauce} of {Development} {Professionals}: {Tools} for {Assessing} {TOR} {Potential} to {Source} {Scalable} {Learning} {Interventions}}, shorttitle = {The {Secret} {Sauce} of {Development} {Professionals}}, url = {https://riseprogramme.org/publications/secret-sauce-development-professionals-tools-assessing-tor-potential-source-scalable-0}, abstract = {Terms of reference (TORs) play an outsized role in driving scalable educational programming. These procurement documents shape, constrain, and signal programme priorities and possibilities. Successful funders and implementers across the globe hold rich processual knowledge about this documentation, which they use to draft and assess TORs. This project explores such best-practice knowledge around TOR review, seeking to support the design and implementation of educational programmes that can improve learning at scale in developing contexts.}, language = {en}, urldate = {2023-04-13}, institution = {Research on Improving Systems of Education (RISE)}, author = {Barton, Adam}, month = mar, year = {2023}, doi = {10.35489/BSG-RISE-RI_2023/054}, } @book{schwaber_scrum_2016, title = {The {Scrum} {Guide}}, url = {http://www.scrumguides.org/docs/scrumguide/v2016/2016-Scrum-Guide-US.pdf}, urldate = {2016-08-10}, publisher = {scrum.org}, author = {Schwaber, Ken and Sutherland, Jeff}, month = jul, year = {2016}, } @techreport{langer_science_2016, address = {London}, title = {The {Science} of {Using} {Science}: {Researching} the {Use} of {Research} {Evidence} in {Decision}-{Making}}, url = {http://www.alliance4usefulevidence.org/publication/using-evidence-what-works-april-2016/}, urldate = {2016-04-17}, institution = {EPPI-Centre, Social Science Research Unit, UCL Institute of Education, University College London}, author = {Langer, Laurenz and Tripney, Janice and Gough, David}, month = apr, year = {2016}, } @article{lindblom_science_1959, title = {The {Science} of "{Muddling} {Through}"}, volume = {19}, issn = {0033-3352}, url = {http://www.jstor.org/stable/973677}, doi = {10.2307/973677}, abstract = {Short courses, books, and articles exhort administrators to make decisions more methodically, but there has been little analysis of the decision-making process now used by public administrators. The usual process is investigated here-and generally defended against proposals for more "scientific" methods. Decisions of individual administrators, of course, must be integrated with decisions of others to form the mosaic of public policy. This integration of individual decisions has become the major concern of organization theory, and the way individuals make decisions necessarily affects the way those decisions are best meshed with others'. In addition, decision-making method relates to allocation of decision-making responsibility-who should make what decision. More "scientific" decision-making also is discussed in this issue: "Tools for Decision-Making in Resources Planning."}, number = {2}, urldate = {2017-05-17}, journal = {Public Administration Review}, author = {Lindblom, Charles E.}, year = {1959}, pages = {79--88}, } @techreport{ripley_science_2016, title = {The {Science} in {Adaptive} {Management}}, url = {http://www.ilo.org/wcmsp5/groups/public/---ed_emp/---emp_ent/---ifp_seed/documents/briefingnote/wcms_537422.pdf}, abstract = {‘Adaptive management’ is all the rage in international development circles. But to avoid yet another buzzword – we need to learn from the experience of natural resource science.}, urldate = {2016-12-13}, institution = {ILO}, author = {Ripley, Matt and Jaccard, Sabine}, month = dec, year = {2016}, keywords = {IMPORTANT}, } @techreport{booth_savi_2014, address = {London}, type = {Discussion {Paper}}, title = {The {SAVI} programme in {Nigeria}: {Towards} politically smart, locally led devlopment}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/9203.pdf}, abstract = { More examples are needed of aid programming that works by being responsive to country realities: politically smart, problem-driven and locally led  DFID’s SAVI programme has revealed a hitherto untapped potential for change leading to better development results at state level in Nigeria  SAVI provides low-profile support to state-level organisations and partnerships, building their capacity to engage constructively with government  It avoid the pitfalls of a donor-driven approach by ‘taking the money off the table’  This illustrates the power of facilitated multi-stakeholder engagement and the disadvantages of seeing this in terms of ‘supply side’ and ‘demand side’ governance  The set-up of the DFID suite of state-level programmes, with separately managed sector support and ‘governance’ initiatives, has limited realisation of the potential  Key enabling conditions were that DFID provided space for an experience-based design process and permitted tangible results to be judged retrospectively, not pre-programmed}, urldate = {2018-12-10}, institution = {ODI}, author = {Booth, David and Chambers, Victoria}, month = oct, year = {2014}, } @book{gibson_samaritans_2005, address = {New York}, title = {The {Samaritan}'s {Dilemma}: {The} {Political} {Economy} of {Development} {Aid}}, isbn = {978-0-19-927885-5}, shorttitle = {The {Samaritan}'s {Dilemma}}, abstract = {What's wrong with foreign aid? Many policymakers, aid practitioners, and scholars have called into question its ability to increase economic growth, alleviate poverty, or promote social development. At the macro level, only tenuous links between development aid and improved living conditions have been found. At the micro level, only a few programs outlast donor support and even fewer appear to achieve lasting improvements. The authors of this book argue that much of aid's failure is related to the institutions that structure its delivery. These institutions govern the complex relationships between the main actors in the aid delivery system and often generate a series of perverse incentives that promote inefficient and unsustainable outcomes. In their analysis, the authors apply the theoretical insights of the new institutional economics to several settings. First, they investigate the institutions of Sida, the Swedish aid agency, to analyze how that aid agency's institutions can produce incentives inimical to desired outcomes, contrary to the desires of its own staff. Second, the authors use cases from India, a country with low aid dependence, and Zambia, a country with high aid dependence, to explore how institutions on the ground in recipient countries also mediate the effectiveness of aid. Throughout the book, the authors offer suggestions about how to improve aid's effectiveness. These suggestions include how to structure evaluations in order to improve outcomes, how to employ agency staff to gain from their on-the-ground experience, and how to engage stakeholders as "owners" in the design, resource mobilization, learning, and evaluation processes of development assistance programs.}, language = {English}, publisher = {Oxford University Press}, author = {Gibson, Clark C. and Andersson, Krister and Ostrom, Elinor and Shivakumar, Sujai}, month = nov, year = {2005}, } @article{lebel_role_2010, title = {The role of social learning in adaptiveness: insights from water management}, volume = {10}, issn = {1573-1553}, shorttitle = {The role of social learning in adaptiveness}, url = {https://doi.org/10.1007/s10784-010-9142-6}, doi = {10.1007/s10784-010-9142-6}, abstract = {The article introduces the notion of adaptiveness and discusses the role of social learning in it. Adaptiveness refers to the capacity of a social actor or social–ecological system to adapt in response to, or in anticipation of, changes in the environment. We explore arguments both from a theoretical perspective and through illustrations from case studies of water management in the Alps of Europe and Mekong in southeast Asia. We propose and illustrate that social learning processes are important for building adaptiveness in several ways and at different scales. Social learning can help cope with informational uncertainty; reduce normative uncertainty; build consensus on criteria for monitoring and evaluation; empower stakeholders to take adaptive actions; reduce conflicts and identify synergies between adaptations; and improve fairness of decisions and actions. Findings in the case studies provide some support for these generalizations but often with caveats related to diversity of stakeholder interests, levels of shared understanding versus contested knowledge and scale of coordination. For this reason, we suggest that future work pays greater attention to issues of agency, knowledge and scale: What strategies have individuals and organizations pursued in successful examples of social learning? How are the boundaries and interactions between science, policy and practice managed? How does social learning occur across spatial and temporal scales?}, language = {en}, number = {4}, urldate = {2019-05-02}, journal = {International Environmental Agreements: Politics, Law and Economics}, author = {Lebel, Louis and Grothmann, Torsten and Siebenhüner, Bernd}, month = dec, year = {2010}, keywords = {Adaptation, European Alps, Fairness, Mekong River, Social learning, Uncertainty, Water management}, pages = {333--353}, } @misc{babon_role_2018, title = {The role of research and learning in adaptive programming}, url = {http://www.devpolicy.org/the-role-of-research-and-learning-in-adaptive-programming-20180920/}, abstract = {Andrea Babon and Lisa Denney explore how learning partners - a common feature of aid programs - can operate and feed into programs.}, language = {en-US}, urldate = {2018-09-24}, journal = {Devpolicy Blog from the Development Policy Centre}, author = {Babon, Andrea and Denney, Lisa}, month = sep, year = {2018}, } @techreport{tucker_role_2008, title = {The {Role} of {Outcome} {Mapping} in {Developing} a {Rural} {Telemedicine} {System}}, url = {https://core.ac.uk/download/pdf/62633469.pdf}, abstract = {We describe the use of Outcome Mapping to guide the design of a rural telemedicine consultation system in South Africa. While Outcome Mapping was not primarily intended to guide design, we show that it tied in well with a cyclical participatory design method for an Information and Communication Technology for Development project}, urldate = {2018-09-22}, institution = {University of the Western Cape}, author = {Tucker, William and Blake, Edwin}, year = {2008}, } @techreport{christie_role_2017, address = {Brighton}, title = {The {Role} of {External} {Actors} in {Supporting} {Social} and {Political} {Action} towards {Empowerment} and {Accountability} with a {Focus} on {Fragile}, {Conflict}- and {Violence}-{Affected} {Settings}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/13430}, abstract = {This paper explores the role and experience of external actors, particularly donors, in supporting social and political action in fragile, conflict and violence affected settings. Evidence is distilled from a wide range of synthesised sources to generate relevant findings and questions in relation to what we know and what we don’t. Included among the source material is a 2016 macro-evaluation of DFID’s empowerment and accountability (E\&A) programmes which examined over 50 DFID funded projects. Themes which emerge relate to: how external actors need to think about the context and work politically; who are the most appropriate social and political actors to support in E\&A; whether a direct or indirect approach to support for E\&A achieves more tangible outcomes; whether external actors should move beyond short-term tools and tactics focused on one-sided engagement; and whether programmes should be designed around more strategic, multi-faceted interventions. The paper concludes with identifying a number of gaps in the evidence which are translated into a range of questions which could potentially inform the Action for Empowerment and Accountability (A4EA) research programme.}, urldate = {2019-08-14}, institution = {IDS and ITAD}, author = {Christie, Angela and Burge, Richard}, month = dec, year = {2017}, } @techreport{imas_road_2009, title = {The road to results: designing and conducting effective development evaluations}, shorttitle = {The road to results}, url = {http://documents.worldbank.org/curated/en/400101468169742262/The-road-to-results-designing-and-conducting-effective-development-evaluations}, abstract = {The analytical, conceptual, and political framework of development is changing dramatically. The new development agenda calls for broader understandings of sectors, countries, development strategies, and policies. It emphasizes learning and continuous feedback at all phases of the development cycle. As the development agenda grows in scope and complexity, development evaluation follows suit. Development evaluator are moving away from traditional implementation and output-focused evaluation models toward results-based evaluation models, as the development community calls for results and embraces the millennium development goals. As the development community shifts its focus away from projects in order to comprehensively address country challenges, development evaluators are seeking methods with which to assess results at the country, sector, theme, policy, and even global levels. As the development community recognizes the importance of not only a comprehensive but also a coordinated approach to developing country challenges and emphasizes partnerships, development evaluators are increasingly engaged in joint evaluations. These joint evaluations, while advantageous in many respects, add to the complexity of development evaluation (OECD 2006). Additionally, development evaluators increasingly face the measurement challenge of determining the performance of an individual development organization in this broader context and of identifying its contribution. This text is intended as a tool for use in building development evaluation capacity. It aims to help development evaluators think about and explore the new evaluation architecture and especially to design and conduct evaluations that focus on results in meeting the challenges of development.}, language = {en}, number = {52678}, urldate = {2018-02-06}, institution = {The World Bank}, author = {Imas, Morra and G, Linda and Rist, Ray C.}, month = jun, year = {2009}, pages = {1--611}, } @techreport{byrne_road_2016, address = {London}, title = {The road to adaptive management: knowledge, leadership, culture and rules}, shorttitle = {London}, url = {https://beamexchange.org/uploads/filer_public/58/52/5852dce7-e660-482c-aea9-b5613f36f227/adaptive_management.pdf}, urldate = {2016-09-19}, institution = {The BEAM Exchange}, author = {Byrne, Karri Goeldner and Sparkman, Timothy and Fowler, Ben}, month = jul, year = {2016}, keywords = {IMPORTANT, Practice}, } @article{donovan_rise_2018, title = {The rise of the randomistas: on the experimental turn in international aid}, volume = {47}, issn = {0308-5147}, shorttitle = {The rise of the randomistas}, url = {https://doi.org/10.1080/03085147.2018.1432153}, doi = {10.1080/03085147.2018.1432153}, abstract = {In recent years, the use of experimental methodologies has emerged as a central means of evaluating international aid interventions. Today, proponents of randomized control trials (so-called randomistas) are among the most influential of development experts. This paper examines the growth of this thought collective, analysing how uncertainty has become a central concern of development institutions. It demonstrates that transformations within the aid industry – including the influence of evidence-based policy, the economization of development and the retreat from macro-planning – created the conditions of possibility for experimentation. Within this field, the randomistas adeptly pursued a variety of rhetorical, affective, methodological and organizational strategies that emphasized the lack of credible knowledge within aid and the ability of experiments to rectify the situation. Importantly, they have insisted on the moral worth of experimentation; indeed, the experimental ethic has been proposed as the way to change the spirit of development. Through causal certitude, they propose to reduce human suffering. The rise of experimentation has not, however, eliminated accusations of uncertainty; rather, it has redistributed the means through which knowledge about development is considered credible.}, number = {1}, urldate = {2019-03-15}, journal = {Economy and Society}, author = {Donovan, Kevin P.}, month = jan, year = {2018}, keywords = {Development, Evidence, Experimentation, aid, uncertainty}, pages = {27--58}, } @article{frohlich_relationship_2018, title = {The relationship between adaptive management of social-ecological systems and law: a systematic review}, volume = {23}, issn = {1708-3087}, shorttitle = {The relationship between adaptive management of social-ecological systems and law}, url = {https://www.ecologyandsociety.org/vol23/iss2/art23/}, doi = {10.5751/ES-10060-230223}, abstract = {Adaptive management has been considered a valuable approach for managing social-ecological systems involving high levels of complexity and uncertainty. However, many obstacles still hamper its implementation. Law is often seen as a barrier for moving adaptive management beyond theory, although there has been no synthesis on the challenges of legal constraints or how to overcome them. We contribute to filling this knowledge gap by providing a systematic review of the peer-reviewed literature on the relationship between adaptive management and law in relation to social-ecological systems. We analyze how the scholarship defines the concept of adaptive management, identifies the legal barriers to adaptive management, and the legal strategies suggested for enabling this approach. Research efforts in this domain are still highly geographically concentrated in the United States of America, unveiling gaps concerning the analysis of other legal jurisdictions. Overall, our results show that more flexible legal frameworks can allow for adaptive management without undermining the role of law in providing stability to social interactions. Achieving this balance will likely require the reform of existing laws, regulations, and other legal instruments. Legal reforms can facilitate the emergence of adaptive governance, with the potential to support not only adaptive management implementation but also to make law itself more adaptive.}, language = {en}, number = {2}, urldate = {2019-11-08}, journal = {Ecology and Society}, author = {Frohlich, Miguel F. and Jacobson, Chris and Fidelman, Pedro and Smith, Timothy F.}, year = {2018}, } @article{millgan_relational_2022, title = {The {Relational} {Work} of {Systems} {Change}}, url = {https://ssir.org/articles/entry/the_relational_work_of_systems_change}, doi = {10.48558/MDBH-DA38}, abstract = {Collective impact efforts must prioritize working together in more relational ways to find systemic solutions to social problems. Sometimes we lose sight of a simple truth about systems: They are made up of people. Despite all of the frameworks and tools at our disposal and all of our learning as a field of practice, purely technical, rational approaches to systems change will not make much of a dent in shifting power or altering our most deeply held beliefs. If most collective impact efforts fall short of supporting people to change in fundamentally consciousness-altering ways, then, the system they are a part of will not significantly change either. However, over the past two decades, the prevailing view among many funders, board members, and institutional leaders has been that only quantifiable and predetermined outcomes can create impact. But if the interrelated, devastating, and deepening crises and divisions over the past two years have taught us anything, it is that complex, adaptive problems defy tidy logic models and reductive technical solutions. It is time to invest our collective energy in more relational and emergent approaches to transforming systems.}, language = {en-us}, urldate = {2023-02-24}, journal = {Stanford Social Innovation Review}, author = {Millgan, Katherine and Zerda, Juanita and Kania, John}, month = jan, year = {2022}, } @article{degeorges_realities_2009, title = {The {Realities} of {Community} {Based} {Natural} {Resource} {Management} and {Biodiversity} {Conservation} in {Sub}-{Saharan} {Africa}}, volume = {1}, copyright = {http://creativecommons.org/licenses/by/3.0/}, url = {https://www.mdpi.com/2071-1050/1/3/734}, doi = {10.3390/su1030734}, abstract = {This is an historic overview of conservation in Sub-Saharan Africa from pre-colonial times through the present. It demonstrates that Africans practiced conservation that was ignored by the colonial powers. The colonial market economy combined with the human and livestock population explosion of the 21st century are the major factors contributing to the demise of wildlife and critical habitat. Unique insight is provided into the economics of a representative safari company, something that has not been readily available to Community Based Natural Resources Management (CBNRM) practitioners. Modern attempts at sharing benefits from conservation with rural communities will fail due to the low rural resource to population ratio regardless of the model, combined with the uneven distribution of profits from safari hunting that drives most CBNRM programs, unless these ratios are changed. Low household incomes from CBNRM are unlikely to change attitudes of rural dwellers towards Western approaches to conservation. Communities must sustainably manage their natural areas as "green factories" for the multitude of natural resources they contain as a means of maximizing employment and thus household incomes, as well as meeting the often overlooked socio-cultural ties to wildlife and other natural resources, which may be as important as direct material benefits in assuring conservation of wildlife and its habitat. For CBNRM to be successful in the long-term, full devolution of ownership over land and natural resources must take place. In addition, as a means of relieving pressure on the rural resource base, this will require an urbanization process that creates a middleclass, as opposed to the current slums that form the majority of Africa‘s cities, through industrialization that transforms the unique natural resources of the subcontinent (e.g., strategic minerals, petroleum, wildlife, hardwoods, fisheries, wild medicines, agricultural products, etc.) in Africa.}, language = {en}, number = {3}, urldate = {2019-05-18}, journal = {Sustainability}, author = {DeGeorges, Paul Andre and Reilly, Brian Kevin}, month = sep, year = {2009}, keywords = {Development, conservation, industrialization, population, wildlife}, pages = {734--788}, } @techreport{path_rapid_2019, title = {The {Rapid} {Evaluation}, {Action}, and {Learning} ({REAL}) {Approach}: {A} toolkit to measure and refine changes and interventions in health campaigns}, url = {https://media.path.org/documents/RapidTestingProtocol_Toolkit02.pdf}, abstract = {Evaluative Tools for Improving Campaign Effectiveness Public health campaigns aim to control disease or deliver essential health services and products through time-limited and periodic channels. Many countries use campaigns to augment or replace routine service delivery, to target certain populations, or to accelerate progress towards coverage targets. The Root Cause Analysis and Rapid Evaluation, Action, and Learning toolkits present a systematic but flexible approach to identifying the root causes of campaign bottlenecks and then designing, testing, and refining solutions to optimize potential impact. These toolkits respond to a growing need for “fit-for-purpose” rapid-testing, adaptive learning approaches to evaluation and the need for a culture shift toward iterative adaptation and improvement that integrates measurement and evidence-informed decision-making into daily practice. The comprehensive package of toolkits, in addition to the individual Root Cause Analysis toolkit and Rapid Evaluation, Action, and Learning toolkit are available below.}, urldate = {2023-11-15}, institution = {PATH}, author = {PATH}, year = {2019}, } @techreport{greenway_radical_2024, address = {London}, title = {The {Radical} {How}}, url = {https://options2040.co.uk/wp-content/uploads/2024/02/The-Radical-How.pdf}, abstract = {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 assumptions. We’ve been arguing in favour of it for years now, and the more it gets used, the more we see success and timely delivery. We think taking a new approach makes it possible to shift government from an organisation of programmes and projects, to one of missions and services. It offers even constrained administrations an opportunity to improve their chances of delivering outcomes, reducing risk, saving money, and rebuilding public trust. The Radical How in a nutshell The struggles and shortcomings of delivering in government are well rehearsed. Many of the root causes that make it tough have been restated several times over several decades. But what to do? We believe the government can and should change how it delivers, by: organising around multidisciplinary teams embracing incremental, feedback-driven iteration focusing more on outcomes. The Radical How is a change of mindset as much as a change in organisation. It promotes methods and processes that have been shown to work, multiple times, at scale. They are the default ways of working for many of the world’s most successful companies. However, the occasions where they have been deployed are rare in government. These occasions have come about thanks to exceptional leaders, exceptional circumstances, or both. We think they’d make a big difference if they became the norm, rather than the exception. We also think that without them, mission oriented government will not become a reality. New policy ideas will remain just that, rather than translating into profound improvements to society. Central to this approach is the widespread adoption of internet-era ways of working. This paper explains both those and our thinking in more detail, with reference to real examples.}, urldate = {2024-03-15}, institution = {Nesta and Public Digital}, author = {Greenway, Andrew and Loosemore, Tom}, month = mar, year = {2024}, } @techreport{copestake_qualitative_2015, title = {The {Qualitative} {Impact} {Assessment} {Protocol} ({QUIP})}, url = {http://www.bath.ac.uk/cds/documents/quip-briefing-paper-march-2015.pdf}, abstract = {This brief presents an overview of the QUIP in three steps: the background to the QUIP and its main aims; the data collection and analysis methodology; and QUIP in the context of other approaches to evaluation. Each section can be read independently, depending on time available.}, urldate = {2018-10-19}, author = {Copestake, James and Remnant, Fiona}, month = apr, year = {2015}, pages = {9}, } @article{murray_promise_2015, title = {The {Promise} of {Lean} {Experimentation}}, volume = {13}, url = {https://ssir.org/articles/entry/the_promise_of_lean_experimentation}, abstract = {By adopting a model from business, nonprofit organizations can launch, test, and implement new programs and services more efficiently. Includes magazine extras.}, number = {3}, urldate = {2016-09-26}, journal = {Stanford Social Innovation Review}, author = {Murray, Peter and Ma, Steve}, year = {2015}, keywords = {IMPORTANT}, } @techreport{oda_process_1989, address = {London}, type = {Technical {Note} {No} 4, {Aid}, {Economics} and {Social} {Department}}, title = {The process approach to projects}, institution = {Overseas Development Administration}, author = {ODA}, year = {1989}, } @inproceedings{eyben_process_1992, address = {Bangor}, title = {The process approach}, author = {Eyben, R.}, month = jul, year = {1992}, } @article{flyvbjerg_principle_2016, title = {The {Principle} of the {Malevolent} {Hiding} {Hand}; or, the {Planning} {Fallacy} {Writ} {Large}}, volume = {83}, url = {https://papers.ssrn.com/abstract=2654423}, abstract = {We identify and document a new principle of economic behavior: the principle of the Malevolent Hiding Hand. In a famous discussion, Albert Hirschman celebrated the Hiding Hand, which he saw as a benevolent mechanism by which unrealistically optimistic planners embark on unexpectedly challenging plans, only to be rescued by human ingenuity, which they could not anticipate, but which ultimately led to success, principally in the form of unexpectedly high net benefits. Studying eleven projects, Hirschman suggested that the Hiding Hand is a general phenomenon. But the Benevolent Hiding Hand has an evil twin, the Malevolent Hiding Hand, which blinds excessively optimistic planners not only to unexpectedly high costs but also to unexpectedly low net benefits. Studying a much larger sample than Hirschman did, we find that the Malevolent Hiding Hand is common and that the phenomenon that Hirschman identified is rare. This sobering finding suggests that Hirschman’s phenomenon is a special case; it attests to the pervasiveness of the planning fallacy, writ very large. One implication involves the continuing need to de-bias decisions and decision support tools like cost-benefit analysis; another is that accountability for decision makers, planners, and forecasters is required for such de-biasing to be effective and lasting.}, language = {en}, number = {4}, urldate = {2019-03-12}, journal = {Soocial Research}, author = {Flyvbjerg, Bent and Sunstein, Cass R.}, year = {2016}, keywords = {Behavioral economics, Cost-benefit analysis, Hiding hand, Planning fallacy}, pages = {979--1004}, } @article{hirschman_principle_1967, title = {The principle of the hiding hand}, language = {English}, number = {6 (Winter)}, journal = {National Observer}, author = {Hirschman, Albert O.}, year = {1967}, } @book{martuzzi_precautionary_2004, address = {Copenhagen}, title = {The precautionary principle: protecting public health, the environment and the future of our children}, isbn = {978-92-890-1098-6}, shorttitle = {The precautionary principle}, language = {English}, publisher = {World Health Organization, Regional Office for Europe}, author = {{World Health Organization}}, editor = {Martuzzi, Marco and Tickner, Joel A}, year = {2004}, note = {OCLC: 551147957}, } @article{marsh_power_2004, title = {The power of positive deviance}, volume = {329}, issn = {0959-8138}, url = {http://www.ncbi.nlm.nih.gov/pmc/articles/PMC527707/}, abstract = {Identifying individuals with better outcome than their peers (positive deviance) and enabling communities to adopt the behaviours that explain the improved outcome are powerful methods of producing change}, number = {7475}, urldate = {2017-05-23}, journal = {BMJ : British Medical Journal}, author = {Marsh, David R and Schroeder, Dirk G and Dearden, Kirk A and Sternin, Jerry and Sternin, Monique}, month = nov, year = {2004}, pmid = {15539680}, pmcid = {PMC527707}, pages = {1177--1179}, } @book{pascale_power_2010, address = {Boston}, title = {The {Power} of {Positive} {Deviance}}, publisher = {Harvard Business Press}, author = {Pascale, Richard and Sternin, Jerry and Sternin, Monique}, year = {2010}, } @book{scoones_politics_2020, title = {The {Politics} of {Uncertainty} : {Challenges} of {Transformation}}, isbn = {978-1-00-302384-5}, shorttitle = {The {Politics} of {Uncertainty}}, url = {https://www.taylorfrancis.com/books/e/9781003023845}, abstract = {Why is uncertainty so important to politics today? To explore the underlying reasons, issues and challenges, this book’s chapters address finance and banking,}, language = {en}, urldate = {2020-10-15}, publisher = {Routledge}, author = {Scoones, Ian and Stirling, Andy and Stirling, Andy}, month = jul, year = {2020}, doi = {10.4324/9781003023845}, } @book{roll_politics_2014, address = {London}, series = {Routledge research in comparative politics}, title = {The politics of public sector performance: pockets of effectiveness in developing countries}, isbn = {978-0-415-64361-0 978-1-138-95639-1 978-1-315-85771-8}, shorttitle = {The politics of public sector performance}, language = {eng}, number = {55}, publisher = {Routledge}, editor = {Roll, Michael}, year = {2014}, note = {OCLC: 869850351}, } @techreport{domingo_politics_2014, type = {Report}, title = {The politics of legal empowerment: {Legal} mobilisation strategies and implications for development}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/9008.pdf}, abstract = { Legal mobilisation can improve the lives of poor or marginalised people by: o contributing to pro-poor change in policy, law and regulation of service delivery across different sectors; o advancing the realisation of rights, and achieving redress for rights violations; o contesting unjust and illegal practices of resource allocation and power relations, including in relation to land and natural resources; o enabling citizens to exercise social accountability through legal action.  The outcomes of legal empowerment of the poor are not politically neutral and need to be understood within broader social and political environments;  Better coordination between justice, sector and governance interventions will maximise the development and social impact of international support for legal empowerment.}, urldate = {2018-12-10}, institution = {ODI}, author = {Domingo, Pilar and O'Neil, Tam}, month = jun, year = {2014}, } @book{parkhurst_politics_2017, title = {The {Politics} of {Evidence}: {From} {Evidence}-based {Policy} to the {Good} {Governance} of {Evidence}}, isbn = {978-1-317-38087-0}, shorttitle = {The {Politics} of {Evidence} ({Open} {Access})}, url = {https://library.oapen.org/handle/20.500.12657/31002}, abstract = {The Open Access version of this book, available at http://www.tandfebooks.com/, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 3.0 license. There has been an enormous increase in interest in the use of evidence for public policymaking, but the vast majority of work on the subject has failed to engage with the political nature of decision making and how this influences the ways in which evidence will be used (or misused) within political areas. This book provides new insights into the nature of political bias with regards to evidence and critically considers what an ‘improved’ use of evidence would look like from a policymaking perspective. Part I describes the great potential for evidence to help achieve social goals, as well as the challenges raised by the political nature of policymaking. It explores the concern of evidence advocates that political interests drive the misuse or manipulation of evidence, as well as counter-concerns of critical policy scholars about how appeals to ‘evidence-based policy’ can depoliticise political debates. Both concerns reflect forms of bias – the first representing technical bias, whereby evidence use violates principles of scientific best practice, and the second representing issue bias in how appeals to evidence can shift political debates to particular questions or marginalise policy-relevant social concerns. Part II then draws on the fields of policy studies and cognitive psychology to understand the origins and mechanisms of both forms of bias in relation to political interests and values. It illustrates how such biases are not only common, but can be much more predictable once we recognise their origins and manifestations in policy arenas. Finally, Part III discusses ways to move forward for those seeking to improve the use of evidence in public policymaking. It explores what constitutes ‘good evidence for policy’, as well as the ‘good use of evidence’ within policy processes, and considers how to build evidence-advisory institutions that embed key principles of both scientific good practice and democratic representation. Taken as a whole, the approach promoted is termed the ‘good governance of evidence’ – a concept that represents the use of rigorous, systematic and technically valid pieces of evidence within decision-making processes that are representative of, and accountable to, populations served.}, language = {en}, publisher = {Taylor \& Francis}, author = {Parkhurst, Justin}, year = {2017}, note = {Google-Books-ID: RTQlDwAAQBAJ}, keywords = {Public policy, Social Policy, Social Services \& Welfare}, } @book{parkhurst_politics_2017, address = {London New York}, series = {Routledge studies in governance and public policy}, title = {The politics of evidence: from evidence-based policy to the good governance of evidence}, isbn = {978-1-138-93940-0 978-1-315-67500-8}, shorttitle = {The politics of evidence}, abstract = {Introduction -- Evidence-based policymaking : an important first step, and the need to take the next -- Bias and the politics of evidence -- The overt politics of evidence : bias and the pursuit of political interests -- The subtle politics of evidence - the cognitive-political origins of bias -- What is "good evidence for policy"? From hierarchies to appropriate evidence -- What is the "good use of evidence" for policy? -- From evidence-based policy to the good governance of evidence}, language = {en}, number = {28}, publisher = {Routledge, Taylor \& Francis Group}, author = {Parkhurst, Justin O.}, year = {2017}, note = {OCLC: 1004900516}, } @book{eyben_politics_2015, title = {The {Politics} of {Evidence} and {Results} in {International} {Development}: {Playing} the {Game} to {Change} the {Rules}?}, isbn = {978-1-85339-886-5}, shorttitle = {The {Politics} of {Evidence} and {Results} in {International} {Development}}, url = {http://www.ids.ac.uk/publication/the-politics-of-evidence-and-results-in-international-development-playing-the-game-to-change-the-rules}, abstract = {Understanding and demonstrating the effectiveness of efforts to improve the lives of those living in poverty is an essential part of international development practice. But who decides what counts as good or credible evidence? Can the drive to measure results do justice to and promote transformational change change that challenges the power relations that produce and reproduce inequality, injustice and the non-fulfillment of human rights? The Politics of Evidence in International Development provides a critical examination of the results agenda, with practical strategies for rendering it more helpful in supporting transformative development. The book deconstructs the origins and concepts of the results and evidence agendas employed in international development. It describes with concrete examples the current effects and consequences of the agenda, and goes on to outline a range of strategies used by individuals and organizations to resist, adapt or comply with the useful and problematic demands for results-oriented measurement and evidence of value for money."}, language = {English}, publisher = {Practical Action Publishing}, editor = {Eyben, Rosalind and Guijt, Irene and Roche, Chris and Shutt, Cathy}, month = jul, year = {2015}, } @techreport{domingo_political_2016, type = {Report}, title = {The political economy of pre-trial detention: {Indonesia} case study}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/10911.pdf}, urldate = {2018-12-10}, institution = {ODI}, author = {Domingo, Pilar and Sudaryono, Leopold}, month = sep, year = {2016}, } @techreport{winhall_patterns_2022, address = {København K}, title = {The {Patterns} of {Possibility} - {How} to {Recast} {Relationships} to {Create} {Healthier} {Systems} and {Better} {Outcomes}}, url = {https://www.systeminnovation.org/article-the-patterns-of-possibility}, abstract = {In Building Better Systems, we introduced four keys to unlock system innovation: purpose and power, relationships and resource flows. These four keys make up a set. Systems are often hard to change because power, relationships, and resource flows are locked together in a reinforcing pattern to serve the system’s current purpose. Systems start to change fundamentally when this pattern is disrupted and opened up so that a new configuration can emerge, serving a new purpose. In this article series we delve deeper into these four keys and provide practical advice on how they can be put to use. This article is about relationships. Systems are defined by the patterns of interactions between their parts: their relationships. Those interactions generate the outcomes of the system as a whole. Transforming the outcomes of a system requires remaking its relationships and then unlocking the other keys to system innovation: purpose, power and resources. This shift in relationships allows all those in the system to learn faster, to be more creative. System innovators redesign the relationships in the system to allow dramatically enhanced learning across the system, and thereby generate far better outcomes.}, language = {en-GB}, urldate = {2022-06-17}, institution = {The Rockwool Foundation}, author = {Winhall, Jennie and Leadbeater, Charles}, month = feb, year = {2022}, } @book{lent_patterning_2017, address = {Amherst, New York}, title = {The {Patterning} {Instinct}: {A} {Cultural} {History} of {Humanity}'s {Search} for {Meaning}}, isbn = {978-1-63388-293-5}, shorttitle = {The {Patterning} {Instinct}}, abstract = {This fresh perspective on crucial questions of history identifies the root metaphors that cultures have used to construct meaning in their world. It offers a glimpse into the minds of a vast range of different peoples: early hunter-gatherers and farmers, ancient Egyptians, traditional Chinese sages, the founders of Christianity, trail-blazers of the Scientific Revolution, and those who constructed our modern consumer society. Taking the reader on an archaeological exploration of the mind, the author, an entrepreneur and sustainability leader, uses recent findings in cognitive science and systems theory to reveal the hidden layers of values that form today's cultural norms. Uprooting the tired cliches of the science-religion debate, he shows how medieval Christian rationalism acted as an incubator for scientific thought, which in turn shaped our modern vision of the conquest of nature. The author probes our current crisis of unsustainability and argues that it is not an inevitable result of human nature, but is culturally driven: a product of particular mental patterns that could conceivably be reshaped. By shining a light on our possible futures, the book foresees a coming struggle between two contrasting views of humanity: one driving to a technological endgame of artificially enhanced humans, the other enabling a sustainable future arising from our intrinsic connectedness with each other and the natural world. This struggle, it concludes, is one in which each of us will play a role through the meaning we choose to forge from the lives we lead.}, language = {English}, publisher = {Prometheus Books}, author = {Lent, Jeremy}, month = may, year = {2017}, } @article{marx_origins_2014, title = {The origins, development, and application of {Qualitative} {Comparative} {Analysis}: the first 25 years}, volume = {6}, issn = {1755-7747}, shorttitle = {The origins, development, and application of {Qualitative} {Comparative} {Analysis}}, url = {http://journals.cambridge.org/article_S1755773912000318}, doi = {10.1017/S1755773912000318}, abstract = {A quarter century ago, in 1987, Charles C. Ragin published The Comparative Method, introducing a new method to the social sciences called Qualitative Comparative Analysis (QCA). QCA is a comparative case-oriented research approach and collection of techniques based on set theory and Boolean algebra, which aims to combine some of the strengths of qualitative and quantitative research methods. Since its launch in 1987, QCA has been applied extensively in the social sciences. This review essay first sketches the origins of the ideas behind QCA. Next, the main features of the method, as presented in The Comparative Method, are introduced. A third part focuses on the early applications. A fourth part presents early criticisms and subsequent innovations. A fifth part then focuses on an era of further expansion in political science and presents some of the main applications in the discipline. In doing so, this paper seeks to provide insights and references into the origin and development of QCA, a non-technical introduction to its main features, the path travelled so far, and the diversification of applications.}, number = {01}, urldate = {2016-06-05}, journal = {European Political Science Review}, author = {Marx, Axel and Rihoux, Benoît and Ragin, Charles}, month = feb, year = {2014}, pages = {115--142}, } @techreport{the_springfield_centre_operational_2015, title = {The {Operational} {Guide} - for the making markets work for the poor ({M4P}) approach ({Second} {Edition})}, url = {https://beamexchange.org/resources/167/}, abstract = {In 2008, SDC and DFID published three documents aimed at improving the understanding and use of the Making Markets Work for the Poor (M4P) approach: the M4P Synthesis, M4P Perspectives and M4P Operational Guide. Since then the field has grown, diversified and, importantly, learned much more. A second edition was commissioned to capture that learning, maintain the momentum and realise the ambition that development can still 'do better'. The second edition provides an accessible resource to help practitioners put the market systems development approach into practice. It explains the key principles and frameworks which guide effective intervention in – and development of – market systems. It addresses common challenges with examples of good practice based on practitioner experience. Who is it for? The Operational Guide is for people whose job entails trying to make market systems work better for poor women and men. These people include: Individuals currently involved in funding or implementing the approach. Development agencies wishing to incorporate market systems thinking and practice in their work. National stakeholders that wish to play a more strategic and catalytic role within market systems. What is new? Application, application, application! Whilst the key principles and frameworks will be familiar, the advice on their operational application – from start to finish – has been significantly bolstered Enhanced guidance on facilitation. Greater emphasis on what constitutes good facilitation practice, building on a wealth of practitioner experience More real-life examples. The Operational Guide is laced with examples from programmes past and present, working in a diverse array of systems Peer learning focus. Direct insights from practitioners, highlighting 'bumps in the road' and how to avoid them. The Guide aims to provide an accessible operational resource to help practitioners put the market systems development approach into practice. It explains the key principles and frameworks which guide the process of effective intervention in – and development of – market systems, addressing common challenges with examples of good practice based on practitioner experience. HOW SHOULD IT BE USED? The Guide explores, sequentially, the key elements of the implementation process: strategy, diagnosis, vision, intervention, measurement and management. It is not intended to be read from cover to cover; readers can go directly to the chapter most relevant to their needs without having read preceding chapters. However each chapter does build upon the preceding one and may refer to other chapters. THE GUIDE IS STRUCTURED AS FOLLOWS: INTRODUCTION Overview of the objectives, structure and format of the Guide CONTEXT A reminder of what market systems development means 1. STRATEGY Core principles and framework for setting programme strategy 2. DIAGNOSIS Core principles and framework for diagnosing system constraints 3. VISION Core principles and frameworks for defining and planning intervention 4. INTERVENTION Core principles and framework to guide effective intervention 5. MEASUREMENT Core principles and framework for measuring results 6. MANAGEMENT Key considerations in managing market systems development programmes GLOSSARY Definition of key terms used in market systems development}, language = {en}, urldate = {2021-01-15}, institution = {SDC \& DFID}, author = {The Springfield Centre}, year = {2015}, } @book{murray_open_2010, title = {The open book of social innovation}, publisher = {Young Foundation \& NESTA}, author = {Murray, Robin and Caulier-Grice, Julie and Mulgan, Geoff}, year = {2010}, } @incollection{georgalakis_ngo-academia_2017, address = {Brighton}, title = {The {NGO}-{Academia} {Interface}: {Realising} the shared potential}, url = {http://www.ids.ac.uk/publication/the-social-realities-of-knowledge-for-development-sharing-lessons-of-improving-development-processes-with-evidence}, abstract = {This edited collection of peer-reviewed papers explores critical challenges faced by organisations and individuals involved in evidence-informed development through a diverse set of case studies and t...}, urldate = {2017-04-22}, booktitle = {The {Social} {Realities} of {Knowledge} for {Development}}, publisher = {IDS}, author = {Green, Duncan}, editor = {Georgalakis, James and Jessani, Nasreen and Oronje, Rose and Ramalingam, Ben}, month = mar, year = {2017}, } @article{takeuchi_new_1986, title = {The {New} {New} {Product} {Development} {Game}}, volume = {1986}, url = {https://hbr.org/1986/01/the-new-new-product-development-game}, abstract = {In today’s fast-paced, fiercely competitive world of commercial new product development, speed and flexibility are essential. Companies are increasingly realizing that the old, sequential approach to developing new products simply won’t get the job done. Instead, companies in Japan and the United States are using a holistic method—as in rugby, the ball gets passed within […]}, number = {1}, urldate = {2016-09-29}, journal = {Harvard Business Review}, author = {Takeuchi, Hirotaka and Nonaka, Ikujiro}, month = jan, year = {1986}, } @article{kurtz_new_2003, title = {The new dynamics of strategy: {Sense}-making in a complex and complicated world}, volume = {42}, doi = {10.1147/sj.423.0462}, number = {3}, journal = {IBM Systems Journal}, author = {Kurtz, C.F. and Snowden, Dave}, year = {2003}, keywords = {IMPORTANT}, pages = {462--483}, } @techreport{rodrik_new_2008, title = {The {New} {Development} {Economics}: {We} {Shall} {Experiment}, but {How} {Shall} {We} {Learn}?}, shorttitle = {The {New} {Development} {Economics}}, url = {https://papers.ssrn.com/abstract=1296115}, abstract = {Development economics is split between macro-development economists - who focus on economic growth, international trade, and fiscal/macro policies - and micro-development economists - who study microfinance, education, health, and other social programs. Recently there has been substantial convergence in the policy mindset exhibited by micro evaluation enthusiasts, on the one hand, and growth diagnosticians, on the other. At the same time, the randomized evaluation revolution has led to an accentuation of the methodological divergence between the two camps. Overcoming the split requires changes on both sides. Macrodevelopment economists need to recognize the distinct advantages of the experimental approach and adopt the policy mindset of the randomized evaluation enthusiasts. Micro-development economists, for their part, have to recognize that the utility of randomized evaluations is restricted by the narrow and limited scope of their application. As the Chinese example illustrates, extending the experimental mindset to the domain of economy-wide reforms is not just possible, it has already been practiced with resounding success in the most important development experience of our generation.}, language = {en}, urldate = {2019-03-15}, institution = {SSRN}, author = {Rodrik, Dani}, month = oct, year = {2008}, keywords = {Economics, Finance, Health Care, International Development, International Economics, International Trade, Macroeconomics, Microeconomics, Social Policy, Welfare}, } @book{brouwer_msp_2016, address = {Wageningen}, title = {The {MSP} {Tool} {Guide}: {Sixty} tools to facilitate {Multi}-{Stakeholder} {Partnerships}}, isbn = {978-1-85339-965-7 978-1-78044-669-1}, shorttitle = {The {MSP} {Guide}}, url = {https://www.developmentbookshelf.com/doi/book/10.3362/9781780446691}, abstract = {What is ‘The MSP Tool Guide’ all about? This compilation of 60 tools is an companion to The MSP Guide, the Wageningen University \& Research CDI resource on how to design and facilitate effective multi-stakeholder partnerships. At the request of many readers we have compiled them into one document to enable easy storing and sharing. These tools are available in summarized version in the MSP Guide in Chapter 6. The detailed versions on how to use the tool, and when to use it, are available on the portal www.mspguide.org/tools-and-methods. The content of this portal is compiled in this Tool Guide.}, language = {en}, urldate = {2023-02-09}, publisher = {CDI, Wageningen University and Research}, author = {Brouwer, Herman and Brouwers, Jan}, month = jan, year = {2016}, doi = {10.3362/9781780446691}, } @book{brouwer_msp_2016, title = {The {MSP} {Guide}: {How} to {Design} and {Facilitate} {Multi}-{Stakeholder} {Partnerships}}, isbn = {978-1-85339-965-7 978-1-78044-669-1}, shorttitle = {The {MSP} {Guide}}, url = {https://www.developmentbookshelf.com/doi/book/10.3362/9781780446691}, abstract = {In recent years, multi-stakeholder partnerships (MSPs) have become popular for tackling the complex challenges of sustainable development. This guide provides a practical framework for the design and facilitation of these collaborative processes that work across the boundaries of business, government, civil society and science. The guide links the underlying rationale for multistakeholder partnerships, with a clear four phase process model, a set of seven core principles, key ideas for facilitation and 60 participatory tools for analysis, planning and decision making. The guide has been written for those directly involved in MSPs – as a stakeholder, leader, facilitator or funder – to provide both the conceptual foundations and practical tools that underpin successful partnerships. What’s inside draws on the direct experience of staff from the Wageningen Centre of Development Innovation (WCDI), at Wageningen University \& Research, in supporting MSP processes in many countries around the world. The guide also compiles the ideas and materials behind WCDI’s annual three week international course on facilitating MSPs and social learning. This work has been inspired by the motivation and passion that comes when people dare to “walk in each other’s shoes” to find new paths toward shared ambitions for the future.}, language = {en}, urldate = {2023-02-09}, publisher = {Practical Action Publishing}, author = {Brouwer, Herman and Woodhill, Jim and Hemmati, Minu and Verhoosel, Karèn and van Vugt, Simone}, month = jan, year = {2016}, doi = {10.3362/9781780446691}, } @book{davies_most_2005, title = {The '{Most} {Significant} {Change}' ({MSC}) {Technique}}, url = {http://www.mande.co.uk/wp-content/uploads/2005/MSCGuide.pdf}, abstract = {This publication is aimed at organisations, community groups, students and academics who wish to use MSC to help monitor and evaluate their social change programs and projects, or to learn more about how it can be used. The technique is applicable in many different sectors, including agriculture, education and health, and especially in development programs. It is also applicable to many different cultural contexts. MSC has been used in a wide variety of countries by a range of organisations. By 2004, MSC had been used both by NGOs and governments in Africa, Asia, Latin America, Europe and Australasia.}, urldate = {2018-03-09}, publisher = {CARE International}, author = {Davies, Rick and Dart, Jess}, year = {2005}, } @misc{odi_methods_2016, title = {The {Methods} {Lab} evaluation toolkit}, url = {https://www.odi.org/publications/10378-methods-lab-evaluation-toolkit}, abstract = {The Methods Lab develops and tests flexible approaches to impact evaluation for interventions that are harder to evaluate because of their complexity. This toolkit brings together analysis, guidance and templates for anyone: planning an impact evaluation designing a monitoring and evaluation system working in a consortium or managing a portfolio of projects}, author = {{ODI}}, month = jun, year = {2016}, } @book{womack_machine_1990, address = {New York}, title = {The machine that changed the {World}: the story of {Lean} {Production}}, publisher = {Simon \& Schuster}, author = {Womack, James P. and Jones, Daniel T. and Roos, Daniel}, year = {1990}, } @misc{intrac_me_2019, title = {The {M}\&{E} ({Monitoring} \& {Evaluation}) {Universe}}, url = {https://www.intrac.org/projects/the-me-universe/}, abstract = {The M\&E Universe is a free, online resource developed by INTRAC to support development practitioners involved in monitoring and evaluation (M\&E). It consists of a series of short papers (2-6 pages) on different subjects related to M\&E. To begin exploring the Universe right away, use the button below. To find out more, read on.}, language = {en}, urldate = {2022-01-28}, journal = {INTRAC}, author = {INTRAC}, month = sep, year = {2019}, } @misc{pett_long_2020, title = {The {Long} and {Short} of {It}: {Responding} to immediate needs while pursuing long-term goals}, shorttitle = {The {Long} and {Short} of {It}}, url = {https://medium.com/learnadapt/the-long-and-short-of-it-responding-to-immediate-needs-while-pursuing-long-term-goals-b8c4471857b1}, abstract = {How can we balance our need to respond to a crisis with our long-term goals for systemic change?}, language = {en}, urldate = {2020-10-14}, journal = {LearnAdapt}, author = {Pett, Jamie}, month = sep, year = {2020}, } @techreport{pci_logical_1979, title = {The {Logical} {Framework}: a manager's guide to a scientific approach to design and evaluation}, shorttitle = {The {Logical} {Framework}}, url = {https://www.scribd.com/document/50064505/The-Logical-Framework-a-manager-s-guide-to-a-scientific-approach-to-design-and-evaluation}, abstract = {Developed by Practical Concepts Inc. in 1979. Key document in the development of the logical model/framework}, language = {en}, urldate = {2019-08-07}, institution = {Practical Concepts Inc.}, author = {PCI}, month = nov, year = {1979}, } @incollection{bateson_logical_1973, address = {New York}, title = {The {Logical} {Categories} of {Learning} and {Communication}}, isbn = {978-0-345-23423-0}, url = {http://nomadicartsfestival.com/wp-content/uploads/2015/02/Gregory-Bateson-Ecology-of-Mind.pdf}, language = {English}, booktitle = {Steps to an {Ecology} of {Mind}}, publisher = {Ballantine}, author = {Bateson, Gregory}, month = jan, year = {1973}, } @book{andrews_limits_2013, address = {Cambridge}, title = {The {Limits} of {Institutional} {Reform} in {Development}: {Changing} {Rules} for {Realistic} {Solutions}}, isbn = {978-1-107-01633-0}, shorttitle = {The {Limits} of {Institutional} {Reform} in {Development}}, abstract = {Institutional reforms are common across the globe. Think of efforts to build new governments in Afghanistan and Iraq; or decades worth of interventions intended to improve fiscal management, reduce corruption or introduce efficient public sector service delivery in African countries.These reforms often have limited results, however. They lead to new laws that are not properly implemented, and new organizations that have poor capacities and fail to function as needed. In this book, Matt Andrews explains why reform results are frequently limited and suggests ways to overcome these limits. In the first half of the book, Andrews argues that reforms fail to make governments better when they are introduced as signals to gain short-term support--from donors and others. Reforms as signals introduce unrealistic best practices that do not fit developing country contexts and are not considered relevant by implementing agents. The result is a set of new forms that do not function properly. Andrews uses examples to prove this point, ranging from efforts to introduce fiscal rules in Argentina to reforms aimed at international accounting standard adoption in many African countries, and anti corruption interventions in Malawi and Uganda. In the second half of the book, Andrews notes that there are instances where reforms are not being introduced as signals, and are having more of an impact on government effectiveness. Examples include local government reforms in Rwanda, anti corruption initiatives in Indonesia, and a variety of initiatives ranging from results based management to civil service modernization and internal control regime adoption in governments like Kenya, Kosovo and Afghanistan. Andrews uses these examples to discuss ways in which reforms can actually provide realistic solutions to governance challenges in developing countries. Lessons from these experiences suggest that reform limits can be overcome by focusing interventions on problem solving, and promoting incremental and localized processes to find solutions, involving multiple agents who can authorize and implement reforms.}, language = {English}, publisher = {Cambridge University Press}, author = {Andrews, Matt}, month = feb, year = {2013}, } @misc{ollerhead_limits_2015, type = {{UK}.{GOV} {Policy} {Lab}}, title = {The limits of agile - can we apply it to policy making?}, shorttitle = {The limits of agile - can we apply it to policy making?}, url = {https://openpolicy.blog.gov.uk/2015/01/27/towards-a-theory-of-agile-for-policy-making/}, abstract = {Bringing new policy tools and techniques to the UK Government}, urldate = {2016-11-02}, author = {Ollerhead, Lisa}, month = jan, year = {2015}, } @techreport{honig_limits_2019, type = {Working {Paper}}, title = {The {Limits} of {Accounting}-{Based} {Accountability} in {Education} (and {Far} {Beyond}): {Why} {More} {Accounting} {Will} {Rarely} {Solve} {Accountability} {Problems}}, url = {https://www.cgdev.org/publication/limits-accounting-based-accountability-education-and-far-beyond-why-more-accounting-will}, abstract = {Accountability is rightly at the center of the conversation regarding how to improve governance systems, particularly health and education systems. But efforts to address accountability deficits often focus primarily on improving what can be counted and verified—what we term “accountingbased accountability.” We argue that introducing greater accounting-based accountability will only very rarely be the appropriate solution for addressing accountability problems. We illustrate this by exploring the role of Accountability ICT in (not) improving education system performance. Strengthening “real” accountability is not the same as improving data systems for observation and verification, and often attempts at the latter undermine the former. The development discourse’s frequent semantic misunderstanding of the term “accountability” has pernicious effects on system reform efforts and ultimately global welfare.}, language = {en}, number = {510}, institution = {Center for Global Development}, author = {Honig, Dan and Pritchett, Lant}, month = may, year = {2019}, pages = {50}, } @book{guijt_learning_2022, title = {The {Learning} {Power} of {Listening}}, isbn = {978-1-78853-200-6}, url = {https://practicalactionpublishing.com/book/2622/the-learning-power-of-listening}, abstract = {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 the method can be used to for difficult-to-measure outcomes related to poverty reduction, social justice, peacebuilding, resilience, gender norms, behavior change, governance and environmental management. ​ SenseMaker is a unique participatory method of inquiry that encourages and enables novel insights not obtained from conventional quantitative and quantitative and qualitative methods. It is action-oriented and, therefore, well-suited for people needing data- informed insights for adaptive management. "Writing this guide together with Irene, Veronica, Anna and Rita was an enormous learning process in itself and has further shaped our thinking and practice. We hope it will support first-time and experienced users to enhance their practice and that it will inspire people to explore and innovate further with the method."}, urldate = {2022-07-26}, publisher = {PRACTICAL ACTION PUBLISHING}, author = {Guijt, Irene and Gottret, Maria Veronica and Hanchar, Anna and Deprez, Steff and Muckenhirn, Rita}, month = jun, year = {2022}, doi = {10.3362/9781788532006}, note = {Pages: 1-188}, } @book{harper_last_2023, address = {New York}, title = {The {Last} 10 {Per} {Cent}: {Why} the {World} {Needs} a {Leaner}, {More} {Innovative} and {Pragmatic} {Development} {Sector}, {Today}}, isbn = {978-1-03-215278-3}, shorttitle = {The {Last} 10 {Per} {Cent}}, url = {https://www.routledge.com/The-Last-10-Per-Cent-Why-the-World-Needs-a-Leaner-More-Innovative-and/Harper/p/book/9781032454344}, abstract = {Criticism that the development sector has not delivered in terms of eliminating extreme poverty, fast-tracking growth and preventing conflict, is neither new nor surprising. In fact, it may be the one thing that scholars, donors and practitioners agree on. While many of these concerns are valid, this book makes a case that the sector is closer to unlocking the gates to more effective and efficient development outcomes than is popularly believed. Specifically, it argues that by overturning a few myths, making better use of evidence and employing some different rules, practitioners, policy specialists and donors can foster the changes in the development architecture that are needed to reach the 10 percent of the world’s population still living in extreme poverty.Engaging, provocative and clear sighted, the book provides insight into interventions around democratic governance, refugee response, counterterrorism, gender mainstreaming, environmental protection and private sector engagement. It is instructive reading for professionals across the development sector, think tanks and NGOs.}, language = {English}, publisher = {Routledge India}, author = {Harper, Erica}, month = mar, year = {2023}, } @techreport{leurs_landscape_2018, type = {text/html}, title = {The landscape of innovation approaches}, copyright = {Copyright ©2021 States of Change.}, url = {https://states-of-change.org/resources/landscape-of-innovation-approaches}, abstract = {An overview of innovation methods and approaches we’ve come across in government innovation practice.}, language = {en}, urldate = {2021-05-07}, institution = {States of Change}, author = {Leurs, Bas}, year = {2018}, } @book{nonaka_knowledge-creating_1995, title = {The {Knowledge}-creating {Company}: {How} {Japanese} {Companies} {Create} the {Dynamics} of {Innovation}}, isbn = {978-0-19-509269-1}, shorttitle = {The {Knowledge}-creating {Company}}, abstract = {How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally.The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself with the master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline.As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.}, language = {en}, publisher = {Oxford University Press}, author = {Nonaka, Ikujirō and Nonaka, Ikujir o and Ikujiro, Nonaka and Nonaka, Professor of Knowledge Ikujiro and Takeuchi, Hirotaka and Takeuchi, Both Professors of Management at the Institute of Business Research Hirotaka}, year = {1995}, keywords = {Entrepreneurship, Knowledge Capital, Leadership}, } @article{nonaka_knowledge-creating_2007, title = {The {Knowledge}-{Creating} {Company}}, issn = {0017-8012}, url = {https://hbr.org/2007/07/the-knowledge-creating-company}, abstract = {Editor’s Note: This 1991 article helped popularize the notion of “tacit” knowledge—the valuable and highly subjective insights and intuitions that are difficult to capture and share because people carry them in their heads. Years later, the piece can still startle a reader with its views of organizations and of the types of knowledge that inform […]}, number = {July–August 2007}, urldate = {2018-12-17}, journal = {Harvard Business Review}, author = {Nonaka, Ikujiro}, month = jul, year = {2007}, keywords = {Creativity, Innovation, Product development, Research \& development}, } @article{chouinard_journey_2015, title = {The journey from rhetoric to reality: participatory evaluation in a development context}, volume = {27}, issn = {1874-8600}, shorttitle = {The journey from rhetoric to reality}, url = {https://doi.org/10.1007/s11092-013-9184-8}, doi = {10.1007/s11092-013-9184-8}, abstract = {In this paper, we focus on participatory evaluation in the context of international development and specifically on the emerging empirical knowledge base. In a prior review and critique of research on participatory evaluation (Cousins and Chouinard 2012), we examined 121 studies, with only 21 (17 \%) situated in development contexts. However, the circumstances and challenges for international development and for development evaluation are distinct from those found in developed countries and therefore warrant separate consideration. To provide a more focused and detailed understanding of participatory evaluation in international development contexts, in this paper we augment our initial sample to a total of 40 studies on participatory evaluation in development published over the past 16.5 years. Based on an analysis of this research and related theoretical and conceptual contributions we identify and discuss eight emergent themes: multiplicity of relationships, consequences of stakeholder selection, characterization of participation, contextual complexity, methodological requirements, cultural influence, politics and power and learning and capacity building. We conclude with some reflections on an agenda for research.}, language = {en}, number = {1}, urldate = {2020-10-15}, journal = {Educational Assessment, Evaluation and Accountability}, author = {Chouinard, Jill Anne and Cousins, J. Bradley}, month = feb, year = {2015}, pages = {5--39}, } @article{phuong_interplay_2017, title = {The interplay between social learning and adaptive capacity in climate change adaptation: {A} systematic review}, volume = {82}, issn = {1573-5214}, url = {http://www.sciencedirect.com/science/article/pii/S1573521417300064}, doi = {10.1016/j.njas.2017.05.001}, abstract = {Successful implementation climate change adaptation depends to a large extent on the capabilities of individuals, organizations, and communities to create and mobilize the adaptive capacity (AC) of their socio-ecological system. Creating and mobilizing AC is a continuous process that requires social learning (SL). Although rich with empirical cases, the literature theorizing and empirically investigating the relationship between AC and SL is highly fragmented. This paper aims to critically examine the peer-reviewed literature that focusses on SL and AC in the context of climate change adaptation (CCA). Special attention is paid to the interplay between the two. Understanding this interplay can help improve our understanding of how CCA takes place in practice and advances theoretical debates on CCA. Systematic review methods are used to analyse 43 papers (1997–2016). Our findings reveal three perspectives that each play an important role in different contexts: an AC-focused perspective, a SL-focused perspective, and a hybrid perspective. These differences in conceptualizations of the relationship between SL and AC may seem trivial at first, but they have consequences for the design of learning-based interventions aimed at helping communities respond to climate change. It appears that such interventions need to be preceded by an analysis of the climate change context in order to decide whether to emphasize AC, SL or both simultaneously.}, journal = {NJAS - Wageningen Journal of Life Sciences}, author = {Phuong, Thi Hong Le and Biesbroek, G. Robbert and Wals, Arjen E.J.}, month = sep, year = {2017}, keywords = {Adaptive capacity, Climate change adaptation, Social learning, Systematic review}, pages = {1--9}, } @book{salgado_internet_2014, title = {The {Internet} and {Democracy} {Building} in {Lusophone} {African} {Countries}}, isbn = {978-1-4094-7293-3}, abstract = {This timely book fills an important gap in the literature on the influence of the Internet and new media in Portuguese speaking African countries. Based on extensive field work throughout the region the author examines the influence of the Internet in the transition to democracy in Africa, and asks whether there are new possibilities for popular activism to emerge from evolving communication environments and media systems.The book analyses the different forms of democracy, the concept of development, and addresses the debate about the relationship between democracy and development and explores the influence of the media in the democratization process, the promises that digital media bring to this process and to development and the implications of the African digital divide. In certain countries in this region democracy and independent news media are in their infancy but are starting to take hold, giving an excellent opportunity to observe the dynamics of civil society and the influence of increased freedom, new voting powers and new media in particular. The book offers important insights into the roles and functions that the media in general, and the Internet in particular, can perform in the creation of a more democratic society, as well as in empowering and educating citizens in democratic values.}, language = {en}, publisher = {Ashgate Publishing, Ltd.}, author = {Salgado, Dr Susana}, month = nov, year = {2014}, note = {Google-Books-ID: WC3jBAAAQBAJ}, keywords = {Business \& Economics / Industries / Computers \& Information Technology, History / Africa / General, Political Science / Political Ideologies / Democracy}, } @techreport{idia_international_2017, title = {The {International} {Development} {Innovation} {Alliance}}, abstract = {Brochure from the International Development Innovation Alliance}, language = {en}, institution = {R4D}, author = {IDIA}, year = {2017}, pages = {10}, } @incollection{goldstein_innovative_2010, address = {New York}, title = {The {Innovative} {Power} of {Positive} {Deviance}}, url = {https://www.researchgate.net/publication/304595566_The_Innovative_Power_of_Positive_Deviance}, language = {en}, urldate = {2018-06-17}, booktitle = {Complexity and the {Nexus} of {Leadership}}, publisher = {Palgrave Macmillan}, author = {Goldstein, Jeffrey and Hazy, James and Lichtenstein, Benyamin B.}, editor = {Goldstein, Jeffrey}, year = {2010}, } @book{millington_indispensable_2018, title = {The {Indispensable} {Community}: {Why} {Some} {Brand} {Communities} {Thrive} {When} {Others} {Perish}}, abstract = {How to Build Bigger, Better, and More Active Online CommunitiesBuzzing Communities cuts through the fluff to offer a clear process for creating thriving online communities. This book combines a century of proven science, dozens of real-life examples, practical tips, and trusted community-building methods. This step-by-step guide includes a lifecycle for tracking your progress and a framework for managing your organization's community efforts. This Book Will Help You to Understand what the members of your community really want. Dramatically increase the number of newcomers that become regulars. Avoid the mistakes most organizations make when they try to build online communities. Develop a fantastic, user-friendly website for your members. Grow your online community to critical mass and beyond Keep members engaged and active in your community. Measure the community's return on investment and explain the benefits to your organization.}, language = {English}, publisher = {Feverbee}, author = {Millington, Richard}, year = {2018}, } @misc{barder_implications_2012, title = {The {Implications} of {Complexity} for {Development}}, url = {https://www.cgdev.org/media/implications-complexity-development-owen-barder}, abstract = {In this lecture, adapted from his May 2012 Kapuściński Lecture, Owen Barder explores the implications of complexity theory for development policy. He explains how traditional economic models have tried and failed to understand why some countries have managed to improve living standards while other countries have not.}, language = {en}, urldate = {2018-02-14}, author = {Barder, Owen}, month = may, year = {2012}, keywords = {IMPORTANT}, } @article{gaventa_impact_2013, title = {The {Impact} of {Transparency} and {Accountability} {Initiatives}}, volume = {31}, issn = {09506764}, url = {http://doi.wiley.com/10.1111/dpr.12017}, doi = {10.1111/dpr.12017}, language = {en}, urldate = {2016-03-23}, journal = {Development Policy Review}, author = {Gaventa, John and McGee, Rosemary}, month = jul, year = {2013}, pages = {s3--s28}, } @article{sutcliffe_high_2003, title = {The high cost of accurate knowledge}, volume = {81}, issn = {0017-8012}, url = {https://www.researchgate.net/publication/10760111_The_High_Cost_of_Accurate_Knowledge}, abstract = {Many business thinkers believe it's the role of senior managers to scan the external environment to monitor contingencies and constraints, and to use that precise knowledge to modify the company's strategy and design. As these thinkers see it, managers need accurate and abundant information to carry out that role. According to that logic, it makes sense to invest heavily in systems for collecting and organizing competitive information. Another school of pundits contends that, since today's complex information often isn't precise anyway, it's not worth going overboard with such investments. In other words, it's not the accuracy and abundance of information that should matter most to top executives--rather, it's how that information is interpreted. After all, the role of senior managers isn't just to make decisions; it's to set direction and motivate others in the face of ambiguities and conflicting demands. Top executives must interpret information and communicate those interpretations--they must manage meaning more than they must manage information. So which of these competing views is the right one? Research conducted by academics Sutcliffe and Weber found that how accurate senior executives are about their competitive environments is indeed less important for strategy and corresponding organizational changes than the way in which they interpret information about their environments. Investments in shaping those interpretations, therefore, may create a more durable competitive advantage than investments in obtaining and organizing more information. And what kinds of interpretations are most closely linked with high performance? Their research suggests that high performers respond positively to opportunities, yet they aren't overconfident in their abilities to take advantage of those opportunities.}, language = {eng}, number = {5}, journal = {Harvard Business Review}, author = {Sutcliffe, Kathleen M. and Weber, Klaus}, month = may, year = {2003}, pmid = {12747164}, keywords = {Administrative Personnel, Data Collection, Decision Making, Organizational, Economic Competition, Information Management, Investments, Marketing, Organizational Innovation, United States}, pages = {74--82, 129}, } @misc{green_hidden_2020, title = {The {Hidden} {Life} of {Theories} of {Change}}, url = {https://oxfamblogs.org/fp2p/the-hidden-life-of-theories-of-change/}, abstract = {A smart new report explores how a good idea - theories of change - is distorted by the way it is implemented in the aid sector}, language = {en-GB}, urldate = {2020-10-15}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = sep, year = {2020}, } @techreport{ho_hidden_2020, title = {The {Hidden} {Life} of {Theories} of {Change}}, url = {https://www.hivos.org/assets/2020/09/The-Hidden-Life-of-Theories-of-Change.pdf}, abstract = {Theory of Change is thought to be very useful for learning and adaptive management of complex interventions such as advocacy. Nevertheless, the use of Theory of Change is also under critique. One common criticism is that Theory of Change is often used as a framework that fixes agreements rather than as a living, guiding tool that helps reflection and adaptation. However, while such criticism stresses forms of control, little research has looked at the way Theory of Change and advocacy practice relate. This is a pertinent issue considering that formally agreed Theories of Change and realities on the ground can be very different. This raises questions: Do advocates work in ways different from what Theory of Change states, and if so, how, and why? How does the way they strategize relate to formal Theories of Change? With what implications? In this brief, we explore these more hidden aspects of the life of Theories of Change.}, urldate = {2020-10-15}, institution = {Hivos}, author = {Ho, Wenny and Tamas, Peter and van Wessel, Margit}, year = {2020}, } @techreport{mellon_haves_2022, address = {Washington DC}, title = {The {Haves} and the {Have} {Nots}: {Civic} {Technologies} and the {Pathways} to {Government} {Responsiveness}}, abstract = {“Civic tech” broadly refers to the use of digital technologies to support a range of citizen engagement processes. From allowing individuals to report problems to local government to enabling the crowdsourcing of national legislation, civic tech aims to promote better policies and services – while contributing to more inclusive democratic institutions. But could civic tech affect public issues in a way that benefits some and excludes others? Over the decades, the question of who participates in and who is excluded from participation mediated by technology has been the focus of both civic tech critics and proponents. The latter tend to argue that, by enabling citizens to participate without constraints of time and distance, civic tech facilitates the participation of those who usually abstain from engaging with public issues, leading to more inclusive processes. Critics argue that, given the existing digital divide, unequal access to technology will tend to empower the already empowered, further deepening societal differences. Yet both critics and proponents do tend to share an intuitive assumption: the socio-economic profile of who participates is the primary determinant of who benefits from digitally mediated civic participation. For instance, if more men participate, outcomes will favor male preferences, and if more young people participate, outcomes will be more aligned with the concerns of the youth. In a new paper, we show that the link between the demographics of those participating through digital channels, and the beneficiaries of the participation process, is not necessarily as straightforward as commonly assumed. We review four civic tech cases where data allow us to trace the full participatory chain through: the initial digital divide the participant’s demographics the demands made through the process the policy outcomes We examine online voting in the Brazilian state of Rio Grande do Sul’s participatory budgeting process, the local problem reporting platform Fix My Street (FMS) in the United Kingdom, Iceland’s online crowdsourced constitution process, and the global petitioning platform Change.org. Counterintuitive findings Change.org has been used by nearly half a billion people around the globe. Using a dataset of 3.9 million signers of online petitions in 132 countries, we examine the number of successful petitions and assess whether petitions created by women have more success than those submitted by men. Our analysis shows that, even if women create fewer online petitions than men, their petitions are more likely to be successful. All else equal, when online petitions have an impact on government policy, the agenda being implemented is much closer to the issues women choose to focus on. In Rio Grande do Sul’s digital participatory budgeting (PB), we show that despite important demographic differences between online and offline voters, these inequalities do not affect which types of projects are selected for funding – a consequence of PB’s unique institutional design, which favors redistributive effects. In fact, of all the cases analyzed, none reflect the standard assumption that inequalities in who participates translate directly into inequalities in who benefits from the policy outcomes. Our results suggest that the socio-economic profile of participants predicts only in part who benefits from civic tech. Just as important to policy outcomes is how the platform translates civic participation into policy demands, and how the government responds to those demands. While civic tech practitioners pay a lot of attention to design from a technological perspective, our findings highlight the importance of considering how civic tech platforms function as political institutions that encourage certain types of behavior while discouraging others. Civic tech, it seems, is not inherently good nor bad for democratic institutions. Instead, its effect is a combination of who participates on digital platforms and the choices of platform designers and governments.}, language = {en}, institution = {World Bank}, author = {Mellon, Jonathan and Peixoto, Tiago C and Sjoberg, Fredrik M}, month = sep, year = {2022}, pages = {40}, } @article{van_breda_guiding_2019, title = {The guiding logics and principles for designing emergent transdisciplinary research processes: learning experiences and reflections from a transdisciplinary urban case study in {Enkanini} informal settlement, {South} {Africa}}, volume = {14}, issn = {1862-4057}, shorttitle = {The guiding logics and principles for designing emergent transdisciplinary research processes}, url = {https://doi.org/10.1007/s11625-018-0606-x}, doi = {10.1007/s11625-018-0606-x}, abstract = {Transdisciplinarity is not a new science per se, but a new methodology for doing science with society. A particular challenge in doing science with society is the engagement with non-academic actors to enable joint problem formulation, analysis and transformation. How this is achieved differs between contexts. The premise of this paper is that transdisciplinary research (TDR) methodologies designed for developed world contexts cannot merely be replicated and transferred to developing world contexts. Thus a new approach is needed for conducting TDR in contexts characterised by high levels of complexity, conflict and social fluidity. To that end, this paper introduces a new approach to TDR titled emergent transdisciplinary design research (ETDR). A core element of this approach is that the research process is designed as it unfolds, that is, it transforms as it emerges from and within the fluid context. The ETDR outlined in this paper emerged through a case study in the informal settlement (slum) of Enkanini in Stellenbosch, South Africa. This case study demonstrates the context from and within which the ETDR approach and identifies a set of guiding logics that can be used to guide ETDR approaches in other contexts. The study demonstrates that the new logics and guiding principles were not simply derived from the TDR literature, but rather emerged from constant interacting dynamics between theory and practice. Learning how to co-design the research process through co-producing transformative knowledge and then implementing strategic interventions to bring about incremental social change is key to theory development in ways that are informed by local contextual dynamics. There are, however, risks when undertaking such TDR processes such as under-valuing disciplinary knowledge, transferring risks onto a society, and suppressing ‘truth-to-power’.}, language = {en}, number = {3}, urldate = {2022-08-08}, journal = {Sustainability Science}, author = {van Breda, John and Swilling, Mark}, month = may, year = {2019}, pages = {823--841}, } @article{chu_governance_2016, title = {The {Governance} of {Climate} {Change} {Adaptation} {Through} {Urban} {Policy} {Experiments}}, volume = {26}, copyright = {Copyright © 2016 John Wiley \& Sons, Ltd and ERP Environment}, issn = {1756-9338}, url = {http://onlinelibrary.wiley.com/doi/abs/10.1002/eet.1727}, doi = {10.1002/eet.1727}, abstract = {Climate change is increasingly posing risks to infrastructure and public services in cities across the global South. Building on ideas of policy experimentation at the nexus of institutional and transition theories, this paper assesses six climate change adaptation experiments across the cities of Surat, Indore and Bhubaneswar in India to uncover the politics behind how experiments are conceived of, implemented, and supported in light of local development needs. Through employing both embedded and cross-case comparative methods, I argue that policy experiments are often framed around achieving tangible urban economic benefits and maximizing specific project complementarities, which allow emerging adaptation priorities access to established policy directives and funding streams. However, I conclude that despite being arenas for testing new ideas, quantifying climate and development co-benefits, and engaging private and civil society actors, adaptation policy experiments must be coherent with urban political economic contexts in order for them to affect sustained, equitable and transformative programmatic change. Copyright © 2016 John Wiley \& Sons, Ltd and ERP Environment}, language = {en}, number = {6}, urldate = {2019-05-02}, journal = {Environmental Policy and Governance}, author = {Chu, Eric K.}, year = {2016}, keywords = {Climate change adaptation, India, Policy experiments, urban governance, urban planning}, pages = {439--451}, } @misc{mager_good_2019, title = {The good and the ‘not so good’ of our experiences with {SenseMaker}}, url = {https://views-voices.oxfam.org.uk/2019/10/the-good-and-the-not-so-good-of-our-experiences-with-sensemaker/}, abstract = {When we purchased a license for the SenseMaker research method in early 2017 (a proprietary data collection and analysis software), the excitement in our more “geeky” teams was palpable. SenseMaker ... Read More}, language = {en-GB}, urldate = {2020-02-06}, journal = {Oxfam Views \& Voices}, author = {Mager, Franziska}, month = oct, year = {2019}, } @book{goldratt_goal:_1992, address = {Great Barrington, MA}, title = {The {Goal}: {A} {Process} of {Ongoing} {Improvement}}, isbn = {978-0-88427-061-4}, shorttitle = {The {Goal}}, abstract = {Over 2 million copies sold! Used by thousands of companies and hundreds of business schools! Required reading for anyone interested in the Theory of Constraints. This book, which introduces the Theory of Constraints, is changing how America does business. The Goal is a gripping, fast-paced business novel about overcoming the barriers to making money. You will learn the fundamentals of identifying and solving the problems created by constraints. From the moment you finish the book you will be able to start successfully addressing chronic productivity and quality problems.}, language = {English}, publisher = {North River Press}, author = {Goldratt, Eliyahu M. and Cox, Jeff}, month = jan, year = {1992}, } @techreport{wb_global_2018, address = {Washington DC}, title = {The {Global} {Wildlife} {Program} - {Knowledge} {Platform} - 2016-2018}, url = {http://pubdocs.worldbank.org/en/361891539980496685/36654-Wildlife-Annual-Report-2018-Oct4-FINAL-digital.pdf}, urldate = {2019-02-25}, institution = {The World Bank}, author = {WB}, year = {2018}, } @article{bates_generalizability_2017, title = {The {Generalizability} {Puzzle}}, url = {https://ssir.org/articles/entry/the_generalizability_puzzle}, abstract = {The practice of using rigorous scientific evaluations to study solutions to global poverty is relatively young. Although researchers continue to advance our knowledge of the mechanisms at work, confusion about their role and value persists. Having evidence from specific studies is fine and good, but for policy makers, the point is not simply to understand poverty, but to eliminate it. Do decisions always need to be informed by evidence from the local context? What potential and limits do randomized controlled trials have for improving our knowledge and finding effective answers? Two leaders in anti-poverty research—J-PAL and IPA—dispel some of the myths about their field. In this article, authors from J-PAL argue that rigorous impact evaluations tell us a lot about the world, not just the particular contexts in which they are conducted. Access to this article made possible by MIT.}, number = {Summer 2017}, urldate = {2017-10-11}, journal = {Stanford Social Innovation Review}, author = {Bates, Mary Ann and Glennerster, Rachel}, year = {2017}, } @techreport{hm_government_futures_2017, title = {The {Futures} {Toolkit}: {Tools} for {Futures} {Thinking} and {Foresight} {Across} {UK} {Government}}, url = {https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/674209/futures-toolkit-edition-1.pdf}, urldate = {2018-03-09}, author = {{HM Government}}, month = nov, year = {2017}, } @techreport{chora_foundation_future_2021, address = {Haarlem (Netherlands)}, title = {The {Future} of {Development}: “{Make} {Happen}” with {Portfolios} of {Options}}, url = {https://static1.squarespace.com/static/600eb85f87ba7b33ef93a72a/t/604b93ead71c9b5f9e5f382a/1615565806067/Portfolios+of+Options+Green+Paper+upload.pdf}, abstract = {This Green Paper intends to review key elements of the problem that Development actors will confront as a new decade opens up ahead of us. It will articulate a solution that we believe should become an inherent feature of Development programs and initiatives. This is the outcome of an intense period of experiences and reflections in the Development space across different geographies and institutional mandates and activities, during which the Foundation has collaborated with institutions such as the UNDP and Grand Challenges Canada. At the heart of our collaborations is a Strategic Innovation and System Transformation Framework, with its associated concepts, working definitions, processes, tools and people. Sourced from CHÔRA Foundation’s knowledge and practice assets, this is a capability we intend to make relevant, customise, scale up and distribute to our partners and stakeholders. We are looking to create with them a space that offers the world a transformational capability. Central to this capability we see a distinctive and robust practice: the design and dynamic management of Portfolios of Strategic Innovation and System Transformation Options. These Portfolios are unique, context relevant, embedded mechanisms for learning, sensemaking and problem solving that social systems leverage to have an impact on themselves and their problems, and to induce the transformations that are necessary to them. It is our view that Portfolios of Options are the most effective means by which human social systems can supply themselves with budgets of possibility that ensure choice and create opportunity. They will also support pragmatic evolutionary outcomes and enable resilience.}, urldate = {2021-11-09}, institution = {CHÔRA Foundation}, author = {CHÔRA Foundation}, month = mar, year = {2021}, } @article{jeans_future_2016, title = {The {Future} is a {Choice}: {The} {Oxfam} {Framework} and {Guidance} for {Resilient} {Development}}, shorttitle = {The {Future} is a {Choice}}, url = {http://policy-practice.oxfam.org.uk/publications/the-future-is-a-choice-the-oxfam-framework-and-guidance-for-resilient-developme-604990}, abstract = {This guide provides a framework for Oxfam staff to design programmes and campaigns that contribute to resilient development. Oxfam defines resilience as ‘the ability of women and men to realize their rights and improve their well-being despite shocks, stresses}, urldate = {2016-04-27}, journal = {Policy \& Practice}, author = {Jeans, Helen and Thomas, Sebastien and Castillo, Gina}, month = apr, year = {2016}, } @techreport{wouter_aghina_five_2017, title = {The five trademarks of agile organizations}, url = {https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/the-five-trademarks-of-agile-organizations#}, abstract = {Our experience and research demonstrate that successful agile organizations consistently exhibit the five trademarks described in this article. The trademarks include a network of teams within a people-centered culture that operates in rapid learning and fast decision cycles which are enabled by technology, and a common purpose that co-creates value for all stakeholders. These trademarks complement the findings from The McKinsey Global Survey Results: How to create an agile organization.}, urldate = {2022-01-17}, institution = {McKinsey anc Company}, author = {{Wouter Aghina} and {Karin Ahlbäck} and {Aaron De Smet} and {Clemens Fahrbach} and {Christopher Handscomb} and {Gerald Lackey} and {Michael Lurie} and {Monica Murarka} and {Olli Salo} and {Elizabeth Seem} and {Jannik Woxholth}}, month = dec, year = {2017}, } @book{ideo_field_2015, address = {San Francisco}, title = {The field guide to human-centered design: design kit}, isbn = {978-0-9914063-1-9}, shorttitle = {The field guide to human-centered design}, language = {eng}, publisher = {IDEO}, author = {{IDEO}}, year = {2015}, keywords = {Design, IMPORTANT, Methode}, } @article{the_economist_fashion_2018, title = {The fashion for agile management is spreading}, issn = {0013-0613}, url = {https://www.economist.com/business/2018/07/05/the-fashion-for-agile-management-is-spreading}, abstract = {Executives need to be a cross between Spider-Man and Simone Biles}, urldate = {2018-07-16}, journal = {The Economist}, author = {The Economist}, month = jul, year = {2018}, } @article{dalmeida_fascinating_2016, chapter = {Global Development Professionals Network}, title = {The fascinating world of unconscious bias and development policy}, issn = {0261-3077}, url = {https://www.theguardian.com/global-development-professionals-network/2016/sep/13/the-fascinating-world-of-unconscious-bias-and-development-policy?CMP=new_1194&CMP=}, abstract = {In the last few years scientists have exposed thinking patterns that may skew our decision-making. How can we counter these biases in humanitarian work?}, language = {en-GB}, urldate = {2016-10-09}, journal = {The Guardian}, author = {d’Almeida, André Corrêa and Grossi, Amanda Sue}, month = sep, year = {2016}, keywords = {Academic experts, Higher Education Network, Neuroscience, Psychology, education, higher education}, } @article{flyvbjerg_fallacy_2016, title = {The {Fallacy} of {Beneficial} {Ignorance}: {A} {Test} of {Hirschman}'s {Hiding} {Hand}}, volume = {84}, shorttitle = {The {Fallacy} of {Beneficial} {Ignorance}}, url = {https://papers.ssrn.com/abstract=2767128}, doi = {10.1016/j.worlddev.2016.03.012}, abstract = {Albert O. Hirschman's principle of the Hiding Hand stands stronger and more celebrated today than ever. The principle states that ignorance is good in planning,}, urldate = {2017-04-13}, journal = {World Development}, author = {Flyvbjerg, Bent}, month = apr, year = {2016}, keywords = {Behavioral economics, Development, Hiding hand, Ignorance, Management}, pages = {176--89}, } @incollection{dearden_ethical_2015, address = {Dublin, Eire}, title = {The ethical limits of bungee research in {ICTD}}, isbn = {978-1-4799-8283-7}, url = {http://ieeexplore.ieee.org/lpdocs/epic03/wrapper.htm?arnumber=7439430}, abstract = {Research in ICTD is difficult because engineers with technical expertise are separated from the challenges that they are trying to address by large physical distances and significant social differences. To overcome these challenges, much research involves occasional short visits by external researchers to developing regions to investigate problems and generate ideas which are then developed back at the engineers' home base before further return visits for deployment and evaluation. This paper highlights the ethical limitations of this `bungee research', and reflects on our experiences in evolving more fruitful research practices. We argue that relying on bungee research as a primary model of research engagement is unethical, and we suggest some minimal conditions that are necessary, but not sufficient, for such visits to be ethically defensible in ICTD research.}, language = {en}, urldate = {2017-09-06}, booktitle = {2015 {IEEE} {International} {Symposium} on {Technology} and {Society}}, publisher = {IEEE}, author = {Dearden, Andrew and Tucker, William D.}, month = nov, year = {2015}, pages = {1--6}, } @misc{quaggiotto_era_2016, title = {The era of development mutants}, url = {http://www.nesta.org.uk/blog/era-development-mutants}, abstract = {If you were looking for the cutting edge of the development sector, where would you go these days?}, urldate = {2017-02-17}, journal = {Nesta}, author = {Quaggiotto, Giulio}, month = apr, year = {2016}, } @article{hill_environment_1965, title = {The {Environment} and {Disease}: {Association} or {Causation}?}, volume = {58}, issn = {0035-9157}, shorttitle = {The {Environment} and {Disease}}, url = {https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1898525/}, number = {5}, urldate = {2023-09-29}, journal = {Proceedings of the Royal Society of Medicine}, author = {Hill, Austin Bradford}, month = may, year = {1965}, pmid = {14283879}, pmcid = {PMC1898525}, pages = {295--300}, } @techreport{mellon_effect_2015, title = {The effect of government responsiveness on future political participation}, url = {http://documents.worldbank.org/curated/en/2015/09/25051854/effect-government-responsiveness-future-political-participation}, abstract = {What effect does government responsiveness have on political participation? Since the 1940s political scientists have used attitudinal measures of perceived efficacy to explain participation. More recent work has focused on underlying genetic factors that condition citizen engagement. The authors develop a ‘calculus of participation’ that incorporates objective efficacy, the extent to which an individual’s participation actually has an impact, and test the model against behavioral data from FixMyStreet.com (n=399,364). The authors find that a successful first experience using FixMyStreet.com (e.g., reporting a pothole and having it fixed) is associated with a 54 percent increase in the probability of an individual submitting a second report. The authors also show that the experience of government responsiveness to the first report submitted has predictive power over all future report submissions. The findings highlight the importance of government responsiveness for fostering an active citizenry, while demonstrating the value of incidentally collected data to examine participatory behavior at the individual level.}, language = {en}, number = {99519}, urldate = {2016-04-03}, institution = {The World Bank}, author = {Mellon, Andrew Jonathan and Sjoberg, Fredrik Matias and Peixoto, Tiago Carneiro}, month = feb, year = {2015}, pages = {1--33}, } @article{harvey_dynamics_2023, title = {The {Dynamics} of {Team} {Learning}: {Harmony} and {Rhythm} in {Teamwork} {Arrangements} for {Innovation}}, volume = {68}, issn = {0001-8392, 1930-3815}, shorttitle = {The {Dynamics} of {Team} {Learning}}, url = {http://journals.sagepub.com/doi/10.1177/00018392231166635}, doi = {10.1177/00018392231166635}, abstract = {Innovation teams must navigate inherent tensions between different learning activities to produce high levels of performance. Yet, we know little about how teams combine these activities—notably reflexive, experimental, vicarious, and contextual learning—most effectively over time. In this article, we integrate research on teamwork episodes with insights from music theory to develop a new theoretical perspective on team dynamics, which explains how team activities can produce harmony, dissonance, or rhythm in teamwork arrangements that lead to either positive or negative effects on overall performance. We first tested our theory in a field study using longitudinal data from 102 innovation teams at a Fortune Global 500 company; then, we replicated and elaborated our theory in a study of 61 MBA project teams at an elite North American university. Results show that some learning activities can occur within the same teamwork episode to have harmonious positive effects on team performance, while other activities combine to have dissonant negative effects when occurring in the same episode. We argue that dissonant activities must be spread across teamwork episodes to help teams achieve a positive rhythm of team learning over time. Our findings contribute to theory on team dynamics, team learning, and ambidexterity.}, language = {en}, number = {3}, urldate = {2024-01-30}, journal = {Administrative Science Quarterly}, author = {Harvey, Jean-François and Cromwell, Johnathan R. and Johnson, Kevin J. and Edmondson, Amy C.}, month = sep, year = {2023}, pages = {601--647}, } @techreport{ddd_community_doing_2014, address = {Cambridge, MA}, title = {The {Doing} {Development} {Different} {Manifesto}}, url = {http://doingdevelopmentdifferently.com}, abstract = {Statement from the October 2014 ‘Doing Development Differently’ workshop Too many development initiatives have limited impact. Schools are built but children do not learn. Clinics are built but sic…}, institution = {DDD Community}, author = {DDD Community}, month = oct, year = {2014}, } @article{stewart_direction_2014, series = {{SI} :{Patterns} in {Evolution}}, title = {The direction of evolution: {The} rise of cooperative organization}, volume = {123}, issn = {0303-2647}, shorttitle = {The direction of evolution}, url = {http://www.sciencedirect.com/science/article/pii/S030326471400080X}, doi = {10.1016/j.biosystems.2014.05.006}, abstract = {Two great trends are evident in the evolution of life on Earth: towards increasing diversification and towards increasing integration. Diversification has spread living processes across the planet, progressively increasing the range of environments and free energy sources exploited by life. Integration has proceeded through a stepwise process in which living entities at one level are integrated into cooperative groups that become larger-scale entities at the next level, and so on, producing cooperative organizations of increasing scale (for example, cooperative groups of simple cells gave rise to the more complex eukaryote cells, groups of these gave rise to multi-cellular organisms, and cooperative groups of these organisms produced animal societies). The trend towards increasing integration has continued during human evolution with the progressive increase in the scale of human groups and societies. The trends towards increasing diversification and integration are both driven by selection. An understanding of the trajectory and causal drivers of the trends suggests that they are likely to culminate in the emergence of a global entity. This entity would emerge from the integration of the living processes, matter, energy and technology of the planet into a global cooperative organization. Such an integration of the results of previous diversifications would enable the global entity to exploit the widest possible range of resources across the varied circumstances of the planet. This paper demonstrates that it's case for directionality meets the tests and criticisms that have proven fatal to previous claims for directionality in evolution.}, urldate = {2017-05-03}, journal = {Biosystems}, author = {Stewart, John E.}, month = sep, year = {2014}, keywords = {Direction of evolution, Evolution of a global entity, Evolution of cooperation, Evolutionary progress, Major evolutionary transitions}, pages = {27--36}, } @article{chu_dilemmas_2018, title = {The {Dilemmas} of {Citizen} {Inclusion} in {Urban} {Planning} and {Governance} to {Enable} a 1.5 °{C} {Climate} {Change} {Scenario}}, volume = {3}, issn = {2183-7635}, url = {https://www.cogitatiopress.com/urbanplanning/article/view/1292}, doi = {10.17645/up.v3i2.1292}, abstract = {Cities around the world are facilitating ambitious and inclusive action on climate change by adopting participatory and collaborative planning approaches. However, given the major political, spatial, and scalar interdependencies involved, the extent to which these planning tools equip cities to realise 1.5 °C climate change scenarios is unclear. This article draws upon emerging knowledge in the fields of urban planning and urban climate governance to explore complementary insights into how cities can pursue ambitious and inclusive climate action to realise 1.5 °C climate change scenarios. We observe that urban planning scholarship is often under-appreciated in urban climate governance research, while conversely, promising urban planning tools and approaches can be limited by the contested realities of urban climate governance. By thematically reviewing diverse examples of urban climate action across the globe, we identify three key categories of planning dilemmas: institutional heterogeneity, scalar mismatch, and equity and justice concerns. We argue that lessons from urban planning and urban climate governance scholarship should be integrated to better understand how cities can realise 1.5 °C climate change scenarios in practice.}, language = {en}, number = {2}, urldate = {2019-05-02}, journal = {Urban Planning}, author = {Chu, Eric and Schenk, Todd and Patterson, James}, month = apr, year = {2018}, pages = {128}, } @techreport{gray_difference_2022, address = {London}, title = {The {Difference} {Learning} {Makes} - {Factors} that enable and inhibit adaptive programming}, url = {https://www.christianaid.ie/sites/default/files/2022-12/the-difference-learning-makes-factors-that-enable-and-inhibit-adaptive-programming.pdf}, abstract = {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 gender inequality. Since 2019, Adapt Peacebuilding has accompanied CA Ireland, CA country teams and partner organisations as they experimented with using a deliberate adaptive approach. The authors were also asked to follow up on an initial study by CA Ireland and Overseas Development Institute in 2018, which described the rationale for adopting this new approach and included early lessons from its first year of implementation. The aim of this study is to help deepen CA Ireland, CA country teams’ and partners’ understanding of (a) whether their application of adaptive programming has resulted in better development outcomes, and (b) how they can better understand the factors that enabled or inhibited the effectiveness of using this approach. Over the past three years, this study has found evidence and multiple examples that show adaptive programming contributed to better development outcomes. The main reasons cited were that these were made possible both from improvements to programming strategies based on proactive reflection and learning, as well as those that stem from the reactive capacity of adaptive programmes to change course in response to unanticipated changes in operating conditions. This study found that adaptive programming has enabled better development practice where organisations are enhancing their skills to better respond and be flexible to contextual challenges. 72\% of partners surveyed described adaptive programming as the most useful approach to programme management that they have used. The programme approach has meant that CA and partner staff were better able to explore the significance of change in the context and their contributions to them. It also enabled spaces for meaningful engagement with communities in learning and programme planning processes and encouraged opportunities for experimentation in programming. The study also found that adaptive programming has supported flexible delivery. This led to better outcomes that would not have been possible were the programme not able to make flexible adjustments. The main focus has been the analysis of nine factors that can determine the effectiveness and impact (or otherwise) of using an adaptive approach, flagging important issues for understanding. These factors are identified as: 1) Leadership; 2) Organisational culture; 3) Conceptual understanding; 4) Staff capacities; 5) Partnership approaches; 6) Participation; 7) Methods and tools; 8) Administrative procedures; and 9) The operating context. Together these can provide an analytical framework for assessing an organisation’s ‘adaptive scope’, which can be used as a tool for better understanding an organisation’s potential to generate improved development outcomes via adaptive programming and how to strengthen them. The study concludes with several recommendations for CA Ireland, all of which have relevance for a broader community of donors and implementing organisations interested in the potential of adaptive programming.}, urldate = {2024-01-29}, institution = {Christian Aid}, author = {Gray, Stephen and Carl, Andy}, month = feb, year = {2022}, } @book{norman_design_2013, address = {Cambridge, MA London}, edition = {2nd revised and expanded ed edition}, title = {The {Design} of {Everyday} {Things}, revised and expanded edition}, isbn = {978-0-262-52567-1}, abstract = {Even the smartest among us can feel inept as we try to figure out the shower control in a hotel or attempt to navigate an unfamiliar television set or stove. When The Design of Everyday Things was published in 1988, cognitive scientist Don Norman provocatively proposed that the fault lies not in ourselves, but in design that ignores the needs and psychology of people. Fully revised to keep the timeless principles of psychology up to date with ever-changing new technologies, The Design of Everyday Things is a powerful appeal for good design, and a reminder of how -- and why -- some products satisfy while others only disappoint.}, language = {English}, publisher = {MIT Press}, author = {Norman, Donald A.}, month = dec, year = {2013}, } @misc{pritchett_debate_2018, address = {New York}, title = {The {Debate} about {RCTs} in {Development} is over. {We} won. {They} lost.}, url = {http://www.nyudri.org/events-index/2018/2/22/lant-pritchett-talk-the-debate-about-rcts-in-development-is-over-we-won-they-lost}, abstract = {There has been a debate in development economics over the last 20 years as some claimed the use of RCTs as a tool for independent impact evaluation would significantly improve development practice and hence development. While right about the methodological claims about the superiority of randomization to produce cleaner estimates of the LATE (local average treatment effect) of projects and programs, this, in and of itself, does not change development practice. All of the five claims needed to sustain a positive model in which RCT/IIE has a major positive impact are demonstrably false. The proponents of RCTs have responded to losing the first round decisively by changing significantly both their claims and their practice.}, language = {en-US}, urldate = {2019-03-15}, author = {Pritchett, Lant}, month = feb, year = {2018}, } @article{nielsen_curious_2023, title = {The curious case of the realist trial: {Methodological} oxymoron or unicorn?}, issn = {1356-3890}, shorttitle = {The curious case of the realist trial}, url = {https://doi.org/10.1177/13563890231200291}, doi = {10.1177/13563890231200291}, abstract = {Realist evaluation and experimental designs are both well-established approaches to evaluation. Over the past 10 years, realist trials—evaluations purposefully combining realist evaluation and experimental designs—have emerged. Informed by a comprehensive review of published realist trials, this article examines to what extent and how realist trials align with quality standards for realist evaluations and randomized controlled trials and to what extent and how the realist and trial aspects of realist trials are integrated. We identified only few examples that met high-quality standards for both experimental and realist studies and that merged the two designs.}, language = {en}, urldate = {2023-10-23}, journal = {Evaluation}, author = {Nielsen, Steffen Bohni and Jaspers, Sofie Østergaard and Lemire, Sebastian}, month = sep, year = {2023}, note = {Publisher: SAGE Publications Ltd}, pages = {13563890231200291}, } @misc{green_context_2016, title = {The context v intervention 2x2 {\textbar} {From} {Poverty} to {Power}}, url = {http://oxfamblogs.org/fp2p/how-do-we-chose-the-most-promising-theory-of-change-building-on-the-context-intervention-2x2/}, abstract = {Lots of discussion on my US trip around the strengths/weaknesses of the context v intervention 2x2 that suggests particular theories of change acc to situation}, urldate = {2016-12-09}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = dec, year = {2016}, keywords = {IMPORTANT}, } @techreport{mayne_com-b_2019, type = {Working {Paper}}, title = {The {COM}-{B} {Theory} of {Change} {Mode} - v.5}, url = {https://www.researchgate.net/publication/335404381_The_COMB_ToC_ModelV5}, abstract = {ResearchGate is a network dedicated to science and research. Connect, collaborate and discover scientific publications, jobs and conferences. All for free.}, language = {en}, urldate = {2020-01-15}, institution = {Palladium}, author = {Mayne, John}, month = aug, year = {2019}, } @misc{american_evaluation_association_collaborative_nodate, title = {The {Collaborative}, {Participatory} \& {Empowerment} {Evaluation} {Topical} {Interest} {Group}}, url = {http://comm.eval.org/cpetig/home}, abstract = {designed to foster collaboration, share knowledge, and promote scholarship, this TIG is a division of the American Evaluation Association (AEA).}, urldate = {2018-10-19}, author = {American Evaluation Association}, } @misc{cedil_programme_collaborative_2022, title = {The collaborative exploration of alternative futures: {A} different approach to {Theories} of {Change}}, shorttitle = {The collaborative exploration of alternative futures}, url = {https://www.youtube.com/watch?v=Hlbpqfw_ve4}, abstract = {ParEvo is a web application that enables the collaborative construction and exploration of a range of alternative futures: likely and unlikely, desirable and undesirable. These are described in the form of a branching narrative structure, developed over a series of iterations involving the interactions of a group of participants. These detailed storylines about the future contrast with optimistic, skeletal and largely singular views of the future found in diagrammatic ToCs often encountered by evaluators. This webinar will describe a recent ParEvo exercise implemented by the Centre for the Study of Existential Risk (CSER) in Cambridge. In this exercise 11 international experts explored ideas about how global risks associated with biotechnology research could be managed, and mismanaged, in the coming four years. Including how these alternative futures were evaluated by participants and the CSER facilitators. Issues to be discussed by the panel, and others, include comparisons with other representations of Theories of Change and other approaches to the exploration of alternative futures, described variously as scenario planning, futures or foresight work. Speakers: Rick Davies, Lara Mani Tom Hobson An overview of the app can be found here: https://mscinnovations.wordpress.com/ The app website is here: https://parevo.org/}, urldate = {2022-07-01}, author = {{CEDIL programme}}, month = apr, year = {2022}, } @techreport{natsios_clash_2010, address = {Washington DC}, title = {The {Clash} of the {Counter}-bureaucracy and {Development}}, url = {http://www.cgdev.org/publication/clash-counter-bureaucracy-and-development}, abstract = {In this essay, Andrew Natsios gives a first-hand account of what he finds most hinders USAID—layers of bureaucracy that misguide and derail development work.}, urldate = {2016-09-22}, institution = {The Center for Global Development}, author = {Natsios, Andrew}, year = {2010}, } @article{schmitt_causal_2020, title = {The {Causal} {Mechanism} {Claim} in {Evaluation}: {Does} the {Prophecy} {Fulfill}?}, volume = {2020}, issn = {1534-875X}, shorttitle = {The {Causal} {Mechanism} {Claim} in {Evaluation}}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20421}, doi = {10.1002/ev.20421}, abstract = {Despite increased discussions in the community and a common understanding about the virtue of mechanism-based explanation, little is known about the true benefits and challenges of applying causal mechanism analysis in practice. This chapter aims to introduce the reader to the topic of causal mechanisms and synthesize significant findings on this special issue. It begins by laying out definitions and concepts of causal mechanisms in evaluation literature and proposes a two-way classification of causal mechanisms along which the chapters to this issue are structured. The chapter continues by introducing the Causal Mechanism Claim and elaborates on how analyzing causal mechanisms is expected to increase policy relevance and causal capacity in evaluations. Drawing on this issue's rich corpus of firsthand practical experience, this introduction synthesizes key lessons that support or contradict the Causal Mechanism Claim. We find that both parts of the claim—increased policy relevance and strengthened causal capacity—are supported by the authors' experiences as bundled in this issue. However, we also identify challenges related to cross-cutting issues such as communication and practical applicability and point to the importance of method integration.}, language = {en}, number = {167}, urldate = {2021-02-18}, journal = {New Directions for Evaluation}, author = {Schmitt, Johannes}, year = {2020}, pages = {11--26}, } @techreport{dlp_case_2014, title = {The case for thinking and working politically. {The} implications of 'doing development differently'}, url = {http://www.dlprog.org/publications/thinking-and-working-politically-from-theory-building-to-building-an-evidence-base.php}, abstract = {This paper discusses the steps required to build a robust evidence base for 'thinking and working politically' (TWP) in development. It argues that better understanding what works, when and why is an important step in moving TWP into mainstream development programming. The paper reviews the existing evidence base on TWP, building on this and on other literature on public sector reform and 'pockets of effectiveness' to suggest research questions, case study selection criteria, and a four-level analytical framework: 1) political context; 2) sector; 3) organisation; and 4) individual. The framework aims to help build a 'rigorous enough' evidence base to show whether and how TWP happens and whether or not it influences the effectiveness of programme implementation and outcomes. The paper also calls for more focus on gender issues, and on different – and often more fragile – political contexts.}, number = {37}, urldate = {2016-07-19}, institution = {DLP}, author = {DLP}, year = {2014}, } @techreport{christie_case_2019, address = {Brighton}, title = {The {Case} for an {Adaptive} {Approach} to {Empowerment} and {Accountability} {Programming} in {Fragile} {Settings}: {Synthesis} report}, shorttitle = {Adaptive {Programming} in {Fragile}, {Conflict} and {Violence}-{Affected} {Settings}, {What} {Works} and {Under} {What} {Conditions}?}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/14556}, abstract = {Fragile, conflict and violence-affected settings (FCVAS) are messy and ambiguous contexts in which to plan and implement development initiatives. To work there, external actors are increasingly adopting an adaptive approach to empowerment and accountability (E\&A) programming, whatever the setting. This means using a compass rather than map, where real-time political economy analysis (PEA) in relation to context and programme monitoring and evidence-informed learning in relation to intervention are used in combination and in shorter-than-usual planning cycles to maintain and adapt strategic direction. This paper brings together three case studies of large Department for International Development (DFID) governance projects in Myanmar, Nigeria and Tanzania.}, language = {en}, urldate = {2018-08-02}, institution = {Itad, Oxfam and IDS}, author = {Christie, Angela and Green, Duncan}, month = jun, year = {2019}, keywords = {A4EA, Adaptive Development, Economy, Fishery}, } @techreport{internews_boda_2017, address = {Washington DC}, title = {The {Boda} {Boda} {Talk} {Talk} {Module}}, url = {http://www.internews.org/learning-our-learning}, urldate = {2017-04-07}, institution = {Internews \& USAID}, author = {Internews}, month = apr, year = {2017}, keywords = {IMPORTANT}, } @incollection{saich_blind_2002, title = {The {Blind} {Man} and the {Elephant}: {Analysing} the {Local} {State} in {China}}, language = {en}, booktitle = {On the {Roots} of {Growth} and {Crisis}: {Capitalism}, {State} and {Society} in {East} {Asia}}, publisher = {Annale Feltinelli}, author = {Saich, Tony}, editor = {Tomba, L.}, year = {2002}, pages = {41}, } @book{mazzucato_big_2023, title = {The {Big} {Con}: {How} the {Consulting} {Industry} {Weakens} our {Businesses}, {Infantilizes} our {Governments} and {Warps} our {Economies}}, isbn = {978-0-241-57308-2}, shorttitle = {The {Big} {Con}}, abstract = {There is an entrenched relationship between the consulting industry and the way business and government are managed today which must change.Mariana Mazzucato and Rosie Collington show that our economies' reliance on companies such as McKinsey, Boston Consulting Group, Bain \& Company, PwC, Deloitte, KPMG and EY stunts innovation, obfuscates corporate and political accountability and impedes our collective mission of halting climate breakdown.The 'Big Con' describes the confidence trick the consulting industry performs in contracts with hollowed-out and risk-averse governments and shareholder value-maximizing firms. It grew from the 1980s and 1990s in the wake of reforms by both the neoliberal right and Third Way progressives, and it thrives on the ills of modern capitalism, from financialization and privatization to the climate crisis. It is possible because of the unique power that big consultancies wield through extensive contracts and networks - as advisors, legitimators and outsourcers - and the illusion that they are objective sources of expertise and capacity. To make matters worse, our best and brightest graduates are often redirected away from public service into consulting. In all these ways, the Big Con weakens our businesses, infantilizes our governments and warps our economies.Mazzucato and Collington expertly debunk the myth that consultancies always add value to the economy. With a wealth of original research, they argue brilliantly for investment and collective intelligence within all organizations and communities, and for a new system in which public and private sectors work innovatively for the common good. We must recalibrate the role of consultants and rebuild economies and governments that are fit for purpose.}, language = {English}, publisher = {Allen Lane}, author = {Mazzucato, Mariana and Collington, Rosie}, month = feb, year = {2023}, } @article{michie_behaviour_2011, title = {The behaviour change wheel: {A} new method for characterising and designing behaviour change interventions}, volume = {6}, issn = {1748-5908}, shorttitle = {The behaviour change wheel}, url = {https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3096582/}, doi = {10.1186/1748-5908-6-42}, abstract = {Background Improving the design and implementation of evidence-based practice depends on successful behaviour change interventions. This requires an appropriate method for characterising interventions and linking them to an analysis of the targeted behaviour. There exists a plethora of frameworks of behaviour change interventions, but it is not clear how well they serve this purpose. This paper evaluates these frameworks, and develops and evaluates a new framework aimed at overcoming their limitations. Methods A systematic search of electronic databases and consultation with behaviour change experts were used to identify frameworks of behaviour change interventions. These were evaluated according to three criteria: comprehensiveness, coherence, and a clear link to an overarching model of behaviour. A new framework was developed to meet these criteria. The reliability with which it could be applied was examined in two domains of behaviour change: tobacco control and obesity. Results Nineteen frameworks were identified covering nine intervention functions and seven policy categories that could enable those interventions. None of the frameworks reviewed covered the full range of intervention functions or policies, and only a minority met the criteria of coherence or linkage to a model of behaviour. At the centre of a proposed new framework is a 'behaviour system' involving three essential conditions: capability, opportunity, and motivation (what we term the 'COM-B system'). This forms the hub of a 'behaviour change wheel' (BCW) around which are positioned the nine intervention functions aimed at addressing deficits in one or more of these conditions; around this are placed seven categories of policy that could enable those interventions to occur. The BCW was used reliably to characterise interventions within the English Department of Health's 2010 tobacco control strategy and the National Institute of Health and Clinical Excellence's guidance on reducing obesity. Conclusions Interventions and policies to change behaviour can be usefully characterised by means of a BCW comprising: a 'behaviour system' at the hub, encircled by intervention functions and then by policy categories. Research is needed to establish how far the BCW can lead to more efficient design of effective interventions.}, urldate = {2019-08-12}, journal = {Implementation Science : IS}, author = {Michie, Susan and van Stralen, Maartje M and West, Robert}, month = apr, year = {2011}, pmid = {21513547}, pmcid = {PMC3096582}, pages = {42}, } @techreport{whaites_beginners_2017, address = {London}, title = {The {Beginner}’s {Guide} to {Political} {Economy} {Analysis} ({PEA})}, url = {https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/766478/The_Beginner_s_Guide_to_PEA.pdf}, abstract = {Over the last two decades aid agencies and academics have been on a journey of lesson learning and adaptation in relation to `politics.’ This journey has been driven by a determination to improve impact in all areas of development, but for some time it was particularly associated with work on public sector reform. Now, however, there is an increasing expectation that Political Economy Analysis (PEA) should be part and parcel of designing and implementing any programme or activity (and a brief history of the meandering journey of development actors on PEA can be found in The Policy Practice’s Briefing Paper 11 – see below). DFID in the UK is fairly typical among large development organisations in running an excellent course on political economy analysis, complete with 200 pages of resources and various online videos and case studies (and this type of course is recommended for those who want to take their exploration of PEA further). Even so, PEA is not just for those who have `done the course and bought the T-shirt,’ it is something that can be absorbed and implemented quickly by everybody. Indeed, the growth of interest in PEA is a reminder that this can look like a complex and daunting field and so this guide aims to offer an entry-point for all those who want to use PEA in their own work. In doing so, this guide borrows from the best materials that are available while also adapting some approaches by incorporating wider ideas on politics and institutions. This guide affirms that there should never be an official `orthodoxy’ for PEA and so the emphasis here is on questions, prompts and ideas to help thinking and practice. There is also an attempt to clarify jargon wherever needed, while recognising that The Policy Practice (TPP) and the Overseas Development Institute (ODI) have produced a more complete glossary of PEA terminology. The note will instead focus on `the essentials’ of PEA as they relate to the following questions:  Why do we do political economy analysis, and what is it?  What kinds of issues and ingredients are often included in a PEA?  How do we make sense of the different varieties of PEA?  What tools are out there to help us conduct a PEA?  What is thinking and working politically?}, urldate = {2021-01-04}, institution = {National School of Government International}, author = {Whaites, Alan}, month = jul, year = {2017}, } @techreport{fraser_art_2023, title = {The {Art} of {Scaling} {Deep} - {Research} in {Summary}}, url = {https://static1.squarespace.com/static/5a0b2bbb80bd5e8ae706c73c/t/650e01c6fba1ac5ee2d1ae74/1695416781894/The+Art+of+Scaling+Deep+September+2023.pdf}, abstract = {Over the last 15 years the concept of scale has become a foundational part of the apparatus of the social and environmental change sector. A business mindset of growth has been seamlessly transferred to the social and environmental problems we are collectively trying to shift in the world. Scaling up, (influencing policy) has been considered the strategic pathway to systems change. Scaling out (spreading new models) is seen as a pathway to success. The allure of these scaling theories lies, in part, in their tangibility, and the easy way in which they can be measured. However this focus on growth has shifted our attention away from a series of messy truths. Sometimes bigger isn't better. Endless growth is not sustainable and our urgency to try to fix the problem and seek solutions may be part of the crisis we are in. One unintended consequence of this has been that another type of scale has been devalued and as a result, under-resourced. It’s a scale that values the slow steady work of deepening relationships. It recognizes the significance of context, building connections that bridge diverse communities and it prioritizes inner work and healing as integral components of the scaling process. We call this type of scale ‘Scaling Deep’ and we believe that adequately supporting it, and funding it, holds the greatest potential for long lasting systemic change. The purpose of this research has been to delve deeper into the art and craft of Scaling Deep. Ultimately, our goal is for it to become firmly ingrained within the recognized realm of social change, alongside the well-established concepts of scaling up and scaling out. We want practitioners who are Scaling Deep to be able to harness the wisdom and power of this work and to talk about it openly, with confidence and credibility. We want understanding of this approach to flourish and evolve and for it to be appropriately celebrated and supported. We want decision-makers to be informed and inspired by the principles and practices of scaling deep. For it to be embedded in theories of change as an essential component of decision-making processes within the wider change discourse. Importantly we want leaders who are Scaling Deep to have access to sufficient resources and to receive the care from the field that they need to thrive. We would like to see organisations that have the power to invest, to align their efforts with the profound impact that scaling deep aspires to cultivate in the world. Before we begin, let us be crystal clear. We are not opposed to scaling up and out as strategies for change. Innovation and scaling what is working is part of how we evolve as humanity. As social entrepreneurs ourselves, we have both done this twice over. We value it and we know it’s important. We recognize these are strategies for creating widespread impact and effecting positive change. Our intention here is not to dismiss or undermine the value of scaling up and out, but rather to encourage a broader and more holistic perspective that includes other dimensions of scale. There is a need to understand how the different scaling approaches can work together, rather than seeing them as hierarchical and disconnected. Our ultimate goal is to equip the change sector with a more inclusive, expansive, and powerful approach to tackling the myriad challenges we face, by exploring the potential of Scaling Deep as a transformational strategy for systems change.}, urldate = {2024-02-28}, institution = {The Systems Sanctuary}, author = {Fraser, Tatiana}, month = sep, year = {2023}, } @book{bacon_art_2012, address = {Sebastopol, CA}, title = {The {Art} of {Community}: {Building} the {New} {Age} of {Participation}}, isbn = {978-1-4493-1206-0}, shorttitle = {The {Art} of {Community}}, url = {http://artofcommunityonline.org/Art_of_Community_Second_Edition.pdf}, abstract = {Online communities provide a wide range of opportunities for supporting a cause, marketing a product or service, or building open source software. The Art of Community helps you recruit members, motivate them, and manage them as active participants. Author Jono Bacon offers experiences and observations from his 14-year effort to build and manage communities, including his current position as manager for Ubuntu.Discover how your community can become a reliable support network, a valuable source of new ideas, and a powerful marketing force. This expanded edition shows you how to keep community projects on track, make use of social media, and organize collaborative events. Interviews with 12 community management leaders, including Linus Torvalds, Tim O’Reilly, and Mike Shinoda, provide useful insights.Develop specific objectives and goals for building your communityBuild processes to help contributors perform tasks, work together, and share successesProvide tools and infrastructure that enable members to work quicklyCreate buzz around your community to get more people involvedHarness social media to broadcast information, collaborate, and get feedbackUse several techniques to track progress on community goalsIdentify and manage conflict, such as dealing with divisive personalities}, language = {English}, urldate = {2018-12-19}, publisher = {O'Reilly Media}, author = {Bacon, Jono}, month = jun, year = {2012}, } @book{shore_art_2007, address = {Sebastopol, CA}, title = {The {Art} of {Agile} {Development}}, isbn = {978-0-596-52767-9}, url = {http://www.jamesshore.com/Agile-Book/}, abstract = {The Art of Agile Development contains practical guidance for anyone considering or applying agile development for building valuable software. Plenty of books describe what agile development is or why it helps software projects succeed, but very few combine information for developers, managers, testers, and customers into a single package that they can apply directly. This book provides no-nonsense advice on agile planning, development, delivery, and management taken from the authors' many years of experience with Extreme Programming (XP). You get a gestalt view of the agile development process, including comprehensive guidance for non-technical readers and hands-on technical practices for developers and testers. The Art of Agile Development gives you clear answers to questions such as: How can we adopt agile development? Do we really need to pair program? What metrics should we report? What if I can't get my customer to participate? How much documentation should we write? When do we design and architect? As a non-developer, how should I work with my agile team? Where is my product roadmap? How does QA fit in? The book teaches you how to adopt XP practices, describes each practice in detail, then discusses principles that will allow you to modify XP and create your own agile method. In particular, this book tackles the difficult aspects of agile development: the need for cooperation and trust among team members. Whether you're currently part of an agile team, working with an agile team, or interested in agile development, this book provides the practical tips you need to start practicing agile development. As your experience grows, the book will grow with you, providing exercises and information that will teach you first to understand the rules of agile development, break them, and ultimately abandon rules altogether as you master the art of agile development."Jim Shore and Shane Warden expertly explain the practices and benefits of Extreme Programming. They offer advice from their real-world experiences in leading teams. They answer questions about the practices and show contraindications - ways that a practice may be mis-applied. They offer alternatives you can try if there are impediments to applying a practice, such as the lack of an on-site customer.--Ken Pugh, Author of Jolt Award Winner, Prefactoring "I will leave a copy of this book with every team I visit."--Brian Marick, Exampler Consulting}, language = {English}, publisher = {O'Reilly Media}, author = {Shore, James and Warden, Shane}, month = nov, year = {2007}, keywords = {IMPORTANT}, } @techreport{aston_art_2022, address = {Brighton}, title = {The {Art} and {Craft} of {Bricolage} in {Evaluation}}, copyright = {This paper is published under a CC BY‑NC licence. This is an Open Access paper distributed under the terms of the Creative Commons Attribution Non Commercial 4.0 International licence (CC BY-NC), which permits use, distribution and reproduction in any medium, provided the original authors and source are credited, any modifications or adaptations are indicated, and the work is not used for commercial purposes.}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17709}, abstract = {This CDI Practice Paper by Tom Aston and Marina Apgar makes the case for ‘bricolage’ in complexity-aware and qualitative evaluation methods. It provides a framework based on a review of 33 methods to support evaluators to be more intentional about bricolage and to combine the component parts of relevant methods more effectively. It discusses two cases from practice to illustrate the value added of taking a more intentional approach. It further argues that navigating different forms of power is a critical skill for bricolage, and that doing so can help to ensure rigour.}, language = {en}, number = {24}, urldate = {2023-01-10}, institution = {Institute for Development Studies}, author = {Aston, Thomas and Apgar, Marina}, month = oct, year = {2022}, note = {Accepted: 2022-10-14T10:56:39Z Publisher: Institute of Development Studies}, } @article{madianou_appearance_2016, title = {The {Appearance} of {Accountability}: {Communication} {Technologies} and {Power} {Asymmetries} in {Humanitarian} {Aid} and {Disaster} {Recovery}}, volume = {66}, issn = {1460-2466}, shorttitle = {The {Appearance} of {Accountability}}, url = {http://onlinelibrary.wiley.com/doi/10.1111/jcom.12258/abstract}, doi = {10.1111/jcom.12258}, abstract = {New communication technologies are celebrated for their potential to improve the accountability of humanitarian agencies. The response to Typhoon Haiyan in 2013 represents the most systematic implementation of “accountability to affected people” initiatives. Drawing on a year-long ethnography of the Haiyan recovery and 139 interviews with humanitarian workers and affected people, the article reveals a narrow interpretation of accountability as feedback that is increasingly captured through mobile phones. We observe that the digitized collection of feedback is not fed back to disaster-affected communities, but is directed to donors as evidence of “impact.” Rather than improving accountability to affected people, digitized feedback mechanisms sustained humanitarianism's power asymmetries.}, language = {en}, number = {6}, urldate = {2017-05-04}, journal = {Journal of Communication}, author = {Madianou, Mirca and Ong, Jonathan Corpus and Longboan, Liezel and Cornelio, Jayeel S.}, month = dec, year = {2016}, keywords = {Accountability, Audit, Communication for Development, Disasters, Ethnography, ICT4D, Mobile phones, Participatory Communication, SMS, Texting, humanitarianism}, pages = {960--981}, } @misc{bours_answer_2015, title = {The {Answer} is 42. {On} {Data}, {Information} and {Knowledge}}, url = {https://www.climate-eval.org/blog/answer-42-data-information-and-knowledge}, abstract = {A recent discussion with some colleagues on the differences between data, knowledge and information made me realize that there still is a lot of confusion when it comes to the use of terms; confusion that goes well beyond my earlier blog post on indicators, measures and metrics.}, language = {en}, urldate = {2019-06-20}, journal = {Earth-Eval}, author = {Bours, Dennis}, month = may, year = {2015}, } @techreport{mendizabal_alignment_2010, address = {London}, title = {The {Alignment}, {Interest} and {Influence} {Matrix} ({AIIM}) guidance note}, url = {https://www.odi.org/publications/5288-alignment-interest-and-influence-matrix-aiim-guidance-note}, abstract = {In 2007, on the eve of a workshop to introduce a new version of the RAPID approach to DFID policy teams, Enrique Mendizabal and Ben Ramalingam created the Alignment, Interest and Influence Matrix (AIIM), a stakeholder analysis tool that not only helps to identify key stakeholders, but also suggests a possible course of action towards them.}, language = {en}, urldate = {2019-04-07}, institution = {ODI/RAPID}, author = {Mendizabal, Enrique}, month = nov, year = {2010}, } @book{wallace_aid_2007, address = {Rugby}, title = {The {Aid} {Chain}: {Coercion} and {Commitment} in {Development} {NGOs}}, isbn = {978-1-85339-626-7}, shorttitle = {The {Aid} {Chain}}, abstract = {Significant proportions of aid already flow through the non-governmental sector, but questions are increasingly being asked about the role of NGOs and whether they can deliver on their ambitious claims. This study examines conditionality and mutual commitment between international aid donors and recipient NGOs, North and South. Fieldwork and case study material from Uganda and South Africa are used to support the authors’ contention that the fast changing aid sector has--in the context of a dynamic policy environment--encouraged the mainstreaming of a managerial approach that does not admit of any analysis of power relations or cultural diversity. This increasing--essentially technical-- definition of the roles of NGOs has worked to limit the extent of the very development that the organizations were initially established to promote.}, language = {English}, publisher = {Practical Action}, author = {Wallace, Tina and Bornstein, Lisa and Chapman, Jennifer}, month = sep, year = {2007}, } @techreport{coffman_advocacy_2015, address = {Washington D.C.}, title = {The {Advocacy} {Strategy} {Framework}. {A} tool for articulating an advocacy theory of change}, url = {http://www.evaluationinnovation.org/sites/default/files/Adocacy%20Strategy%20Framework.pdf}, urldate = {2016-11-12}, institution = {Center for Evaluation Innovation}, author = {Coffman, Julia and Beer, Tanya}, month = mar, year = {2015}, } @techreport{kumpf_adoption_2023, address = {Paris}, title = {The adoption of innovation in international development organisations: lessons for development co-operation}, url = {https://doi.org/10.1787/21f63c69-en}, abstract = {Addressing 21st century development challenges requires investments in innovation, including the use of new approaches and technologies. Currently, many development organisations prioritise investments in isolated innovation pilots that leverage a specific approach or technology rather than pursuing a strategic approach to expand the organisation’s toolbox with innovations that have proven their comparative advantage over what is currently used. This Working Paper addresses this challenge of adopting innovations. How can development organisations institutionalise a new way of working, bringing what was once novel to the core of how business is done? Analysing successful adoption efforts across five DAC agencies, the paper lays out a proposed process for the adoption of innovations. The paper features five case-studies and concludes with a set of lessons and recommendations for policy makers on innovation management generally, and adoption of innovation in particular.}, language = {en}, number = {112}, urldate = {2023-09-14}, institution = {OECD Publishing}, author = {Kumpf, Benjamin and Jhunjhunwala, Parnika}, month = may, year = {2023}, } @incollection{allan_adaptive_2009, address = {Dordrecht}, title = {The {Adaptive} {Management} {System} for the {Tasmanian} {Wilderness} {World} {Heritage} {Area} — {Linking} {Management} {Planning} with {Effectiveness} {Evaluation}}, isbn = {978-90-481-2710-8 978-1-4020-9632-7}, url = {http://link.springer.com/10.1007/978-1-4020-9632-7_13}, abstract = {This paper provides a 30 year retrospective on the development of the adaptive management system for the Tasmanian Wilderness World Heritage Area (Australia). It describes the historical background, key influences and stages that paved the way to establishment of adaptive management. It outlines how effectiveness monitoring, evaluation and reporting are integrated with the management plan for the Area to establish an ongoing adaptive management cycle. The chapter presents figures and tools for adaptive management, including 5 useful questions for guiding the integration of effectiveness monitoring, evaluation and reporting into management plans and programs. Strengths and weaknesses of the adaptive management system are discussed. Key lessons and insights distilled from this experience are offered, including the importance of planned monitoring of management effectiveness; the role of stakeholder assessments; and the factors that can assist in sustaining longterm strategic programs despite ongoing institutional change. The chapter concludes with suggestions for fostering an enabling environment for adaptive management.}, language = {en}, urldate = {2019-02-25}, booktitle = {Adaptive {Environmental} {Management}}, publisher = {Springer Netherlands}, author = {Jones, Glenys}, editor = {Allan, Catherine and Stankey, George H.}, year = {2009}, doi = {10.1007/978-1-4020-9632-7_13}, keywords = {Adaptive Management, Management Intent, Reserve Management, World Heritage}, pages = {227--258}, } @article{koleros_actor-based_2020, title = {The {Actor}-{Based} {Change} {Framework}: {A} {Pragmatic} {Approach} to {Developing} {Program} {Theory} for {Interventions} in {Complex} {Systems}}, volume = {41}, issn = {1098-2140, 1557-0878}, shorttitle = {The {Actor}-{Based} {Change} {Framework}}, url = {http://journals.sagepub.com/doi/10.1177/1098214018786462}, doi = {10.1177/1098214018786462}, abstract = {Despite a wide body of literature on the importance of program theory and the need to tackle complexity to improve international development programming, the use of program theory to underpin interventions aimed at facilitating change in complex systems remains a challenge for many program practitioners. The actor-based change framework offers a pragmatic approach to address these challenges, integrating concepts and frameworks drawn from complexity science and behavioral change literature to develop robust program theory for complex interventions. This article presents the conceptual framework for the approach and describes how it has been applied in practice on an evaluation of a security and justice program in Nepal. It concludes with a discussion of the strengths and weaknesses of the approach in practice and how it can be applied more widely to improve program theory for interventions in complex systems.}, language = {en}, number = {1}, urldate = {2021-05-06}, journal = {American Journal of Evaluation}, author = {Koleros, Andrew and Mulkerne, Sean and Oldenbeuving, Mark and Stein, Danielle}, month = mar, year = {2020}, pages = {34--53}, } @techreport{usaid_5_2016, type = {Technical {Note}}, title = {The 5 {Rs} {Framework} in the program cycle}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/5rs_techncial_note_ver_2_1_final.pdf}, abstract = {USAID’s Program Cycle Operational Policy (ADS 201) provides guidance to missions and other operating units on how to implement the Program Cycle. A key principle of the Program Cycle is to “Promote Sustainability through Local Ownership.” The purpose of this Technical Note is to describe the “5Rs Framework”, a practical methodology for supporting sustainability and local ownership in projects and activities through ongoing attention to local actors and local systems. This Note is rooted in USAID’s 2014 Local Systems Framework paper, which establishes that achieving sustained improvement in development results depends on the contributions of multiple and interconnected local actors. That document also states that USAID needs to improve its systems practice if it is to engage local actors and strengthen local systems more effectively and thus realize sustained results more consistently. The 5Rs Framework, also introduced in the Local Systems Framework, is intended as a simple and practical tool to promote good systems practice. The 5Rs Framework highlights five key dimensions of systems: Results, Roles, Relationships, Rules and Resources. Collectively these 5Rs can serve as a lens for assessing local systems and a guide for identifying and monitoring interventions designed to strengthen them. This Technical Note is divided in two parts. The first part provides an introduction to the 5Rs Framework and the systems practice from which it emerges. The second part demonstrates how systems practice can be embedded in the Program Cycle by continuously applying the 5Rs, especially to the design, implementation, and monitoring of USAID projects and their accompanying activities.}, number = {Version 2.1}, urldate = {2018-03-09}, author = {{USAID}}, month = oct, year = {2016}, pages = {20}, } @book{dced_2017_2017, title = {The 2017 {Reader} on {Results} {Measurement}. {An} introduction to the {DCED} {Standard}}, url = {https://www.enterprise-development.org/wp-content/uploads/DCED_Reader_RM.pdf}, urldate = {2017-09-26}, publisher = {DCED}, author = {DCED}, month = sep, year = {2017}, } @techreport{scrum_alliance_2015_2015, title = {The 2015 {State} of {Scrum} {Report}: {How} the world is applying the most popular {Agile} approach to projects}, url = {https://www.scrumalliance.org/scrum/media/scrumalliancemedia/files%20and%20pdfs/state%20of%20scrum/scrum-alliance-state-of-scrum-2015.pdf}, urldate = {2016-08-10}, institution = {Scrum Alliance}, author = {Scrum Alliance}, year = {2015}, } @techreport{ibp_thats_2017, address = {Washington DC}, title = {"{That}'s how the light gets in": {Making} {Change} in {Closing} {Political} {Environments}}, url = {http://www.internationalbudget.org/publications/making-change-in-closing-political-environments}, abstract = {This collection of learning and reflection essays from the International Budget Partnership's 2016 Annual Report illustrate the multidimensional nature of budget work and democratic engagement. Read more.}, urldate = {2017-05-19}, institution = {International Budget Partnership}, author = {IBP}, month = apr, year = {2017}, } @techreport{welle_testing_2015, title = {Testing the {Waters}: {A} {Qualitative} {Comparative} {Analysis} of the {Factors} {Affecting} {Success} in {Rendering} {Water} {Services} {Sustainable} {Based} on {ICT} {Reporting}}, shorttitle = {Testing the {Waters}}, url = {http://itad.com/reports/testing-the-waters-a-qualitative-comparative-analysis-of-the-factors-affecting-success-in-rendering-water-services-sustainable-based-on-ict-reporting/}, abstract = {This research conducted by WaterAid, Itad and IRC aims to understand the factors that facilitate and inhibit the success of ICT-based reporting to improve rural water supply sustainability.}, urldate = {2016-05-12}, institution = {MAVC}, author = {Welle, Katharina and Williams, Jennifer and Pearce, Joseph and Befani, Barbara}, year = {2015}, } @article{wilson_test_2016, title = {Test {It} and {They} {Might} {Come}: {Improving} the {Uptake} of {Digital} {Tools} in {Transparency} and {Accountability} {Initiatives}}, volume = {41}, issn = {02655012}, shorttitle = {Test {It} and {They} {Might} {Come}}, url = {http://bulletin.ids.ac.uk/idsbo/article/view/40}, doi = {10.19088/1968-2016.110}, number = {1}, urldate = {2016-07-14}, journal = {IDS Bulletin}, author = {Wilson, Christopher and de Lanerolle, Indra}, month = jan, year = {2016}, keywords = {IMPORTANT}, pages = {113--126}, } @techreport{smith_ten_2012, title = {Ten years of {Outcome} {Mapping} adaptations and support}, url = {https://www.outcomemapping.ca/resource/ten-years-of-outcome-mapping-adaptations-and-support}, abstract = {An analysis of how and where Outcome Mapping has been applied, how users have experienced OM and the support options available and required for its use. This research was commissioned by the OMLC Stewards.}, urldate = {2018-09-22}, institution = {Outcome Mapping Learning Community}, author = {Smith, Richard and Mauremootoo, John and Rassmann, Kornelia}, year = {2012}, } @techreport{ramalingam_ten_2016, address = {Brighton}, title = {Ten {Frontier} {Technologies} for {International} {Development}}, copyright = {http://www.ids.ac.uk/files/dmfile/IDSOpenDocsStandardTermsOfUse.pdf}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/12637}, abstract = {As new technologies and digital business models reshape economies and disrupt incumbencies, interest has surged in the potential of novel frontier technologies to also contribute to positive changes in international development and humanitarian contexts. Widespread adoption of new technologies is acknowledged as centrally important to achieving the United Nations Sustainable Development Goals by 2030. But while frontier technologies can rapidly address large-scale economic, social or political challenges, they can also involve the displacement of existing technologies and carry considerable uncertainty and risk. Although there have been significant wins bringing the benefits of new technologies to poor consumers through examples such as mobile money or off-grid solar energy, there are many other areas where the applications may not yet have been developed into viable market solutions, or where opportunities have not yet been taken up in development practice.}, language = {en}, urldate = {2016-11-07}, institution = {IDS}, author = {Ramalingam, Ben and Hernandez, Kevin and Prieto Martin, Pedro and Faith, Becky}, month = nov, year = {2016}, } @misc{methods_lab_template_2015, title = {Template concept note for an impact evaluation}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/10040.pdf}, urldate = {2018-11-10}, author = {{Methods Lab}}, month = nov, year = {2015}, } @incollection{heller_technology_2015, title = {Technology for {Democracy} in {Development}: {Lessons} from {Seven} {Case} {Studies}}, isbn = {978-1-4648-0501-1}, shorttitle = {Technology for {Democracy} in {Development}}, url = {http://elibrary.worldbank.org/doi/10.1596/978-1-4648-0501-1_ch11}, language = {en}, urldate = {2016-05-03}, booktitle = {Deliberation and {Development}: {Rethinking} the {Role} of {Voice} and {Collective} {Action} in {Unequal} {Societies}}, publisher = {The World Bank}, author = {Fung, Archon and Gilman, Hollie Russon and Shkabatur, Jennifer}, editor = {Heller, Patrick and Rao, Vijayendra}, month = jul, year = {2015}, pages = {229--236}, } @article{williams_technical_2016, title = {Technical challenges in the application of adaptive management}, volume = {195}, issn = {0006-3207}, url = {http://www.sciencedirect.com/science/article/pii/S0006320716300143}, doi = {10.1016/j.biocon.2016.01.012}, abstract = {Adaptive management is an approach for simultaneously managing and learning about natural resources, by acknowledging uncertainty and seeking to reduce it through the process of management itself. Adaptive decision making can be applied to pressing issues in conservation biology such as species reintroduction, disease and invasive species control, and habitat restoration, as well as to management of natural resources in general. After briefly outlining a framework and process for adaptive management, we focus on an overview of the key technical issues related to problem framing and the ability of resource managers to learn from their experience. These technical issues include the treatment of uncertainty and its propagation over time; nonstationarity in long-term environmental trends; the applicability of adaptive management across scales; requirements for models and management alternatives that promote learning; the value of the information produced with adaptive management; the challenge to management of uncertainty and surprise; and institutional (social) learning. To accommodate these and other challenges that are now coming into focus, the learning-based approach of adaptive management will need to be adjusted and expanded in the future.}, urldate = {2019-02-25}, journal = {Biological Conservation}, author = {Williams, Byron K. and Brown, Eleanor D.}, month = mar, year = {2016}, keywords = {Adaptive Management, Learning, Nonstationarity, Resilience, Uncertainty, Value of information}, pages = {255--263}, } @article{nastase_technical_2021, title = {Technical assistance: a practical account of the challenges in design and implementation}, volume = {4}, issn = {2572-4754}, shorttitle = {Technical assistance}, url = {https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8920999/}, doi = {10.12688/gatesopenres.13205.2}, abstract = {Technical assistance is provided to country governments as part of international development programmes to support policymaking or strengthen state capability. This article presents the conceptual evolution of ‘technical assistance’ linked to capacity development, starting with programmes aiming exclusively to enhance individual capacity in the 1950s to 1970s and progressing to complex systems approaches in the past ten years. It also presents some of the frequent challenges in designing and implementing technical assistance, drawing from the existing literature and the authors’ experience in international development. The article summarises the latest thinking about delivering more effective development, including the adaptive management practices and the initiatives to strengthen evidence about what works. Finally, we complement this article with a follow-up open letter reflecting on the current policy options and opportunities for change.}, urldate = {2023-10-20}, journal = {Gates Open Research}, author = {Nastase, Alexandra and Rajan, Alok and French, Ben and Bhattacharya, Debarshi}, month = nov, year = {2021}, pmid = {35299599}, pmcid = {PMC8920999}, pages = {177}, } @misc{khan_teams_2017, title = {Teams that {Do} {Development} {Differently}}, url = {http://www.globalpolicyjournal.com/blog/22/05/2017/teams-do-development-differently}, urldate = {2017-05-22}, journal = {Global Policy Journal}, author = {Khan, Jehanzeb and Fisher, Annette}, month = may, year = {2017}, } @book{edmondson_teaming_2012, address = {San Francisco, CA}, title = {Teaming: how organizations learn, innovate, and compete in the knowledge economy}, isbn = {978-1-118-21676-7 978-1-118-21674-3 978-1-118-21677-4}, shorttitle = {Teaming}, abstract = {New breakthrough thinking in organizational learning, leadership, and change Continuous improvement, understanding complex systems, and promoting innovation are all part of the landscape of learning challenges today's companies face. Amy Edmondson shows that organizations thrive, or fail to thrive, based on how well the small groups within those organizations work. In most organizations, the work that produces value for customers is carried out by teams, and increasingly, by flexible team-like entities. The pace of change and the fluidity of most work structures means that it's not really about creating effective teams anymore, but instead about leading effective teaming. Teaming shows that organizations learn when the flexible, fluid collaborations they encompass are able to learn. The problem is teams, and other dynamic groups, don't learn naturally. Edmondson outlines the factors that prevent them from doing so, such as interpersonal fear, irrational beliefs about failure, groupthink, problematic power dynamics, and information hoarding. With Teaming, leaders can shape these factors by encouraging reflection, creating psychological safety, and overcoming defensive interpersonal dynamics that inhibit the sharing of ideas. Further, they can use practical management strategies to help organizations realize the benefits inherent in both success and failure. Presents a clear explanation of practical management concepts for increasing learning capability for business results Introduces a framework that clarifies how learning processes must be altered for different kinds of work Explains how Collaborative Learning works, and gives tips for how to do it well Includes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, among others Based on years of research, this book shows how leaders can make organizational learning happen by building teams that learn.}, publisher = {Jossey-Bass}, author = {Edmondson, Amy C.}, year = {2012}, } @book{mcchrystal_team_2015, address = {London}, title = {Team of {Teams}: {New} {Rules} of {Engagement} for a {Complex} {World}}, isbn = {978-0-241-25083-9}, shorttitle = {Team of {Teams}}, abstract = {As commander of Joint Special Operations Command (JSOC), General Stanley McChrystal discarded a century of management wisdom and pivoted from a pursuit of mechanical efficiency to organic adaptability. In this book, he shows how any organization can make the same transition to act like a team of teams - where small groups combine the freedom to experiment with a relentless drive to share their experience.Drawing on a wealth of evidence from his military career and sources as diverse as hospital emergency rooms and NASA's space program, McChrystal frames the existential challenge facing today's organizations, and presents a compelling, effective solution.}, language = {English}, publisher = {Portfolio Penguin}, author = {McChrystal, General Stanley and Silverman, David and Collins, Tantum and Fussell, Chris}, month = nov, year = {2015}, } @misc{burgoyne_tale_2019, title = {Tale of the converted: how complex social problems have made me question the use of data in driving impact}, shorttitle = {Tale of the converted}, url = {https://blogs.lse.ac.uk/impactofsocialsciences/2019/09/23/tale-of-the-converted-how-complex-social-problems-have-made-me-question-the-use-of-data-in-driving-impact/}, abstract = {15 Shares In practice the way in which research impacts and influences policy and society is often thought to be a rational, ordered and linear process. Whilst this might represent a ‘common sense’ understanding of research impact, in this cross-post John Burgoyne reflects on how upending the primacy of data and embracing complexity can lead to a more nuanced and effective understanding of research impact.}, language = {"en-US"}, urldate = {2021-07-30}, journal = {Impact of Social Sciences}, author = {Burgoyne, John}, month = sep, year = {2019}, } @article{miller_taking_2006, title = {Taking {Stock} of {Empowerment} {Evaluation}: {An} {Empirical} {Review}}, volume = {27}, issn = {1098-2140}, url = {https://pdfs.semanticscholar.org/236a/2854a6b1a611f835efc2b6fb59d9e773d2c1.pdf}, doi = {10.1177/109821400602700303}, abstract = {Empowerment evaluation entered the evaluation lexicon in 1993. Since that time, it has attracted many adherents, as well as vocal detractors. A prominent issue in the debates on empowerment evaluation concerns the extent to which empowerment evaluation can be readily distinguished from other approaches to evaluation that share with it an emphasis on participatory and collaborative processes, capacity development, and evaluation use. A second issue concerns the extent to which empowerment evaluation actually leads to empowered outcomes for those who have participated in the evaluation process and those who are the intended beneficiaries of the social programs that were the objects of evaluation. The authors systematically examined 47 case examples of empowerment evaluation published from 1994 through June 2005. The results suggest wide variation among practitioners in adherence to empowerment evaluation principles and weak emphasis on the attainment of empowered outcomes for program beneficiaries. Implications for theory and practice are discussed.}, number = {3}, urldate = {2018-10-18}, journal = {American Journal of Evaluation}, author = {Miller, Robin Lin and Campbell, Rebecca}, month = sep, year = {2006}, pages = {296--319}, } @techreport{fox_taking_2016, address = {Brighton}, title = {Taking scale into account in transparency and accountability initiatives}, copyright = {This work is distributed under the terms of the Creative Commons Attribution 4.0 International licence, which permits unrestricted use, distribution and reproduction in any medium, provided the original authors and source are credited. http://creativecommons.org/licenses/by/4.0/legalcode}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/12684}, abstract = {We know that gaining access to information and raising citizen voices are not the same as achieving accountability. It is important to look beyond the symptoms of accountability failure, and consider how to tackle the causes. This short research summary discusses different understandings of scale, one important aspect of making transparency and accountability initiatives more strategic. Scale shapes both the causes of accountability failure and the tactics and strategies needed to address it.}, language = {en}, urldate = {2017-01-04}, institution = {IDS}, author = {Fox, Jonathan}, month = dec, year = {2016}, } @book{jones_taking_2011, address = {London}, title = {Taking responsibility for complexity: how implementation can achieve results in the face of complex problems}, isbn = {978-1-907288-39-5}, shorttitle = {Taking responsibility for complexity}, url = {http://www.odi.org.uk/resources/download/5275.pdf}, language = {en}, urldate = {2019-03-12}, publisher = {ODI}, author = {Jones, Harry}, year = {2011}, note = {OCLC: 837825712}, } @techreport{cooley_taking_2014, address = {Washington DC}, title = {Taking {Innovations} to {Scale}: {Methods}, {Applications} and {Lessons}}, abstract = {The international development community increasingly recognizes the need to go beyond fragmented, one-of projects. In response, there is now much talk and some action on scaling up successful innovations and pilot projects with an explicit goal of achieving sustainable impact at scale. However, many questions remain about the practical implications of pursuing a systematic scaling up approach and about how the approaches being pursued by diferent institutions and practitioners relate to each other.}, language = {en}, institution = {R4D}, author = {Cooley, Larry and Linn, Johannes F.}, month = sep, year = {2014}, pages = {24}, } @book{stroh_systems_2015, address = {White River Junction}, title = {Systems {Thinking} {For} {Social} {Change}: {A} {Practical} {Guide} to {Solving} {Complex} {Problems}, {Avoiding} {Unintended} {Consequences}, and {Achieving} {Lasting} {Results}}, isbn = {978-1-60358-580-4}, shorttitle = {Systems {Thinking} {For} {Social} {Change}}, abstract = {Donors, leaders of nonprofits, and public policy makers usually have the best of intentions to serve society and improve social conditions. But often their solutions fall far short of what they want to accomplish and what is truly needed. Moreover, the answers they propose and fund often produce the opposite of what they want over time. We end up with temporary shelters that increase homelessness, drug busts that increase drug-related crime, or food aid that increases starvation. How do these unintended consequences come about and how can we avoid them? By applying conventional thinking to complex social problems, we often perpetuate the very problems we try so hard to solve, but it is possible to think differently, and get different results. Systems Thinking for Social Change enables readers to contribute more effectively to society by helping them understand what systems thinking is and why it is so important in their work. It also gives concrete guidance on how to incorporate systems thinking in problem solving, decision making, and strategic planning without becoming a technical expert. Systems thinking leader David Stroh walks readers through techniques he has used to help people improve their efforts to end homelessness, improve public health, strengthen education, design a system for early childhood development, protect child welfare, develop rural economies, facilitate the reentry of formerly incarcerated people into society, resolve identity-based conflicts, and more.  The result is a highly readable, effective guide to understanding systems and using that knowledge to get the results you want.}, language = {English}, publisher = {Chelsea Green Publishing}, author = {Stroh, David Peter}, month = oct, year = {2015}, } @book{edson_systems_2008, title = {Systems {Thinking}. {Applied}. {A} primer}, volume = {1.1}, url = {http://www.anser.org/docs/systems_thinking_applied.pdf}, urldate = {2018-03-09}, publisher = {ASysT Institute}, author = {Edson, Robert}, month = oct, year = {2008}, } @techreport{woodhill_systems_2022, address = {Brighton}, title = {Systems {Thinking} and {Practice}: {A} {Guide} to {Concepts}, {Principles} and {Tools} for {FCDO} and {Partners}}, copyright = {https://www.nationalarchives.gov.uk/doc/open-government-licence/version/3/}, shorttitle = {Systems {Thinking} and {Practice}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17862}, abstract = {This guide is a basic reference on systems thinking and practice tailored to the context and needs of the UK Government’s Foreign, Commonwealth \& Development Office (FCDO). It is an output of the FCDO Knowledge for Development Programme (K4D), which facilitated a Learning Journey on Systems Thinking and Practice with FCDO staff during 2021 and 2022. The guide offers a common language and shared framing of systems thinking for FCDO and its partners. It explores what this implies for working practices, business processes and leadership. It also offers links to additional resources and tools on systems thinking. We hope it can support systems thinking to become more commonplace within the culture and practices of FCDO and working relations with partner organisations.}, language = {en}, urldate = {2023-02-08}, institution = {Institute of Development Studies}, author = {Woodhill, Jim and Millican, Juliet}, month = feb, year = {2022}, note = {Accepted: 2023-02-03T15:47:58Z Publisher: Institute of Development Studies}, } @article{bowman_systems_2015, title = {Systems {Thinking}: {An} introduction for {Oxfam} programme staff}, shorttitle = {Systems {Thinking}}, url = {http://policy-practice.oxfam.org.uk/publications/systems-thinking-an-introduction-for-oxfam-programme-staff-579896}, abstract = {Development organizations frequently face and overcome challenges in programme delivery. But what happens when the proposed solutions fail? How can organizations adapt to changing conditions and ensure the benefits of programmes are shared as widely as possible?}, urldate = {2016-03-24}, journal = {Policy \& Practice}, author = {Bowman, Kimberly and Chettleborough, John and Jeans, Helen and Whitehead, James and Rowlands, Jo}, month = oct, year = {2015}, } @techreport{omidyar_group_systems_2017, address = {Washington, DC}, type = {Workbook}, title = {Systems {Practice}}, url = {https://docs.kumu.io/content/Workbook-012617.pdf}, urldate = {2017-04-18}, institution = {The Omidyar Group}, author = {Omidyar Group}, month = jan, year = {2017}, } @techreport{mulgan_systems_2013, address = {London}, title = {Systems {Innovation} - {Discussion} {Paper}}, url = {https://media.nesta.org.uk/documents/systems_innovation_discussion_paper.pdf}, abstract = {Introduction Over the past few years there has been growing interest in systemic innovation. We are defining this as an interconnected set of innovations, where each influences the other, with innovation both in the parts of the system and in the ways in which they interconnect. Yet rather than simply theorising, we want to make this practical. We want to explore the potential of systemic innovation to help tackle some of the key challenges the UK currently faces, from supporting an ageing population to tackling unemployment. We would also like to open up the discussion, to engage with the wide and diverse range of experts already working this space to help sharpen up thinking about systemic innovation and influence practical work to advance it. About this paper The two essays contained within this paper are intended to contribute to this debate. The first paper by Geoff Mulgan addresses a number of questions about systemic – or ‘joined–up’ – innovation, asking what it means to truly transform a system, encompassing the means, methods, and actions needed to realise its potential. The second paper from Charlie Leadbeater argues that companies, governments, cities, and entire societies need to move from seeing innovation in products and services as a source of competitive advantage, to focussing on innovation with entire systems. Our next steps: helping make systemic innovation useful and useable This report is just the start. We want to work with academics, practitioners, policymakers, and others in the field, to help realise the great potential of connecting and joining up innovative products, services and processes so that the whole is more than the parts. Over the coming months we will be building upon the rich and diverse literature available (we have start collating this as an annex to this paper), as well as practitioner experience, to ensure we understand systems more rigorously, as well as the skills, capabilities, methods and means needed to help them change for the better.}, urldate = {2021-07-30}, institution = {NESTA}, author = {Mulgan, Geoff and Leadbeater, Charlie}, month = jan, year = {2013}, } @article{kramer_systems_2017, title = {Systems {Change} in a {Polarized} {Country}}, url = {https://ssir.org/articles/entry/systems_change_in_a_polarized_country}, abstract = {A growing number of US foundations are adopting practices based on systems change to achieve their goals in the current political environment.}, urldate = {2017-09-04}, journal = {Stanford Social Innovation Review}, author = {Kramer, Mark R.}, month = apr, year = {2017}, } @techreport{ellen_harries_systems_2015, address = {London}, title = {Systems change: {A} guide to what it is and how to do it}, url = {https://www.thinknpc.org/publications/thinking-big/}, abstract = {Systems change has been attracting the attention of those in the social sector who want to deal with the root causes of problems, but, despite the buzz, much of what is written is abstract in tone. With the support of LankellyChase Foundation we have produced this guide to plug a gap in the systems change literature—providing accessible material and recommendations for action. Systems change has been attracting the attention of a range of progressive charities, funders and practitioners who are interested in dealing with the root causes of social problems. But while there is a buzz about a subject relatively new to the social sector, it is easy to feel frustrated by the literature—much of what is written is abstract in tone and there are few examples of success. We have produced this paper to address this problem and offer accessible material and recommendations for action. This systems change guide: Clarifies what is meant by systems and systems change Describes the main perspectives on systems change Outlines good practice for systems change Identifies what is and is not agreed upon by experts in the field Provides recommendations for charities, funders and the public sector on how to act systemically. We hope this presents a manageable introduction to the systems change field, especially for those new to it, and also guides those interested in acting systemically to improve the lives of people in need. Our conclusion is that although it may not be as novel as some claim, there is a good deal of value in a systems change approach and it offers a welcome reminder of what effective action looks like when it comes to the pursuit of social change.}, urldate = {2018-08-16}, institution = {NPC}, author = {{Ellen Harries} and {Rachel Wharton} and {Rob Abercrombie}}, month = jun, year = {2015}, } @book{oecd_systems_2017, title = {Systems {Approaches} to {Public} {Sector} {Challenges}: {Working} with {Change}}, url = {http://dx.doi.org/10.1787/9789264279865-en}, publisher = {OECD}, author = {{OECD}}, month = aug, year = {2017}, } @incollection{metcalf_systemic_2014, address = {Tokyo}, title = {Systemic {Design} {Principles} for {Complex} {Social} {Systems}}, isbn = {978-4-431-54477-7 978-4-431-54478-4}, booktitle = {Social {Systems} and {Design}}, publisher = {Springer Japan}, author = {Jones, Peter H.}, editor = {Metcalf, Gary S.}, year = {2014}, keywords = {IMPORTANT}, pages = {91--128}, } @article{burns_systemic_2014, title = {Systemic action research: {Changing} system dynamics to support sustainable change}, volume = {12}, issn = {1476-7503, 1741-2617}, shorttitle = {Systemic action research}, url = {http://journals.sagepub.com/doi/10.1177/1476750313513910}, doi = {10.1177/1476750313513910}, abstract = {This article explores the characteristics of systemic action research. It looks at the conceptual underpinnings of systemic action research and explores some of the ways in which it differs from (builds on) other forms of action research. It then explores some of the issues and dilemmas faced by systemic action researchers.}, language = {en}, number = {1}, urldate = {2020-10-15}, journal = {Action Research}, author = {Burns, Danny}, month = mar, year = {2014}, pages = {3--18}, } @techreport{simpson_systemcraft_2020, address = {Nairobi}, title = {{SystemCraft} - a primer: {How} to {Tackle} our {Toughest} {Problems}}, url = {https://www.wasafirihub.com/wp-content/uploads/2020/10/Wasafiri-SystemCraft-2020-Small.pdf}, abstract = {Systemcraft is our applied framework to help leaders and organisations get started and keep going when faced with complex problems. It is built on our practical experience. It draws on a broad body of research, action and theory from the worlds of complexity thinking, systems theory, adaptive management, leadership development, social movements, development theory and beyond. Systemcraft has been designed to make systems thinking something any leader can apply when they find themselves faced with a complex problem and asking, ‘So what do I do next?’}, urldate = {2021-11-09}, institution = {Wasafiri}, author = {Simpson, Kate and Randall, Ian}, month = sep, year = {2020}, } @techreport{hallsworth_system_2011, address = {London}, title = {System {Stewardship}. {The} future of policy making?}, url = {https://www.instituteforgovernment.org.uk/publications/system-stewardship}, abstract = {This working paper looks at the future of policy making in a world of decentralisation and more complex problems. It argues that policy makers need to see themselves less as sitting on top of a delivery chain, but as stewards of systems with multiple actors and decision makers – whose choices will determine how policy is realised. We are keen to open up a debate on what this means.}, urldate = {2017-01-17}, institution = {Institute for Government}, author = {Hallsworth, Michael}, month = apr, year = {2011}, } @techreport{leadbeater_system_2021, address = {København K}, title = {System {Innovation} on {Purpose}}, url = {https://www.systeminnovation.org/article-the-patterns-of-possibility}, abstract = {In Building Better Systems, we introduced four keys to unlock system innovation: purpose and power, relationships and resource flows. These four keys make up a set. Systems are often hard to change because power, relationships, and resource flows are locked together in a reinforcing pattern to serve the system’s current purpose. Systems start to change fundamentally when this pattern is disrupted and opened up. Then a new configuration can emerge, serving a new purpose. In this essay series we delve deeper into these four keys and provide practical advice on how they can be put to use. This essay is about the role that purpose plays in orchestrating complex systems and how system innovators can create a new system around a new sense of purpose.}, language = {en-GB}, urldate = {2022-06-17}, institution = {The Rockwool Foundation}, author = {Leadbeater, Charles and Winhall, Jennie}, month = nov, year = {2021}, } @misc{si_network_system_2020, title = {System {Innovation} {Network}}, url = {https://www.systemsinnovation.network/}, abstract = {The Si Network is an online platform for building the developing of systems innovation - connecting people around the world to learn and apply the ideas and methods of systems innovation towards addressing complex challenges and building better systems that work for all. Not sure what systems innovation is? Systems innovation is a new approach to innovation that tries to tackle complex social and environmental challenges through the use of more holistic \& innovation driven approaches. It is a kind of innovation that aims to change the underlying structure of a system, thus potentially enabling a more transformational kind of change - systems change - rather than incremental "innovation as usual". What Do You Do? We are building an ecosystem of individuals and organizations co-learning and co-creating systems innovation across geographies and sectors. This ecosystem is enabled by our online platform which provides educational content, toolkits, organizes events and projects as well as provides various support services for organizations. Purpose Statement Our purpose is to build the world’s capacity for systems innovation - so as to better understand and address complex challenges and co-create a world where systems work for all. We envision a world where everyone thinks in systems and has an understanding of complex systems. From this understanding, we are able to design and develop regenerative systems that work for everyone. Our mission is to grow the field of systems innovation as a pathway to co-learn the ideas of systems thinking and apply them to co-creating new systems Who's Involved? We are a networked organization of some 17K+ members forming part of 20+ hubs in major cities around the world. Our community is broad and diverse in areas of work and interest from designers, innovators, and entrepreneurs, to researchers and management but they all share a common interest in learning and applying systems thinking ideas. The Si platform is developed and managed by a small core team based in London UK. We are registered as a business but operate as a social enterprise focused on our purpose of advancing the area of systems innovation in theory and practice. Core Value Creativity - We put creativity at the centre of what we do. Holding a space for curiosity, diversity of views, exploration and critical thinking as a pathway to transformative innovation. Openness - We strongly believe in openness in our ways of being, thinking and organizing as a sustainable pathway to creating an adaptive, scalable and dynamic community. Growth Mindset - We embrace challenges as opportunities for continuous personal and collective learning and development, with a never-ending potential to grow and start with a new beginning. Perseverance - When facing uncertainty and failure, perseverance is what is needed to maintain commitment and a resilient pathway aligned with our purpose. Care - Care is one of our core principles. We foster relationships based on honesty and empathy, striving to be present and conscious in what we do and taking responsibility for the effects of our actions.}, language = {en}, urldate = {2023-10-03}, journal = {Si Network}, author = {Si Network}, year = {2020}, } @book{chapman_system_2004, address = {London}, title = {System {Failure}: {Why} {Governments} {Must} {Learn} to {Think} {Differently}}, isbn = {978-1-84180-123-0}, shorttitle = {System {Failure}}, abstract = {The current model of public policy-making is no longer right for a government that has set itself the challenge of delivery. Improvements are driven by central policy initiatives which assume a direct relationship between action and outcome - but this is a false assumption. Public services are complex adaptive systems which are subject to the law of unintended consequences, so intervention can make problems worse. That is why the carrot-and-stick approach to reform which links increased funding to tougher performance targets will not succeed in the long run. Renowned systems thinker Jake Chapman describes how government's energetic attempts to force change from the centre are becoming counter-productive. The alternative is government based on continuous learning. This is increasingly important as the impact of communication technology and other accelerating social trends offers a moving target for public service reformers. Systems thinking offers a better model for change in complex organisations such as the health service or the railway network. Case studies provided by the NHS confederation show the unintended and often bizarre consequences of introducing new policies without considering their impact on the whole system. Since the original publication of Systems Failure in 2002, many of its core ideas have been taken on by government. In this second edition, Chapman reflects on the experience of putting systems thinking into practice in public services, and explains why the changes he suggests are more difficult - and more urgent - than expected.}, language = {English}, publisher = {Demos}, author = {Chapman, Jake}, year = {2004}, } @techreport{wellsch_system_2022, address = {Bangkok}, title = {System {Change}: {A} {Guidebook} for {Adopting} {Portfolio} {Approaches}}, shorttitle = {System {Change}}, url = {https://www.undp.org/publications/system-change-guidebook-adopting-portfolio-approaches}, abstract = {This guidebook codifies the principles and methods of applying systems change and portfolio approaches to complex development challenges with practical tools and examples. It is based on the empirical learning generated from the collaborative initiatives in UNDP Country Offices in Bhutan, Pakistan, the Philippines, and Viet Nam with support from Regional Innovation Centre for Asia and the Pacific.}, language = {en}, urldate = {2023-11-07}, institution = {UNDP}, author = {Wellsch, Brent}, month = mar, year = {2022}, } @techreport{feedback_labs_switchboard_2018, title = {Switchboard {Survey} {Analysis} ({Internal} {Document})}, institution = {LearnAdapt Programme}, author = {Feedback Labs}, year = {2018}, } @misc{noauthor_swiss_2018, title = {Swiss {Programme} for {Research} on {Global} {Issues} for {Development} (r4d programme) - {NFP} [{Nr}.]}, url = {http://www.r4d.ch/r4d-programme}, abstract = {Research and innovation are decisive factors for sustainable global development. With their knowledge, skills, experience and worldwide network of partners, researchers can make an important contribution towards the solution of global problems.}, language = {en}, urldate = {2019-03-01}, year = {2018}, } @misc{sdc_swiss_2016, title = {Swiss {Cooperation} {Strategy} {Pakistan}, 2017-2019}, url = {https://core.ac.uk/download/pdf/147103887.pdf}, urldate = {2019-03-06}, author = {SDC}, year = {2016}, } @incollection{meyer_sustainability_2014, title = {Sustainability and {Value} through {Improved} {Decision}-making}, url = {https://www.researchgate.net/publication/269522606_Sustainability_and_Value_through_Improved_Decision-making}, urldate = {2016-06-23}, booktitle = {Designing and implementing an {Information} and {Communication} {Technology} for {Rural} {Education} {Development} ({ICT4RED}) initiative in a resource-constrained environment: {Nciba} school district, {Eastern} {Cape}, {South} {Africa}}, publisher = {CSIR}, author = {Meyer, Isabel and Marais, Mario}, editor = {Herselman, M.E. and Botha, A.}, month = dec, year = {2014}, pages = {205--236}, } @article{flyvbjerg_survival_2009, title = {Survival of the unfittest: why the worst infrastructure gets built—and what we can do about it}, volume = {25}, issn = {0266-903X}, shorttitle = {Survival of the unfittest}, url = {https://academic.oup.com/oxrep/article-abstract/25/3/344/424009/Survival-of-the-unfittest-why-the-worst}, doi = {10.1093/oxrep/grp024}, number = {3}, urldate = {2017-06-15}, journal = {Oxford Review of Economic Policy}, author = {Flyvbjerg, Bent}, month = oct, year = {2009}, pages = {344--367}, } @techreport{feverbee_survey_2018, title = {Survey {Template} - {Help} decide the future of the [name] {Community} {Survey}}, url = {https://www.surveymonkey.co.uk/r/NX6P86Y}, urldate = {2018-10-10}, institution = {FeverBee}, author = {FeverBee}, year = {2018}, } @misc{matter_of_focus_supporting_2019, title = {Supporting users with the {OutNav} approash}, url = {https://www.outnav.net/view-live-report/g/nlzyexVgPgXqtvgKvfBf2wJvIjw5syiM#findings-pathway-406-stone-4583}, abstract = {This report has been generated in OutNav, using the theory-based approach to evaluation pioneered by Matter of Focus. Example of a report from the tool, explaining OutNav approach}, language = {en}, urldate = {2021-02-18}, author = {Matter of Focus}, year = {2019}, } @techreport{msi_supporting_2019, title = {Supporting the policy environment for economic development ({SPEED}+) - {Strategic} {Review} {Report}}, url = {https://pdf.usaid.gov/pdf_docs/PA00TZFX.pdf}, abstract = {Donor-funded policy reform has a long history in Mozambique, with United States Agency for International Development (USAID) efforts dating to the mid-1990s. Many laws and regulations adopted during the past quarter century are the consequence of these efforts. And yet, even with several years of robust economic growth, Mozambique has not experienced the broad economic transformation that policy reforms can trigger: per capita income in 2017 was \$519 and more than 80 percent of the country lived on less than two dollars per day. The country ranks 180 out of 189 on the Human Development Index and 135 out of 180 on the World Bank’s Doing Business Index. Supporting the Policy Environment for Economic Development (SPEED+), a \$37 million, four-year, USAID-funded program, represents the latest iteration of USAID’s policy reform efforts. SPEED+ began in August 2016 and is scheduled to run through August 2020. As the program passed the midway point, USAID commissioned Management Systems International (MSI) to conduct a strategic review (SR) of the SPEED+ program, with the objectives of advising on: • how to maximize the impact of SPEED+ during its final 18 months; • what type of follow-on program USAID should consider; and • what broader lessons can be drawn from SPEED+’s experience in Mozambique.}, urldate = {2020-10-15}, institution = {USAID}, author = {MSI}, month = jul, year = {2019}, } @techreport{wheatley_supporting_2002, title = {Supporting {Pioneering} {Leaders} as {Communities} of {Practice} - {How} to {Rapidly} {Develop} {New} {Leaders} in {Great} {Numbers}}, abstract = {Do you ever stand back and try to see the big picture, the view from 50,000 feet of what's going on in organizations, communities, the world? From up there, how would you describe these times? Is it a time of increasing economic and political instability, of growing divisiveness and fear, of failing systems and dying dreams? Is it a time of new possibilities, of great examples of hope, of positive human evolution, of transformation? Are we succeeding in solving major problems, are we creating more? Is it any of these things, is it all of these things? It's important to think about how we answer this question, because that answer affects our choice of actions. If we think that, generally, things are working, that at present we're going through a difficult but temporary downturn, then we don't question current systems or their operating assumptions. Instead, we work hard to revive and improve them. We support initiatives and programs focused on process improvements, developing present systems to work more effectively and more efficiently. If we believe that the old system cannot be repaired, if we expect to see only more system failures, then the work is not to fix. Instead, support needs to be given to radically different processes and methods, new systems based on new assumptions. The work becomes not process improvement but process revolution.}, language = {en}, institution = {The Berkana Institute}, author = {Wheatley, Margaret J}, year = {2002}, } @article{moses_supporting_2017, title = {Supporting local learning and adaptation: understanding the effectiveness of adaptive processes}, abstract = {This brief reviews the evidence from Learning to Make All Voices Count (L-MAVC), a programme funded by Making All Voices Count, and implemented in collaboration with Global Integrity. L-MAVC intended to support six Making All Voices Count grantees, working in five countries, in co-creating and applying a participatory, learning-centred, and adaptive approach to strengthening citizen engagement in governance processes in their contexts, including with respect to the Open Government Partnership (OGP).}, language = {en}, author = {Moses, Michael and Soal, Sue}, month = dec, year = {2017}, pages = {12}, } @techreport{ross_supporting_2015, address = {Oxford}, title = {Supporting {Learning}? {Exploring} the relationship between grantee learning and grantmaking practice in the transparency and accountability sector}, shorttitle = {Supporting learning}, url = {http://www.transparency-initiative.org/news/funding-learning-and-impact-how-do-grant-making-practices-help-and-hinder-real-grantee-learning}, abstract = {Learning is fundamental to work on transparency and accountability in complex environments. But how can funding practices best support learning?}, urldate = {2016-05-06}, institution = {INTRAC}, author = {Ross, Jenny}, month = apr, year = {2015}, } @techreport{edwards_supporting_2018, address = {Brighton}, title = {Supporting innovation and the use of technologies in accountability initiatives: lessons from {Making} {All} {Voices} {Count}}, copyright = {Attribution-NonCommercial-NoDerivs 2.0 UK: England \& Wales}, shorttitle = {Supporting innovation and the use of technologies in accountability initiatives}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/13451}, abstract = {Making All Voices Count was an international initative that harnessed the power of innovation and new technologies to support effective, accountable governance. Focusing on six countries in Africa and Asia, the programme was implemented by a consortium of implementing partners, and used funding from four donors to make grants to support new ideas that amplified the voices of citizens, and enabled governments to listen and respond. From the start, Making All Voices Count was also a learning programme. The objective of this learning was not only to bring about change during the programme’s life cycle, but also to leave a legacy that would help to ensure that future governance programmes and initiatives seeking to capitalise on the transformative potential of innovation and technology are more informed, inclusive and impactful. This programme learning report emerged from a wider process of analysing, discussing and synthesising the data and learning from the programme, which wove together evidence-based learning about technology for accountable governance initiatives with experiential learning on how best to support such work. The report highlights five of the lessons learned from Making All Voices Count about how – and how not – to run large, complex programmes that intend to support innovation in governance.}, language = {en}, urldate = {2018-03-23}, institution = {IDS}, author = {Edwards, Duncan and Hudson, Hannah and Anderson, Colin and McGee, Rosemary and Brock, Karen}, month = jan, year = {2018}, } @techreport{pasanen_supporting_2019, address = {London}, type = {Working {Paper}}, title = {Supporting adaptive management. {Monitoring} and evaluation tools and approaches}, abstract = {Key messages • This working paper introduces a set of monitoring and evaluation (M\&E) tools and approaches, discussing their potential usefulness in supporting adaptive management in development and humanitarian programmes. It emphasises adaptive programmes characterised by complex aspects, such as: (1) they are innovative; (2) they have uncertain pathways for change; or (3) they operate in uncertain or unstable environments. • The majority of these tools have been used in international development for many years. However, adaptive management brings additional challenges for monitoring and evaluating programmes, as they require intentional M\&E design from the start that is oriented towards both learning and accountability. • All of the tools and approaches introduced in this paper have potential to support learning and adaptation, although in various ways and at different stages of a programme. Some tools can support strategic planning and diagnosing throughout a programme – especially during design and inception – while others can help analyse causal relationships at specific points in a programme. It is important to tailor the approach used for its intended purpose. However, whether learning and adaptation happens depends also on factors other than the choice of M\&E methods. • For some of these approaches a considerable body of evidence already exists but, for many, more practical examples and systematic analysis is needed. In addition to building the evidence base concerned with which approaches are suitable for different types of adaptive programmes and why, it is also important to improve understanding of the enabling environmental conditions necessary for the tools and approaches outlined here to facilitate and strengthen evaluative thinking, evidence-informed decision-making and ongoing programme iteration.}, language = {en}, number = {569}, institution = {ODI}, author = {Pasanen, Tiina and Barnett, Inka}, month = dec, year = {2019}, } @techreport{nixon_supporting_2017, type = {Report}, title = {Supporting accountability in fragile settings: {A} review for the {Somalia} {Implementation} and {Analysis} in {Action} of {Accountability} {Programme}}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/11711.pdf}, urldate = {2018-11-10}, institution = {ODI}, author = {Nixon, Hamish and Buffardi, Anne and Wales, Joseph and Pasanen, Tiina}, month = aug, year = {2017}, pages = {40}, } @techreport{aked_supply_2021, address = {Brighton}, title = {Supply {Chains}, the {Informal} {Economy}, and the {Worst} {Forms} of {Child} {Labour}}, copyright = {This is an Open Access paper distributed under the terms of the Creative Commons Attribution 4.0 International licence (CC BY), which permits unrestricted use, distribution, and reproduction in any medium, provided the original authors and source are credited and any modifications or adaptations are indicated.}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/16755}, abstract = {As a cohort of people, ‘children in work’ have become critical to the everyday functioning of diverse supply chain systems. This Working Paper considers diverse commodity chains (leather, waste, recycling and sex) to explore the business realities that generate child labour in its worst forms. A review of the literature finds that occurrence of the worst forms of child labour (WFCL) in supply chain systems is contingent on the organising logics and strategies adopted by actors in both the formal and informal economies. Piecing together the available evidence, the paper hypothesises that a supply chain system is sensitive to the use of WFCL when downward pressure to take on business risk cannot be matched by the economic resilience to absorb that risk. Emergencies and persistent stressors may increase risk and reduce resilience, shifting norms and behaviour. There is a need for further work to learn from business owners and workers in the informal economy.}, language = {en}, number = {8}, urldate = {2023-10-12}, institution = {Institute of Development Studies}, author = {Aked, Jody}, month = jul, year = {2021}, note = {Accepted: 2021-07-26T11:16:44Z Publisher: Institute of Development Studies}, } @misc{cid_summer_2019, title = {Summer school on {Adaptive} {Management} - 2019}, url = {http://www.cid-bo.org/2019/Summer%20school%202019/Adaptive-management_2019.html}, abstract = {General description of the curriculum}, urldate = {2019-03-28}, author = {CID}, month = jun, year = {2019}, } @techreport{green_summer_2018, address = {Bologna}, title = {Summer {School} {Course} - {Adaptive} {Management} - {Working} {Effectively} in the {Complexity} of {International} {Development} (weekplan)}, url = {http://www.cid-bo.org/2018/Summer%20school/Adaptive-management_2018.html}, institution = {Oxfam}, author = {Green, Duncan and Guijt, Irene}, year = {2018}, } @techreport{environmental_incentives_summary_2015, address = {Washington DC}, title = {Summary of {Indicators} for {Combating} {Wildlife} {Trafficking}}, url = {https://pdf.usaid.gov/pdf_docs/PA00KJRB.pdf}, abstract = {USAID's Measuring Impact conducted a survey and analysis of existing wildlife crime indicators to inform the development of USAID indicators and build the evidence base for better alignment of the Agency’s monitoring efforts with best practices. This report summarizes the search strategy and main results of the survey.}, urldate = {2019-03-22}, institution = {USAID}, author = {Environmental Incentives and Foundations of Success and ICF International}, month = nov, year = {2015}, } @techreport{simister_summarising_2016, address = {Oxford}, title = {Summarising portfolio change: results frameworks at organisational level}, language = {en}, institution = {Intrac}, author = {Simister, Nigel}, month = jan, year = {2016}, pages = {22}, } @misc{better_evaluation_success_nodate, title = {Success {Case} {Method}}, url = {https://www.betterevaluation.org/en/plan/approach/success_case_method}, abstract = {The Success Case Method (SCM) involves identifying the most and least successful cases in a program and examining them in detail. This approach was developed by Robert Brinkerhoff to assess the impact of organizational interventions, such as training and coaching, though the use of SCM is not limited to this context. It is a useful approach to document stories of impact and to develop an understanding of the factors that enhance or impede impact. The Success Case Method deliberately looks at the most, and least, successful participants of a program. The purpose is not to examine the average performance - rather, by identifying and examining the extreme cases, it asks: 'When the program works, how well does it work? What is working, and what is not?'.}, urldate = {2018-10-22}, journal = {Better Evaluation}, author = {{Better Evaluation}}, } @techreport{heeks_success_2008, address = {Manchester}, title = {Success and {Failure} in {eGovernment} {Projects}}, url = {http://www.egov4dev.org/success/}, institution = {Institute for Development Policy and Management}, author = {Heeks, Richard}, year = {2008}, } @misc{agile_alliance_subway_2015, title = {Subway {Map} to {Agile} {Practices}}, url = {http://www.agilealliance.org/agile101/subway-map-to-agile-practices}, abstract = {AGILE 101}, urldate = {2019-06-10}, journal = {Agile Alliance}, author = {Agile Alliance}, year = {2015}, } @techreport{zwart_strengthening_2017, type = {{OECD} {Development} {Policy} {Papers}}, title = {Strengthening the results chain: {Synthesis} of case studies of results-based management by providers}, shorttitle = {Strengthening the results chain}, url = {https://www.oecd-ilibrary.org/development/strengthening-the-results-chain_544032a1-en}, abstract = {This paper presents an analysis of evidence from seven case studies of results-based management by development co-operation providers. Analysis of themes from the case studies reveal six interrelated challenges which providers face in their efforts to manage for the results of development co-operation. The six challenges are: linking results to development goals, ensuring the purpose of results systems is well-defined, weighing up the benefits of aggregating and attributing results from standard indicators, enabling country ownership, using performance information alongside results information, and building and embedding a results culture. Providers continue to adopt a range of approaches to pursue a focus on results and there are many examples of good practice. The case studies suggest that in a complex development landscape some providers are prioritising the use of aggregated results information for domestic accountability, communication, and performance management over their use for learning and policy direction. In this context, the paper argues that in agency-wide results frameworks development co-operation results are often detached (or de-contextualised) from development results and discusses the implications of this, including the use of standard indicators to measure aggregated outputs. The paper uses case study evidence to discuss and suggest practical ways providers can build and maintain a strong results focus which enables analysis, insights and learning, and has achievement of development outcomes as its objective.}, language = {en}, number = {7}, urldate = {2019-03-08}, institution = {OECD}, author = {Zwart, Rosie}, month = aug, year = {2017}, doi = {10.1787/544032a1-en}, } @techreport{ramalingam_strengthening_2015, address = {Brighton}, title = {Strengthening the {Humanitarian} {Innovation} {Ecosystem}}, url = {https://www.brighton.ac.uk/_pdf/research/centrim/humanitarian-innovation-ecosystem-research-project-final-report-with-recommendations.pdf}, urldate = {2021-04-28}, institution = {University of Brighton}, author = {Ramalingam, Ben and Rush, Howard and Bessant, John and Marshall, Nicholas and Gray, Bill and Hoffman, Kurt and Bayley, Simon and Warren, Kim}, year = {2015}, } @techreport{ramalingam_strengthening_2008, address = {London}, title = {Strengthening humanitarian networks: {Applying} the network functions approach}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/831.pdf}, abstract = {This note offers a simple, flexible and powerful methodology — the network functions approach (NFA) — that can be applied to analyse and strengthen humanitarian and development networks. Based on research undertaken at ODI and elsewhere, the NFA suggests there are six overlapping functions that different networks perform in varying combinations. Through reflection on a network’s current activities and how they relate to each of these functions, the NFA helps those facilitating, acting within or supporting networks to work towards an ‘ideal’ functional mix. The aim is for network strategies to be honed, thinking clarified, activities sharpened and ultimately, humanitarian performance improved.}, language = {en}, urldate = {2020-07-07}, institution = {ODI}, author = {Ramalingam, Ben and Mendizabal, Enrique and Schenkenberg van Mierop, Ed}, month = apr, year = {2008}, pages = {8}, } @article{haverkort_strengthening_1988, title = {Strengthening {Farmers}’ {Capacity} for {Technology} {Development}}, volume = {4}, url = {www.metafro.be/leisa/1988/4-3-3.pdf}, abstract = {First Reference to Participatory Technology Development}, number = {3}, journal = {ILEIA Newsletter}, author = {Haverkort, Bertus and Hiemstra, Wim and Reijntjes, Coen and Essers, Sander}, year = {1988}, pages = {3--7}, } @techreport{chemonics_strengthening_2018, title = {Strengthening {Advocacy} and {Civic} {Engagemetn} in {Nigeria}}, url = {https://pdf.usaid.gov/pdf_docs/PA00TPWG.pdf}, urldate = {2020-10-01}, institution = {Chemonics International}, author = {Chemonics}, year = {2018}, } @techreport{halloran_strengthening_2015, title = {Strengthening {Accountability} {Ecosystems}: a {Discussion} {Paper}}, url = {http://www.transparency-initiative.org/wp-content/uploads/2015/11/Learning-Agenda-for-Mobilizing-Accountability.pdf}, urldate = {2016-04-05}, institution = {Transparency \& Accountability Initiative}, author = {Halloran, Brendan}, month = sep, year = {2015}, } @misc{social_impact__inc_strengthen_2023, title = {Strengthen {Your} {Team}’s {CLA} {Practices}: {Introducing} the {CLA} {Maturity} {Tool} for {USAID} {Implementers}}, shorttitle = {Strengthen {Your} {Team}’s {CLA} {Practices}}, url = {https://www.youtube.com/watch?v=zwdO9FZq_PM}, abstract = {The Collaborating, Learning \& Adapting (CLA) Maturity Tool has been used by USAID operating units since 2015. The tool enables staff to self-assess their current CLA practice and plan ways to improve their internal and external collaboration, organizational learning efforts, and adaptive management practices. Recently, SI built on this resource to create the CLA Maturity Tool for implementing partners (IPs) to provide a version that speaks more directly to the experience of international and local organizations. Learn more here.}, urldate = {2023-03-20}, author = {{Social Impact , Inc}}, month = jan, year = {2023}, } @misc{punton_straws---wind_2015, type = {Centre for {Development} {Impact} {Practice} {Paper}}, title = {Straws-in-the-wind, {Hoops} and {Smoking} {Guns}: {What} can {Process} {Tracing} {Offer} to {Impact} {Evaluation}?}, shorttitle = {Straws-in-the-wind, {Hoops} and {Smoking} {Guns}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/5997}, abstract = {This CDI Practice Paper by Melanie Punton and Katharina Welle explains the methodological and theoretical foundations of process tracing, and discusses its potential application in international development impact evaluations. It draws on two early applications of process tracing for assessing impact in international development interventions: Oxfam Great Britain (GB)’s contribution to advancing universal health care in Ghana, and the impact of the Hunger and Nutrition Commitment Index (HANCI) on policy change in Tanzania. In a companion to this paper, Practice Paper 10 Annex describes the main steps in applying process tracing and provides some examples of how these steps might be applied in practice.}, language = {en}, urldate = {2019-06-21}, publisher = {Centre for Development Impact}, author = {Punton, Melanie and Welle, Katharina}, month = apr, year = {2015}, note = {Pages: 8}, } @techreport{ladner_strategy_2015, title = {Strategy {Testing}: {An} innovative approach to monitoring highly flexible aid programs}, url = {http://asiafoundation.org/publication/strategy-testing-an-innovative-approach-to-monitoring-highly-flexible-aid-programs/}, abstract = {The international development community has increasingly embraced the idea that finding durable solutions to complex development problems requires new ways of working that move beyond industry norms. This paper makes an important contribution to the current debate by outlining an innovative monitoring system called Strategy Testing (ST). This is the third paper in the Working Politically in Practice paper series, launched together with the Australian Department of Foreign Affairs and Trade.}, number = {3}, urldate = {2019-05-16}, institution = {The Asia Foundation}, author = {Ladner, Debra}, month = sep, year = {2015}, } @techreport{odi_strategy_2009, title = {Strategy {Development}: {Most} {Signficant} {Change} ({MSC}) {Toolkit}}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/6383.pdf}, abstract = {The Most Significant Change (MSC) technique is a form of participatory monitoring and evaluation. It is participatory because many project stakeholders are involved both in deciding the sorts of change to be recorded and in analysing the data. It is a form of monitoring because it occurs throughout the programme cycle and provides information to help people manage it. MSC contributes to evaluation because it provides data on impact and outcomes which can be used to help assess the performance of the programme as a whole. Essentially, the process involves the collection of significant change (SC) stories emanating from the field level, and the systematic selection of the most important of these by panels of designated stakeholders or staff. The designated staff and stakeholders are initially involved by ‘searching’ for project impact. Once changes have been captured, various people sit down together, read the stories aloud and have regular and often in-depth discussions about the value of the reported changes. When the technique is successfully implemented, whole teams of people begin to focus their attention on programme impact. MSC has had several names since it was conceived, each emphasising a different aspect. Examples are: ‘Monitoring-without-indicators’ – MSC does not make use of predefined indicators, especially ones which have to be counted and measured; or the ‘story approach’ – the answers to the central question about change are often in the form of stories of who did what, when and why, and the reasons the}, urldate = {2018-10-18}, institution = {ODI}, author = {{ODI}}, month = jan, year = {2009}, pages = {3}, } @misc{scotl_strategy_2016, title = {Strategy {Deployment} and {Spotify} {Rhythm}}, url = {http://availagility.co.uk/2016/07/11/strategy-deployment-and-spotify-rhythm}, abstract = {Last month, Henrik Kniberg posted slides from a talk he gave at Agile Sverige on something called Spotify Rhythm - "Spotify’s current approach to getting aligned as a company". While looking through the material, it struck me that what he was describing was a form of Strategy Deployment. This interpretation is based purely on those slides - I haven't had a chance yet to explore this more deeply with Henrik or anyone else from Spotify. I hope I will do some day, but given that caveat, here's how I currently understand the approach in terms of the X-Matrix Model.}, urldate = {2017-01-10}, journal = {AvailAgility}, author = {Scotl, Karl}, month = jul, year = {2016}, } @article{eisenhardt_strategy_2001, title = {Strategy as {Simple} {Rules}}, issn = {0017-8012}, url = {https://hbr.org/2001/01/strategy-as-simple-rules}, abstract = {When the business landscape was simple, companies could afford to have complex strategies. But now that business is so complex, they need to simplify. Smart companies have done just that with a new approach: a few straightforward, hard-and-fast rules that define direction without confining it.}, number = {January 2001}, urldate = {2020-10-01}, journal = {Harvard Business Review}, author = {Eisenhardt, Kathleen M. and Sull, Donald}, month = jan, year = {2001}, keywords = {Entrepreneurial management, Internet, Strategy, Strategy execution}, } @article{edmondson_strategies_2011, title = {Strategies for learning from failure}, volume = {89}, url = {https://hbr.org/2011/04/strategies-for-learning-from-failure}, number = {4}, urldate = {2024-01-30}, journal = {Harvard Business Review}, author = {Edmondson, Amy C.}, year = {2011}, pages = {48--55}, } @book{stacey_strategic_2000, address = {London}, title = {Strategic {Management} and {Organisational} {Dynamics}: {The} {Challenge} of {Complexity}}, shorttitle = {Strategic {Management} and {Organisational} {Dynamics}}, abstract = {In the third edition of this successful text, Ralph Stacey continues to question the view that organisations operate and succeed in relatively stable environments. He argues that in order to succeed in uncertainty and continual change, organisations need to create new perspectives and learn from the chaos within which they operate. This edition continues to focus on this radically different approach to strategic management. The central tenets of this approach have to do with unpredictability and the limitations of control, and therefore it argues against the rational models of planning and control covered in other strategy textbooks. This is done by emphasising the importance of narrative, conversation and learning from one's own experience as the central means by which we can gain understanding and knowledge of strategy in organisations. - Sharper distinction between systemic and process thinking with new chapters on the philosophical origins of systems and process thinking, second order and critical system thinking. - new material on theory of complex responsive processes, particularly to do with control, leadership and ethics. - Includes 7 management narratives, ie, personal ac}, publisher = {Pitman}, author = {Stacey, Ralph D.}, year = {2000}, note = {Google-Books-ID: z7haAAAAYAAJ}, keywords = {Organizational Behavior, Strategic Planning}, } @techreport{world_bank_strategic_2014, address = {Washington DC}, title = {Strategic {Framework} for mainstreaming citizen engagemente in {World} {Bank} {Group} operations}, url = {http://documents.worldbank.org/curated/en/266371468124780089/pdf/929570WP0Box380ategicFrameworkforCE.pdf}, urldate = {2017-10-10}, institution = {The World Bank}, author = {World Bank}, month = dec, year = {2014}, } @techreport{rebolledo_strategic_2014, title = {Strategic framework for mainstreaming citizen engagement in {World} {Bank} {Group} operations : engaging with citizens for improved results}, shorttitle = {Strategic framework for mainstreaming citizen engagement in {World} {Bank} {Group} operations}, url = {http://documents.worldbank.org/curated/en/2014/01/20472021/strategic-framework-mainstreaming-citizen-engagement-world-bank-group-operations-engaging-citizens-improved-results}, abstract = {The objective of this strategic framework is to mainstream citizen engagement in World Bank Group (WBG)-supported policies, programs, projects, and advisory services and analytics to improve their development results and within the scope of these operations, contribute to building sustainable national systems for citizen engagement with governments and the private sector. This framework will capture the diverse experiences, assess lessons learned, and outline methods and entry points to provide a more systematic and results-focused approach for the WBG. Progress toward this objective will be assessed using indicators included in program, project, and corporate results frameworks. The WBG strategy incorporates citizen engagement, including beneficiary feedback, specifically in its treatment of inclusion, which entails empowering citizens to participate in the development process and integrating citizen voice in development programs as key accelerators to achieving results. This framework builds on stocktaking and lessons learned from WBG-financed operations across regions and sectors. A key lesson is the importance of country context, government ownership, and clear objectives for citizen engagement. The approach to mainstreaming citizen engagement in WBG-supported operations is guided by five principles: 1) it is results-focused; 2) it involves engaging throughout the operational cycle; 3) it seeks to strengthen country systems; 4) it is context-specific; and 5) it is gradual. Under the right circumstances, citizen engagement can contribute to achieving development outcomes in support of the goals the WBG aims to support through all of the operations it funds: eradicating extreme poverty and boosting shared prosperity in a sustainable manner.}, language = {en}, number = {92957}, urldate = {2016-04-04}, institution = {The World Bank}, author = {Rebolledo, Miguel and Seyedian, Aaron and Peixoto, Tiago and Hernandez, Zenaida and Zakhour, Jad and Mahmood, Syed A. and Masud, Harika and Manroth, Astrid and Hamad, Qays}, month = jan, year = {2014}, pages = {1--189}, } @techreport{thea_snow_storytelling_2022, title = {Storytelling for {Systems} {Change}: insights from the field}, url = {https://www.centreforpublicimpact.org/assets/documents/storytelling-for-systems-change-report.pdf}, abstract = {Capturing the impact of community-led work The Centre for Public Impact, Dusseldorp Forum, and Hands Up Mallee have been exploring how stories can be used to more effectively communicate the impact of community-led systems change work. Community-led place based initiatives are modelling new ways of working - shifting away from top down, program-focussed approaches towards an approach grounded in systems thinking and community-led innovations. However, while these stories of change are sitting in communities, they’re often not being told or celebrated. We wanted to understand why this is, and what might be done to better enable these stories to be shared and heard. The story of storytelling We talked to a range of people to uncover the story of storytelling - including collective impact backbone team members, community members, storytelling experts, and those working in and around community-led systems change initiatives across Australia. We explored the roles stories play in different communities; what good storytelling looks like; what barriers to storytelling might be; and what role stories can play in supporting systems change. Our findings We have learned through this project that stories can be used both to change the system and to evaluate, understand and showcase the change that is occurring in communities. We have heard that different stories require different approaches – stories that are seeking to enable change look different to those that are seeking to celebrate change.}, urldate = {2022-07-26}, institution = {Centre for Public Impact}, author = {{Thea Snow} and {David Murikumthara} and {Teya Dusseldorp} and {Rachel Fyfe} and {Lila Wolff} and {Jane McCracken}}, year = {2022}, } @misc{guerzovich_storytelling_2023, title = {Storytelling and {Evaluation}: {Can} {Pathways} be the {Theory} {Missing} in {Explanatory} {Narratives}?}, shorttitle = {Storytelling and {Evaluation}}, url = {https://medium.com/@florcig/storytelling-and-evaluation-can-pathways-be-the-theory-missing-in-explanatory-narratives-0625a63adfc6}, abstract = {Florencia Guerzovich}, language = {en}, urldate = {2023-11-14}, journal = {Medium}, author = {Guerzovich, Florencia}, month = oct, year = {2023}, } @article{hobbes_stop_2014, title = {Stop {Trying} to {Save} the {World}: {Big} ideas are destroying international development}, url = {https://newrepublic.com/article/120178/problem-international-development-and-plan-fix-it}, abstract = {Gives some examples of poorly designed interventions (e.g. The play pump)}, journal = {New Republic}, author = {Hobbes, Michael}, month = nov, year = {2014}, } @incollection{kjaer_still_2015, address = {Copenhagen}, title = {Still watering white elephants? {The} blueprint versus process debate thirty years on}, isbn = {978-87-7605-746-6}, language = {en}, booktitle = {Perspectives on politics, production and public administration in {Africa}: essays in honour of {Ole} {Therkildsen}}, publisher = {DIIS}, author = {Booth, David}, editor = {Kjær, Anne Mette and Engberg-Pedersen, Lars and Buur, Lars}, year = {2015}, note = {OCLC: 913447024}, } @incollection{sodhi_steering_2014, title = {Steering {E}-{Government} {Projects} from {Failure} to {Success}: {Using} {Design}-{Reality} {Gap} {Analysis} as a {Mid}-{Implementation} {Assessment} {Tool}}, isbn = {978-1-4666-6296-4 978-1-4666-6297-1}, url = {http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/978-1-4666-6296-4}, abstract = {There are many e-government failures in developing countries. Most studies look at these after the event (post hoc), but this chapter takes an original approach to look mid-implementation (durante hoc) in order to provide recommendations for improvement. The authors chose a partial failure/partial success land management information system being implemented in one Ethiopian city. The project has made retrieval of land information quicker and simpler but is only partly implemented, and is still—on occasion—circumvented by public servants for personal gain. They used design-reality gap framework to understand why the project had partly failed. The authors used the design-reality gap analysis to propose an action plan that would help institutionalise the system, steering it from partial failure to success. They demonstrate the value of this framework as a tool for mid-implementation analysis of e-government projects. The authors recommend its usage on other ongoing e-government projects in developing countries.}, urldate = {2016-09-27}, booktitle = {Emerging {Issues} and {Prospects} in {African} {E}-{Government}:}, publisher = {IGI Global}, author = {Lessa, Lemma and Negash, Solomon and Belachew, Mesfin}, editor = {Sodhi, Inderjeet Singh}, year = {2014}, } @techreport{nesta_states_2018, address = {London}, title = {States of {Change} - {Learning} programme}, url = {https://media.nesta.org.uk/documents/states_of_change_-_scoping_workshop_-_day_2.pdf}, urldate = {2018-10-03}, institution = {Nesta}, author = {Nesta}, year = {2018}, } @techreport{rudiger_state_2018, address = {https://www.internationalbudget.org/publications/state-of-the-field-review-fiscal-transparency-and-accountability}, title = {State of the {Field} {Review}: {Fiscal} {Transparency} and {Accountability}}, language = {en}, institution = {International Budget Partnership}, author = {Rudiger, Anja}, month = jun, year = {2018}, pages = {34}, } @techreport{goodier_state_2018, address = {Brighton}, title = {State of the {Art} on {Use} of {Theory} of {Change} in the {Development} {Sector}}, copyright = {© Swiss Agency for Development and Cooperation (SCD). All rights reserved.}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/14039}, abstract = {The purpose of this briefing note is to add to SDC’s understanding of Theory of Change (ToC), drawing on the literature and practice to sketch out the current state of the art approach. This involves expanding on ToC beyond SDC’s current practice of using Impact Hypotheses (IH) to bridge it to operational practice and use ToC more explicitly in the project/programme cycle management (PCM) processes. Sharing the state of the art on use of ToC in the development sector, this briefing note outlines what a ToC is, what it is used for and why it is needed in the development sector. It discusses ToC as both a process and a product, providing step by step guidance on how to facilitate a ToC process. The differences between a ToC and a logframe are highlighted. Some key criteria for recognising when you have a ‘good’ ToC are also included. This brief is aimed at SDC staff, in particular Programme Officers, and staff of partner organisations involved in the management of SDC interventions.}, language = {en}, urldate = {2019-03-06}, institution = {IDS}, author = {Goodier, Sarah and Apgar, Marina and Clark, Louise}, month = aug, year = {2018}, } @techreport{savi_state_2016, address = {London}, title = {State {Accountability} and {Voice} {Initiative} ({SAVI}) - {Approach} {Paper} {Series}}, url = {http://savi-nigeria.org/approach/}, abstract = {We are piloting a new approach to identifying and supporting our partners.  This breaks with convention in many ways in order to improve impact. Our approach is summarized in the Introduction to SAVI’s way of working. We have broken our approach down into key components – depicted in the form of our ‘knowledge tree’ –...}, urldate = {2017-02-14}, institution = {DFID}, author = {SAVI}, year = {2016}, keywords = {IMPORTANT}, } @techreport{sroi_network_starting_2014, title = {Starting out on {Social} {Return} on {Investment}}, url = {http://www.socialvalueuk.org/app/uploads/2016/03/Starting%20Out%20Guide.pdf}, abstract = {This guide, created by the SROI Network in collaboration with Hall Aitken, is aimed at providing guidance to those who have never used SROI on where to begin. The guide provides practical steps to beginning the process of SROI and includes links to tools aimed at supporting its implementation. Excerpt "Most public, private and third sector organisations have a pretty good idea of the costs of what they do. Annual accounts, management accounts, budget reports and a whole accountancy profession add up to a great deal of effort to make sure this is the case. Some organisations are quite good at counting what they do with these resources. They can track the number of users or contacts, or customers. Many can provide some evidence that these activities lead to some sort of change. But very few can explain clearly why all this matters. What would happen if they did not exist? What is the real value of what they do? Social Return on Investment sets out to redress the balance by looking at value not just cost." Contents Part one – why, what and how? Why does social value matter? What is SROI? How do I do SROI? Next steps Part two – progress tool Part three – practical next steps Steps to involve stakeholders Steps to understand what changes Steps to value the things that matter Steps to only include what is material Steps to avoid overclaiming Steps to be transparent Steps to verify the result}, urldate = {2018-10-19}, author = {{SROI Network} and Aitken, Hall}, year = {2014}, pages = {8}, } @techreport{usaid_stakeholder_2016, address = {Washington DC}, type = {Technical {Brief}}, title = {Stakeholder {Engagement} for {Biodiversity} {Conservation} {Goals}: {Assessing} the {Status} of the {Evidence}}, abstract = {Learning how to communicate and work with different groups builds constituencies to support conservation aims. An analysis by USAID's research partner the American Museum of Natural History evaluated 148 references, selected through a rigorous systematic review process, to identify key lessons for stakeholder engagement. This briefer describes the analysis, which will soon be published in full.}, language = {en}, institution = {USAID}, author = {USAID}, month = apr, year = {2016}, pages = {17}, } @techreport{irc_stakeholder_2019, type = {Text}, title = {Stakeholder and {Social} {Network} {Analysis} - {Guidance} {Note}}, url = {https://usaidlearninglab.org/library/stakeholder-and-social-network-analysis-guidance-note}, abstract = {Stakeholder Analysis is used to identify the actors and relationships that influence project outcomes. This guidance, from IRC, can help you determine how to work and who to partner, coordinate or engage with in order to best achieve the outcome. It builds on existing stakeholder information and typically will include a participatory internal meeting or workshop.}, language = {en}, urldate = {2020-10-15}, institution = {International Rescue Committee}, author = {IRC}, month = oct, year = {2019}, } @misc{sroi_network_sroi_2016, title = {{SROI} {Self}-assessment tool}, url = {http://www.socialvalueuk.org/what-is-social-value/sroi-self-assessment-tool/}, abstract = {The online self assessment tool was created by the SROI Network in collaboration with Hall Aitken to help users judge how well their evaluation practices adhere to principles of best practice. The tool is comprised of a seven stage questionnaire, showing results as a spider chart illustrating areas of strength and areas for improvement. The questionnaire itself is structured around the seven principles of SROI. These principles include ‘involve stakeholders’, ‘be transparent’ and ‘do not overclaim’, and together make up the core framework around which SROI is based. Users receive a score for each principle, and an overall average, giving them an idea of to what extent they have successfully applied the principles. High scoring users can then use their score to guide them towards applying for assurance and accreditation. The tool provides guidance, support and more advice to people who want to improve the way in which their organisation measures their social value and assesses their service delivery but don’t know where to start.}, urldate = {2018-10-19}, author = {{SROI Network}}, year = {2016}, } @inproceedings{kniberg_spotify_2016, address = {Stockholm}, title = {Spotify {Rhythm} - how we get aligned}, url = {http://availagility.co.uk/2016/07/11/strategy-deployment-and-spotify-rhythm}, abstract = {Last month, Henrik Kniberg posted slides from a talk he gave at Agile Sverige on something called Spotify Rhythm - "Spotify’s current approach to getting aligned as a company". While looking through the material, it struck me that what he was describing was a form of Strategy Deployment. This interpretation is based purely on those slides - I haven't had a chance yet to explore this more deeply with Henrik or anyone else from Spotify. I hope I will do some day, but given that caveat, here's how I currently understand the approach in terms of the X-Matrix Model.}, urldate = {2017-01-10}, booktitle = {{AvailAgility}}, author = {Kniberg, Henrik}, month = jun, year = {2016}, } @techreport{boehm_spiral_2000, title = {Spiral {Development}: {Experience}, {Principles}, and {Refinements}}, url = {http://www.sei.cmu.edu/reports/00sr008.pdf}, number = {Special Report CMU/SEI-2000-SR-008}, institution = {Carnegie Mellon University}, author = {Boehm, B. W.}, month = jul, year = {2000}, } @misc{contextspherescom_spherit_2004, title = {Spherit - {Contextual} reasoning maps}, url = {https://spherit.com/}, abstract = {Spherit is a whole view technology system that streamlines meaning making, solutioning, and action taking in business, healthcare, relationships, and life in general, by displaying complex situation-specific topics in context on a customizable conversation map. When the Spherit system is activated it generates and displays a snapshot of any complex situation in a way that makes it digestible, while engaging our intellect and our intuition in the reflecting and meaning-making process. It's a unifying visual learning system that communicates information in a non-linear graphical format. It works for individuals, teams and organizations. It has a "share and compare" feature that fast-tracks conversations between individuals or groups. And it offers powerful metrics.}, language = {en-US}, urldate = {2023-04-27}, journal = {ContextSpheres.com}, author = {ContextSpheres.com}, year = {2004}, } @article{schmidt_special_2020, title = {Special {Issue}: {Causal} {Mechanisms} in {Program} {Evaluation}}, volume = {2020}, issn = {1534-875X}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20357}, doi = {10.1002/ev.20357}, language = {en}, number = {167}, urldate = {2022-01-28}, journal = {New Directions for Evaluation}, author = {Schmidt, Johannes}, year = {2020}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1002/ev.20357}, pages = {1--6}, } @techreport{usaid_spaces_2016, title = {{SPACES} {MERL}: {Systems} and {Complexity} {White} {Paper}}, url = {https://pdf.usaid.gov/pdf_docs/PA00M7QZ.pdf}, abstract = {The Strategic Program for Analyzing Complexity and Evaluating Systems (SPACES MERL) project is an activity funded by USAID’s Global Development Lab and the Bureau for Policy, Planning and Learning (PPL). This three-year activity aims to bring a variety of tools and methodologies that decision-makers can use (alone or in combination) to provide comprehensive systems analysis. The activity is being implemented from 2015 to 2018 by a consortium of organizations expert in systems and complexity, including the Global Obesity Prevention Center (GOPC) at Johns Hopkins University (Prime), Global Knowledge Initiative (GKI), LINC and ResilientAfrica Network (RAN). This Systems and Complexity White Paper is a collaborative effort of the SPACES MERL team, designed to frame the international development landscape, with particular reference to USAID-funded activities, for application of systems and complexity approaches to design, monitoring and evaluation. Customized to the systems and complexity layperson with in-depth knowledge of international development practice, the objectives of this white paper are three-fold:  Provide an overview of systems and complexity practice, its current state of application and relevance to international development practice;  Establish a taxonomy of systems and complexity tools, highlighting the fit of those offered by SPACES MERL within the wider landscape; and  Review and provide information on application of SPACES MERL tools, their purpose and construction, required data, and their applicability to specific contexts.}, urldate = {2018-03-09}, author = {{USAID}}, month = mar, year = {2016}, pages = {95}, } @book{cornwall_spaces_2006, title = {Spaces for {Change}? {The} {Politics} of {Citizen} {Participation} in {New} {Democratic} {Arenas}}, url = {http://www.press.uchicago.edu/ucp/books/book/distributed/S/bo20852321.html}, abstract = {The book Spaces for Change?: The Politics of Citizen Participation in New Democratic Arenas}, urldate = {2016-03-23}, publisher = {Zed Books}, author = {Cornwall, Andrea and {Vera Schattan Coelho}}, month = nov, year = {2006}, } @misc{aston_sounding_2018, title = {Sounding clever or being smart? – {How} to do more with less in evaluating governance programmes}, shorttitle = {Sounding clever or being smart?}, url = {https://insights.careinternational.org.uk/development-blog/sounding-clever-or-being-smart-how-to-do-more-with-less-in-evaluating-governance-programmes}, abstract = {About a decade ago, the development sector fell into the same trap the financial services industry did in the mid-1990s. We were all seduced by clever...}, language = {en-gb}, urldate = {2018-09-26}, journal = {Care Insights}, author = {Aston, Tom}, month = sep, year = {2018}, } @techreport{de_lanerolle_sometimes_2016, address = {Brighton}, title = {Sometimes it is about the {Tech}: {Choosing} {Tools} in {South} {African} and {Kenyan} {Transparency} \& {Accountability} {Initiatives}}, url = {http://www.makingallvoicescount.org/publication/six-rules-thumb-select-tools-transparency-accountability-projects}, urldate = {2016-04-22}, institution = {IDS and The Engine Room}, author = {de Lanerolle, Indra and Walker, Tom and Kinney, Sasha}, month = mar, year = {2016}, keywords = {IMPORTANT}, } @misc{mcgee_somethings_2014, title = {Something’s {Stopping} {All} {Voices} {From} {Counting}…}, url = {http://www.makingallvoicescount.org/blog/somethings-stopping-voices-counting/}, abstract = {An outline of Making All Voices Count's Research \& Evidence component led by the Institute of Development Studies.}, urldate = {2016-04-26}, journal = {Making All Voices Count}, author = {McGee, Rosemary}, month = jan, year = {2014}, } @misc{better_evaluation_social_2016, title = {Social {Return} on {Investment}}, url = {https://www.betterevaluation.org/en/approach/SROI}, abstract = {Social Return on Investment (SROI) is a systematic way of incorporating social, environmental, economic and other values into decision-making processes. By helping reveal the economic value of social and environmental outcomes it creates a holistic perspective on whether a development project or social business or enterprise is beneficial and profitable. This perspective opens up new opportunities and forms the basis for innovative initiatives that genuinely contribute to positive social change and poverty reduction for all. SROI balances proving and improving or addresses the paradox between accountability and learning by placing the perspectives of the different stakeholders at the center of the valuation process. ​SROI originated in the USA from social enterprises interested in new ways to value the contributions they were making to society. It later arrived in Europe, where there is an increasing interest in the methodology as noted by recent publications by Context international cooperation in the Netherlands, the New Economics Foundation in the UK and the SROI Network head-quartered in the UK. SROI is used for planning purposes in terms of designing a Theory of Change, or Business Plan, and for assessing to what extent impact is realised or changes need to occur in the Business Plan. Although the SROI approach supports the thinking along the lines of a result chain, it does not support the idea of the components being connected in a linear fashion. The SROI approach is embedded in the acceptance of development taking place in situations of complexities. Here is a simple, illustrative example: A project aims to uplift the standard of living of people in a certain area and a beekeeping initiative is set up. As a result a beekeeper now enjoys regular meals whereas before this was not the case. In traditional Cost Benefit analyses, the value of the lunch would be measured in market prices. However after interviewing the beneficiaries, and applying some valuation tools, it turns out that the ‘real’ value is much higher than the market price; social value has been created above the market / economic value which is now being accounted for. Like traditional cost-benefit analysis, SROI includes a ratio; in this case a Social Return on Investment ratio. Where in traditional cost benefit analyses the ratios would be used to compare different projects, the SROI ratio is much more seen as one element in explaining and communicating general progress of certain developments. The number itself is not seen as the end goal. It can be interpreted as aiding the narrative of this particular initiative. The aspect of stakeholder perspectives is essential in the SROI approach. It is precisely the value perspectives of the stakeholders (and most importantly the key beneficiaries), assessed, not by assuming these values, but by thoughtfully and intellectually engaging the stakeholders themselves, which is at the heart of this innovative (e)valuation approach.}, urldate = {2018-10-19}, journal = {Better Evaluation}, author = {{Better evaluation}}, year = {2016}, } @techreport{irc_social_2016, address = {New York USA}, title = {Social network analysis handbook: connecting the dots in humanitarian programs}, shorttitle = {Social network analysis handbook}, url = {https://www.rescue.org/resource/social-network-analysis-handbook-connecting-dots-humanitarian-programs}, abstract = {The following handbook is designed to provide a step by step guide to the application of Social Network Analysis for the IRC.}, urldate = {2017-01-29}, institution = {International Rescue Committee}, author = {IRC}, month = jul, year = {2016}, keywords = {IMPORTANT}, } @article{rodela_social_2011, title = {Social {Learning} and {Natural} {Resource} {Management}: {The} {Emergence} of {Three} {Research} {Perspectives}}, volume = {16}, copyright = {© 2011 by the author(s)}, issn = {1708-3087}, shorttitle = {Social {Learning} and {Natural} {Resource} {Management}}, url = {https://www.ecologyandsociety.org/vol16/iss4/art30/}, doi = {10.5751/ES-04554-160430}, abstract = {Rodela, R. 2011. Social learning and natural resource management: the emergence of three research perspectives. Ecology and Society 16(4): 30. https://doi.org/10.5751/ES-04554-160430}, language = {en}, number = {4}, urldate = {2019-05-03}, journal = {Ecology and Society}, author = {Rodela, Romina}, month = dec, year = {2011}, } @article{ensor_social_2015, title = {Social learning and climate change adaptation: evidence for international development practice}, volume = {6}, issn = {1757-7799}, shorttitle = {Social learning and climate change adaptation}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/wcc.348}, doi = {10.1002/wcc.348}, abstract = {The potential for social learning to address complex, interconnected social and environmental challenges, such as climate change adaptation, is receiving increasing attention in research and practice. Social learning approaches vary, but commonly include cycles of knowledge sharing and joint action to co-create knowledge, relationships, and practices among diverse stakeholders. This results in learning and change that goes beyond the individual into communities, networks, or systems. Many authors have focused on analysis of case studies to better understand the contexts in which such learning occurs. In this paper, we look across this literature to draw out lessons for international development practice. To support those looking to purposively design social learning interventions for adaptation, we focus on four areas: lessons learned and the principles adopted when using a social learning approach, examples of tools and methods used, approaches to evaluating social learning, and examples of its impact. While we identify important lessons for practice within each of these areas, three cross-cutting themes emerge. These are: the importance of developing a shared view among those initiating learning processes of how change might happen and of how social learning fits within it, linking this locus of desired change to the tools employed; the centrality of skilled facilitation and in particular how practitioners may shift toward being participants in the collective learning process; and the need to attend to social difference, recognizing the complexity of social relations and the potential for less powerful actors to be co-opted in shared decision making. WIREs Clim Change 2015, 6:509–522. doi: 10.1002/wcc.348 This article is categorized under: Vulnerability and Adaptation to Climate Change {\textgreater} Learning from Cases and Analogies Climate and Development {\textgreater} Knowledge and Action in Development}, language = {en}, number = {5}, urldate = {2019-05-02}, journal = {Wiley Interdisciplinary Reviews: Climate Change}, author = {Ensor, Jonathan and Harvey, Blane}, year = {2015}, pages = {509--522}, } @article{janzer_social_2014, title = {Social {Design} and {Neocolonialism}}, volume = {6}, issn = {1754-7075}, url = {http://www.tandfonline.com/doi/abs/10.2752/175613114X14105155617429}, doi = {10.2752/175613114X14105155617429}, abstract = {This article examines the current field of social design: its claims, practices, and methodologies. Findings discovered through qualitative research illuminate the current application of social design practices and offer critique around their use in the social sphere. This article argues that designers must be sensitive to a variety of complex social and cultural cues and structures or they risk contributing to, or practicing, design neocolonialism. The article offers two key theoretical suggestions to further the emerging field's progress. First, social design must shift its focus from one that is human-centered to one that is situation-centered. Second, it is imperative that social design develops a shared framework for understanding, executing, and evaluating its initiatives and interventions. Additionally, this article introduces a matrix to serve as an early iteration of a shared framework.}, number = {3}, urldate = {2017-02-19}, journal = {Design and Culture}, author = {Janzer, Cinnamon L. and Weinstein, Lauren S.}, month = nov, year = {2014}, keywords = {Design Methodology, Design Thinking, Framework, Human-centered design, IMPORTANT, social design}, pages = {327--343}, } @article{fox_social_2015, title = {Social {Accountability}: {What} {Does} the {Evidence} {Really} {Say}?}, volume = {72}, issn = {0305-750X}, shorttitle = {Social {Accountability}}, url = {http://www.sciencedirect.com/science/article/pii/S0305750X15000704}, doi = {10.1016/j.worlddev.2015.03.011}, abstract = {Summary Empirical evidence of tangible impacts of social accountability initiatives is mixed. This meta-analysis reinterprets evaluations through a new lens: the distinction between tactical and strategic approaches to the promotion of citizen voice to contribute to improved public sector performance. Field experiments study bounded, tactical interventions based on optimistic assumptions about the power of information alone, both to motivate collective action and to influence the state. Enabling environments for collective action combined with bolstered state capacity to respond to citizen voice are more promising. Sandwich strategies can help ‘voice’ and ‘teeth’ to become mutually empowering, through state–society synergy.}, urldate = {2018-07-26}, journal = {World Development}, author = {Fox, Jonathan A.}, month = aug, year = {2015}, keywords = {public information access, social accountability, state–society synergy, transparency, voice}, pages = {346--361}, } @techreport{aston_social_2022, type = {Background {Paper}}, title = {Social {Accountability} and {Service} {Delivery} {Effectiveness}: {What} is the {Evidence} for the {Role} of {Sanctions}? {Background} {Paper}}, url = {https://thegpsa.org/wp-content/uploads/2022/10/Social-Accountability-and-the-Effectiveness-of-Sanctions-Background_GS.pdf}, abstract = {Executive Summary Understanding how civil society can get government to respond to their needs, preferences and demands, and deliver goods and services to citizens is a central concern in social accountability initiatives. It is widely argued that sanctions make a key difference to service delivery outcomes, and that without them, transparency and accountability interventions are less likely to be effective and less likely to be sustainable (Anderson et al., 2020; Arugay, 2016; Fox, 2020; Goetz and Jenkins, 2005; Grandvoinnet et al., 2015; McGee and Gaventa, 2011; Molina et al., 2017; Joshi, 2010; Joshi, 2017; Tsai et al. 2019). In this paper, sanctions refer to the threat or imposition of a punishment for transgressing a rule or norm. Yet, what evidence is there to support the claim that sanctions are king? How much do we actually know about social and formal sanctions and their effectiveness in improving service delivery? Looking at 11 meta-reviews and 35 cases, this background paper sheds light on these questions and the conditions under which sanctions promoted within social accountability interventions may have contributed to improved service delivery. Sanctions, both social and formal, feature very prominently in the scholarly literature related to accountability, so much so that some scholars have argued that it has become synonymous with punishment (Mansbridge, 2014; Schedler, 1999). While it may not be true that these concepts are fully synonymous, this trend in scholarship significantly influenced the thinking of donors such as the Department for International Development (DFID) and the World Bank over the last two decades (Grandvoinnet et al., 2015; Malena and McNeil, 2010; Moore and Teskey, 2006; World Bank, 2003). As a result, sanctions also feature in the dominant models, or theories of change, in the social accountability sector. Yet, in reviewing 11 meta-reviews in the transparency and accountability sector we found that while there is plenty of theoretical argument asserting the potential effectiveness of social and formal sanctions, there was limited empirical evidence to support the claim that sanctions were key. Our review of 35 cases revealed five mechanisms of change related to social and formal sanctions. These were: (i) “sticks” – response to punishment; (ii) “big brother is watching” – response to threat of formal punishment; (iii) diagonal accountability – response to threat of formal punishment by horizontal accountability agencies; (iv) litigation – response to legal investigations or lawsuits supported by community paralegals and legal aid organizations and; (v) response to “naming and shaming” by civil society and/or media. We challenge the dominant view in scholarship that harder social sanctions and enforcement of stronger formal sanctions are either necessary to the achievement of higher-level service delivery outcomes or that they will deliver better and more sustainable outcomes. We find that both social and formal sanctions can contribute to improving service delivery outcomes across a variety of country contexts. In half of the 35 cases reviewed, we were able to establish a likely link between social or formal sanctions and intermediate effects over the short term with some degree of confidence. These effects ranged from increased service provider awareness and motivation, increased availability of funding, staff, and materials, to improved infrastructure quality, and in a minority of cases impact level changes such as improved test scores. However, the role of sanctions in delivering outcomes was often unclear, outcomes were almost never sustainable, and in close to half of the 35 cases reviewed there were substantial negative effects. These effects ranged from reducing transparency and funding, to discrediting, relocating, and reprisals for advocates and whistle-blowers, threats of violence to collaborating government actors, damaging staff morale, reducing attendance, and generating conflict among staff and between staff and community members and between staff and patients, damaging trust. There are therefore some serious ethical dilemmas associated with sanctioning efforts which need to be carefully considered. We argue that imposing sanctions without building relationships or systems to promote good behavior is unlikely to improve service delivery outcomes in a sustainable way. Another, perhaps surprising, finding was that there are some actors that are regular targets of sanctions, and in many cases, these actors are a lot weaker than is commonly assumed. Three broad types of actors were the most common targets of punishment: (i) absentee nurses or teachers who had their pay or allowances reduced; (ii) offending officials who were either suspended, relocated, or fired; and (iii) contractors who had to cover the cost of rejected materials or faced lawsuits, alongside civil servants involved in contracting. We suggest that closer relationships may perhaps reduce stakeholders’ appetite to impose sanctions. Particularly in the health sector, we found that more proximate relationships created disincentives for confrontation, and in such circumstances, a “policing” approach to monitoring was also deemed inappropriate and counterproductive. Conversely, it seems that actors generally prefer to sanction “others,” i.e., when an actor/organization was outside the group. Short-term consultants, contractors, and suppliers were easy (and quite vulnerable) targets for harder sanctions. It has also been argued that there may be productive combinations of collaborative and confrontational tactics — i.e., hybrids. We found that many supposed confrontational and collaborative hybrids were, in fact, dislocated in time and space. Many so-called “inside-outside” strategies, therefore, seem to be a potential mischaracterization. We also found, as Fung and Wright (2003) argued nearly two decades ago, that adversarial forms of engagement cannot easily be redeployed for collaborative purposes. It is widely argued that supposedly ‘weaker’ forms of citizen engagement are less effective than those with ‘strong enforceability (McGee and Gaventa, 2011).’ We found no compelling evidence to support this contention. A quarter of cases reviewed were collaborative for certain periods or in certain locations. On average, these were slightly more successful when compared with periods or locations when imposing sanctions was a key strategic emphasis. So, soft power can also be powerful. Rather than one approach necessarily being superior (confrontational, collaborative, or hybrid) however, we argue that the best approach is likely to be the one most appropriate to the context. While we were unable to identify strong trends of contextual factors which enabled social and formal sanctions to play a role in enhancing service delivery, we were able to identify several conditions which we believe offer the greatest promise. These conditions were: (i) supportive leaders who played a role as champions; opening doors or accompanying civil society efforts; (ii) high capacity and legal authority of oversight agencies; (iii) competitive elections, which provided windows of opportunity for CSOs to combine political and social accountability efforts, and; (iv) vulnerable public servants and service providers already in relatively precarious situations and are thus easy targets. Overall, our study finds that sometimes sanctions can be effective, but punishment is not the answer to all the world’s problems. Given these limitations, we recommend that it is time to reconsider “carrots” and enquire further into the enabling conditions for bureaucrats and service providers. Relatedly, scholars, evaluators, and program teams should look more closely at service providers’ or civil servants’ motivations and take context into account more seriously. To uncover these contextual and motivational features, we believe that scholars, evaluators, and prprogrameams should also make better use of theory-based and participatory methods. And perhaps most importantly, donors and practitioners should carefully consider and mitigate the potential for backlash from sanctions-based approaches.}, language = {en}, urldate = {2023-01-03}, author = {Aston, Tom and Zimmer Santos, Grazielli}, year = {2022}, } @techreport{queen_snapshot_2018, address = {Washington DC}, title = {Snapshot of {Adaptive} {Management} in {Peacebuilding} {Programs}}, url = {https://www.dmeforpeace.org/resource/snapshot-of-adaptive-management-in-peacebuilding-programs/}, abstract = {The Alliance for Peacebuilding developed the report Snapshot of Adaptive Management in Peacebuilding Programs with support from Humanity United. This report examines how existing organizational programs are designing and learning from adaptive management in a conflict effected and fragile states. It further provides practical recommendations for applying adaptive management to peacebuilding programs based on synthesis … Continue reading "Snapshot of Adaptive Management in Peacebuilding Programs"}, language = {en-US}, urldate = {2020-08-13}, institution = {Alliance for Peacebuilding}, author = {Queen, Emily Forsyth and Baumgardner-Zuzik, Jessica and Hume, Elizabeth and Greenberg, Melanie}, year = {2018}, keywords = {KEY}, } @book{lentfer_smart_2017, title = {Smart {Risks}: {How} small grants are helping to solve some of the world's biggest problems}, isbn = {978-1-85339-930-5}, shorttitle = {Smart {Risks}}, abstract = {As never before, international aid is in the hands of ordinary people. Concerned citizens in wealthy countries are starting philanthropy groups, joining giving circles, and travelling internationally to lend support. Yet, they are torn between the feelings that 'something' must be done about global poverty and that foreign assistance is creating dependency and fueling corruption overseas.A growing community of international small grant-makers know how to find and fund effective grassroots initiatives. Compared to donor-controlled, large-scale, project-based international aid funding, small grant-makers use the concept of 'smart risks' to build upon existing human and social capital and to make a lasting changes in people's lives. Smart Risks brings together the wisdom of experts with wide-ranging experience within the development sector. Their contributions focus on five guiding question, such as 'who is a smart risk?' and 'what is your role in smart risks?' They include case studies, personal stories of lessons learned over time, provocative insights on power and privilege, and practical frameworks for choosing, investing in, and measuring the impact of grassroots organizations and movements. This book is essential reading for all those who wonder how their donations and work can make a difference in developing countries - from aid agency staff and policy makers, to globally engaged individuals.}, language = {English}, publisher = {Practical Action Publishing}, editor = {Lentfer, Jennifer and Cothran, Tanya}, month = apr, year = {2017}, } @article{beier_smart_2020, title = {Smart {Implementation} of complex change processes}, url = {https://www.global-solutions-initiative.org/wp-content/uploads/2020/04/GSJ5_Beier_Kirsch.pdf}, abstract = {Cooperation management facilitates the recoupling of progress toward sustainable development}, language = {en}, number = {5}, urldate = {2020-12-11}, journal = {Global Solutions Journal}, author = {Beier, Christoph and Kirsch, Renate}, month = may, year = {2020}, pages = {206--211}, } @incollection{emary_smart_2013, title = {Smart {Environmental} {Monitoring} {Using} {Wireless} {Sensor} {Networks}}, isbn = {978-1-4665-1810-0 978-1-4665-1811-7}, url = {http://www.crcnetbase.com/doi/abs/10.1201/b15425-33}, language = {en}, urldate = {2019-05-03}, booktitle = {Wireless {Sensor} {Networks}}, publisher = {CRC Press}, author = {El-Bendary, Nashwa and Fouad, Mohamed and Ramadan, Rabie and Banerjee, Soumya and Hassanien, Aboul}, collaborator = {Emary, Ibrahiem and Ramakrishnan, S}, month = aug, year = {2013}, doi = {10.1201/b15425-33}, pages = {731--754}, } @article{martinez-baron_small-scale_2018, title = {Small-scale farmers in a 1.5°{C} future: {The} importance of local social dynamics as an enabling factor for implementation and scaling of climate-smart agriculture}, volume = {31}, issn = {1877-3435}, url = {http://www.sciencedirect.com/science/article/pii/S1877343517300830}, doi = {10.1016/j.cosust.2018.02.013}, abstract = {Climate-smart agriculture (CSA) has the potential to help farmers implement both adaptation and mitigation practices. The mitigation aspect of CSA is often not considered by farmers due to a high discount rate and, as such, adaptation is usually the priority concern. This review article offers perspective on this issue and highlights two key gaps in the literature: (i) understanding of factors related to the uptake of adaptation practices with co-benefits for mitigation and, (ii) the role of social networks to better enable rapid, widespread implementation of CSA, the latter being critical to bringing CSA to scale. The systematic review treated literature on synergies between adaptation, mitigation and social networks in the rural sector, as well as case studies illustrating the importance of social networks in climate change interventions when addressing synergies in adaptation and mitigation. We find that additional research is required that explicitly focuses on how social networks and social capital may be harnessed to hasten the adoption and uptake of highly synergistic CSA practices. This will facilitate both adaptation in the near term and contribute to mitigation at scale, allowing small-scale farmers to both benefit from and contribute to a 1.5°C future.}, journal = {Sustainability governance and transformation 2018}, author = {Martinez-Baron, Deissy and Orjuela, Guillermo and Renzoni, Giampiero and Loboguerrero Rodríguez, Ana María and Prager, Steven D}, month = apr, year = {2018}, pages = {112--119}, } @book{schumacher_small_1973, address = {London}, title = {Small is beautiful: economics as if people mattered}, shorttitle = {Small is beautiful}, publisher = {Blond \& Briggs}, author = {Schumacher, Ernst Friedrich}, year = {1973}, } @techreport{small_foundation_small_2021, title = {Small {Foundation} {Network} {Partner} {Evaluation} {Toolkit} {Network} {Evaluation} for {Network} {Coordinators} {Frequently} {Asked} {Questions}}, url = {https://smallfoundation.ie/wp-content/uploads/2021/06/SF-Eval-Toolkit-FAQ_June-2021.pdf}, abstract = {This Frequently Asked Questions (FAQ) document is written for Small Foundation network partners. It accompanies Network Partner Evaluation Toolkit, which outlines four evaluation tools that Small Foundation is encouraging, and supporting, its network partners to use to improve their operations and, ultimately, increase their impact. This FAQ document answers typical questions about these evaluation tools and provides additional detailed recommendations for how network coordinators can effectively implement them. This document has five sections: 1) A brief introduction to network theory and the value of evaluation for network coordinators. 2) An overview of the four evaluation tools and answers general questions about incorporating evaluation into network coordination duties. 3) Recommendations regarding the Network Coordinator Administrative Information (tool \#1). 4) Information about Social Network Analysis (tool \#2). 5) Recommendations regarding the Network Participant Survey (tool \#3). 6) Information about the Collaborative Activity Dashboard (tool \#4).}, urldate = {2022-06-17}, institution = {Small Foundation}, author = {Small Foundation}, year = {2021}, } @misc{small_foundation_small_2021, title = {Small {Foundation} {Network} {Partner} {Evaluation} {Toolkit}: {Network} {Evaluation} for {Network} {Coordinators}}, url = {https://smallfoundation.ie/wp-content/uploads/2021/06/SF-Eval-Toolkit_June-2021.pdf}, abstract = {This Toolkit This Toolkit presents an approach to network evaluation that is designed for network coordinators. This Toolkit provides guidance for network coordinators on how to: • More effectively use information they are already collecting as part of their routine coordination duties; • Collect other useful data that would support their network’s health and development; • Integrate network evaluation tasks into network activities, like convenings, to streamline the process; • Use data to effectively coordinate, grow, and sustain their networks. The Toolkit also provides examples of surveys, questionnaires, and dashboards, as well as tips for easy implementation.}, urldate = {2022-06-17}, author = {Small Foundation}, year = {2021}, } @book{nesta_skills_2018, address = {London}, title = {Skills, atitudes and behaviours that fuel public innovation - a guide to getting the most from {Nesta}'s {Competency} {Framework} for {Experimenting} and {Public} {Problem} {Solving}}, url = {http://states-of-change.org/assets/downloads/nesta_playbook_for_innovation_learning.pdf}, urldate = {2018-10-03}, publisher = {Nesta}, author = {Nesta}, month = apr, year = {2018}, } @misc{murray_six_2017, title = {Six things that help grant-makers learn and adapt}, url = {https://www.itad.com/article/six-things-that-help-grant-makers-learn-and-adapt/}, abstract = {There’s an emerging body of literature identifying key strategies that can both improve learning and enable adaptive management amongst grant-makers. We recently reviewed a host of publications from eight grant-making organisations. Those organisations have diverse aims and approaches but we’ve identified six common themes that stand out: Strong leadership and facilitation enables successful learning and …}, urldate = {2017-06-09}, journal = {Itad}, author = {Murray, Aoife}, month = apr, year = {2017}, } @book{morieux_six_2014, title = {Six {Simple} {Rules}: {How} to {Manage} {Complexity} without {Getting} {Complicated}}, shorttitle = {Six {Simple} {Rules}}, abstract = {New tools for managing complexityDoes your organization manage complexity by making things more complicated? If so, you are not alone.According to The Boston Consulting Group’s fascinating Complexity Index, business complexity has increased sixfold during the past sixty years. And, all the while, organizational complicatedness—that is, the number of structures, processes, committees, decision-making forums, and systems—has increased by a whopping factor of thirty-five. In their attempt to respond to the increasingly complex performance requirements they face, company leaders have created an organizational labyrinth that makes it more and more difficult to improve productivity and to pursue innovation. It also disengages and demotivates the workforce.Clearly it’s time for leaders to stop trying to manage complexity with their traditional tools and instead better leverage employees' intelligence. This book shows you how and explains the implications for designing and leading organizations.The way to manage complexity, the authors argue, is neither with the hard solutions of another era nor with the soft solutions—such as team building and feel-good “people initiatives”—that often follow in their wake. Based on social sciences (notably economics, game theory, and organizational sociology) and The Boston Consulting Group’s work with more than five hundred companies in more than forty countries and in various industries, authors Yves Morieux and Peter Tollman recommend six simple rules to manage complexity without getting complicated.Showing why the rules work and how to put them into practice, Morieux and Tollman give managers a much-needed tool to reinvigorate people in the face of seemingly endless complexity. Included are detailed examples from companies that have achieved a multiplicative effect on performance by using them.It’s time to manage complexity better. Employ these six simple rules to foster autonomy and cooperation and to effectively handle business complexity. As a result, you will improve productivity, innovate more, reengage your workforce, and seize opportunities to create competitive advantage.}, language = {English}, publisher = {Harvard Business Review Press}, author = {Morieux, Yves and Tollman, Peter}, month = mar, year = {2014}, keywords = {Complexity, Design Thinking}, } @misc{roche_simplicity_2018, title = {Simplicity, {Accountability} and {Relationships}: {Three} ways to ensure {MEL} supports {Adaptive} {Management}}, shorttitle = {Simplicity, {Accountability} and {Relationships}}, url = {https://oxfamblogs.org/fp2p/simplicity-accountability-and-relationships-three-ways-to-ensure-mel-supports-adaptive-management/}, abstract = {Based on a recent discussion in Manila, Chris Roche reflects on how Monitoring, Evaluation and Learning can better support 'adaptive programming'.}, language = {en-GB}, urldate = {2018-07-17}, journal = {From Poverty to Power}, author = {Roche, Chris}, month = jul, year = {2018}, } @book{berger_simple_2016, edition = {Illustrated edition}, title = {Simple {Habits} for {Complex} {Times}: {Powerful} {Practices} for {Leaders}}, isbn = {978-0-8047-9943-0}, shorttitle = {Simple {Habits} for {Complex} {Times}}, language = {English}, publisher = {Stanford University Press}, author = {Berger, Jennifer Garvey and Johnston, Keith}, month = apr, year = {2016}, } @article{huang_signal_2013, title = {Signal {Left}, {Turn} {Right}: {Central} {Rhetoric} and {Local} {Reform} in {China}}, volume = {66}, url = {https://sites.duke.edu/niou/files/2012/04/huanghai-feng-2012-Signal-Left-Turn-Right-SSRN.pdf}, doi = {10.1177/1065912912443874}, abstract = {How have local governments in China been able to break through central policy restrictions in a unitary and authoritarian political system? Why is China's official discourse in the reform era often so conservative and unfavorable to reform? The author argues the two issues are components of a signaling game between China's central government and local officials, in which local officials know that the center may be reformist, but the reformist center imitates the rhetoric of a conservative center to control the pace of local liberalization. The result is a gradualist reform of "signaling left, turning right," with glaring incongruity of speech and actions in the process.}, number = {2}, urldate = {2018-02-20}, journal = {Political Research Quarterly}, author = {Huang, Haifeng}, year = {2013}, } @techreport{colchester_si_2023, title = {Si {Guides} on {System} {Innovation}}, url = {https://www.systemsinnovation.network/spaces/7250774}, abstract = {So you have just hear about systems thinking and systems innovation and are keen to know more, Ok sparky let's get started.We have structured all the content into four main areas that we think you ...}, language = {en}, urldate = {2023-10-03}, institution = {Si Network}, author = {Colchester, Joss and Si Network}, year = {2023}, } @techreport{hymowitz_shoulder_2016, title = {Shoulder to {Shoulder}}, url = {https://institute.global/insight/governance/shoulder-shoulder}, urldate = {2017-02-06}, institution = {Tony Blair Africa Governance Initiative}, author = {Hymowitz, Dan}, month = nov, year = {2016}, } @misc{ictworks_should_2016, title = {Should the {Principles} of {Digital} {Development} be {Agile}?}, url = {http://www.ictworks.org/2016/10/13/should-the-principles-of-digital-development-be-agile/}, abstract = {Recently, Abt Associates endorsed the “Principles of Digital Development.” These nine principles have been widely adopted by international development funders and practitioners to absorb and disseminate technology best practices in the field of international development. More than 50 organizations ranging from various offices in the United Nations and the U.S. Agency for International Development (USAID) down to niche technology providers have endorsed the principles. The principles are aimed at moving the field away from a disconnected series of technology pilots, each of which are largely ad hoc and duplicate many of the same lessons, and toward scalability and sustainability. Ann Mei Chang, the Executive Director of the U.S. Global Development Lab at USAID in her foreword to the recent report “From Principle to Practice: Implementing the Principles for Digital Development”, characterized the problem that these principles are trying to address as follows: “Pilots have failed to move}, urldate = {2016-12-07}, journal = {ICT Works}, author = {ICTworks}, month = oct, year = {2016}, } @article{ellerman_should_2002, title = {Should development agencies have official views?}, volume = {12}, issn = {0961-4524}, shorttitle = {Development and the {Learning} {Organisation}}, url = {http://dx.doi.org/10.1080/0961450220149654}, doi = {10.1080/0961450220149654}, number = {3-4}, urldate = {2017-07-29}, journal = {Development in Practice}, author = {Ellerman, David}, month = aug, year = {2002}, pages = {285--297}, } @techreport{bazaz_smith_short_2019, address = {Washington DC}, title = {Short {Course} - {Adaptive} {Management}, an overview}, language = {en}, institution = {American University}, author = {Bazaz Smith, Komal}, month = feb, year = {2019}, pages = {9}, } @techreport{mcgee_shifting_2011, address = {Brighton}, title = {Shifting {Power}? {Assessing} the {Impact} of {Transparency} and {Accountability} {Initiatives}}, shorttitle = {Shifting {Power}?}, url = {http://www.ids.ac.uk/publication/shifting-power-assessing-the-impact-of-transparency-and-accountability-initiatives}, abstract = {This paper arises from a review of the impact and effectiveness of transparency and accountability initiatives which gathered and analysed existing evidence, discussed how it could be improved, and ev...}, urldate = {2016-08-02}, institution = {IDS}, author = {McGee, Rosie and Gaventa, John}, month = nov, year = {2011}, } @article{orleans_reed_shared_2013, title = {“{Shared} learning” for building urban climate resilience – experiences from {Asian} cities}, volume = {25}, issn = {0956-2478}, url = {https://doi.org/10.1177/0956247813501136}, doi = {10.1177/0956247813501136}, abstract = {This paper considers how resilience thinking and, in particular, its emphasis on learning has been applied in 10 cities in Vietnam, India, Thailand and Indonesia. Applying a “shared learning” approach in the Asian Cities Climate Change Resilience Network (ACCCRN) has helped to create or strengthen networks, build appreciation for complexity and uncertainty among stakeholders, provide a space for deliberating concepts such as vulnerability and resilience, and build knowledge and capacities for stakeholders to engage and represent their own interests. Shared learning approaches face considerable challenges navigating politicized urban environments, in which the nature and value of existing systems − and therefore the value of building resilience − are contested. This article suggests that deliberate, strategic intervention by facilitators may contribute to more transformative change on behalf of equitable, socially just outcomes – and thus cautions against seeing urban climate vulnerability as a technical challenge, or shared learning as a “toolkit” for building resilience.}, language = {en}, number = {2}, urldate = {2019-05-02}, journal = {Environment and Urbanization}, author = {Orleans Reed, Sarah and Friend, Richard and Toan, Vu Canh and Thinphanga, Pakamas and Sutarto, Ratri and Singh, Dilip}, month = oct, year = {2013}, pages = {393--412}, } @techreport{colnar_setting_2023, title = {Setting new standards for better {MEL}. {Lessons} for grantees \& funders}, url = {https://www.betterevaluation.org/sites/default/files/2023-04/Setting%20new%20standards%20for%20better%20MEL.pdf}, abstract = {How can donors and grantees work together to create effective monitoring, evaluation, and learning (MEL) practices that drive field-wide transformation? The Open Society Foundation’s Fiscal Governance Program found success by focusing on six key approaches, including empowering grantees and relinquishing power. In 2021, an external close-out evaluation by Intention to Impact of the program (which ran for 7 years and gave over \$150 million in grants) revealed something pretty remarkable—the program’s deliberate focus on strengthening field-wide monitoring, evaluation, and learning practices was a success. Substantial capacity increases were observed across key institutions and grantees, new complexity-sensitive practices and methods were being actively championed and deployed, and a growing community of better-connected practitioners were exchanging tips and tricks on how to apply smart, context-specific MEL across fiscal governance issues. What’s more, in this evaluation, most grantees gave high praise to these efforts. So, how did this come about? We detail the six different approaches we used in our new publication Setting new standards for better MEL: Lessons for funders and grantees. The approaches range from checking power dynamics to growing skills for evaluative thinking and seeding peer learning and field-wide research. The publication is paired with a toolkit and showcases resources we used and iterated on across the various approaches.}, language = {en}, urldate = {2023-07-04}, institution = {Better Evaluation}, author = {Colnar, Megan and Azevedo, Andrea and Tolmie, Courtney and Caddick, Hannah}, year = {2023}, } @book{schneider_set-theoretic_2012, address = {Cambrigde}, series = {Strategies for social inquiry}, title = {Set-theoretic methods for the social sciences: a guide to qualitative comparative analysis}, isbn = {978-1-107-60113-0 978-1-107-01352-0}, shorttitle = {Set-theoretic methods for the social sciences}, abstract = {"Qualitative Comparative Analysis (QCA) and other set-theoretic methods distinguish themselves from other approaches to the study of social phenomena by using sets and the search for set relations. In virtually all social science fields, statements about social phenomena can be framed in terms of set relations, and using set-theoretic methods to investigate these statements is therefore highly valuable. This book guides readers through the basic principles of set theory and then on to the applied practices of QCA. It provides a thorough understanding of basic and advanced issues in set-theoretic methods together with tricks of the trade, software handling and exercises. Most arguments are introduced using examples from existing research. The use of QCA is increasing rapidly and the application of set-theory is both fruitful and still widely misunderstood in current empirical comparative social research. This book provides an invaluable guide to these methods for researchers across the social sciences"--}, language = {eng}, publisher = {Cambridge Univ. Press}, author = {Schneider, Carsten Q. and Wagemann, Claudius}, year = {2012}, keywords = {Comparative method, Mathematical models, Qualitative Methode, Set theory, Social science, Vergleichende Forschung}, } @article{hill_david_sensing_2014, title = {Sensing and {Cyberinfrastructure} for {Smarter} {Water} {Management}: {The} {Promise} and {Challenge} of {Ubiquity}}, volume = {140}, shorttitle = {Sensing and {Cyberinfrastructure} for {Smarter} {Water} {Management}}, url = {https://ascelibrary.org/doi/full/10.1061/(ASCE)WR.1943-5452.0000449}, doi = {10.1061/(ASCE)WR.1943-5452.0000449}, number = {7}, urldate = {2019-05-03}, journal = {Journal of Water Resources Planning and Management}, author = {{Hill David} and {Kerkez Branko} and {Rasekh Amin} and {Ostfeld Avi} and {Minsker Barbara} and {Banks M. Katherine}}, month = jul, year = {2014}, pages = {01814002}, } @techreport{undp_sensemaking_2022, title = {Sensemaking {Workshop} {Preparation} {Guide} and {Facilitator} {Guide} and {Sensemaking} {Training}}, url = {https://www.undp.org/publications/sensemaking-workshop-preparation-guide-and-facilitator-guide-and-sensemaking-training}, abstract = {Based on experience from running Sensemaking workshops for UNDP offices and government partners, the Asia-Pacific Regional Innovation Centre developed the Sensemaking Preparation Guide and Facilitator Guide to share its knowledge with teams and organization that are interested in using the Sensemaking process.}, language = {en}, urldate = {2023-01-24}, institution = {UNDP}, author = {UNDP}, month = jan, year = {2022}, } @misc{king_sense-making_2023, type = {Substack newsletter}, title = {Sense-making with stakeholders and rubrics}, url = {https://juliankingnz.substack.com/p/sense-making-with-stakeholders-and?publication_id=1205622&utm_campaign=email-post-title&r=qn2r}, abstract = {Principles and processes}, urldate = {2023-09-29}, journal = {Evaluation and Value for Investment}, author = {King, Julian}, month = sep, year = {2023}, } @book{gothelf_sense_2017, address = {Boston}, title = {Sense and {Respond}: {How} {Successful} {Organizations} {Listen} to {Customers} and {Create} {New} {Products} {Continuously}}, isbn = {978-1-63369-188-9}, shorttitle = {Sense and {Respond}}, abstract = {The End of Assembly Line ManagementWe’re in the midst of a revolution. Quantum leaps in technology are enabling organizations to observe and measure people’s behavior in real time, communicate internally at extraordinary speed, and innovate continuously. These new, software-driven technologies are transforming the way companies interact with their customers, employees, and other stakeholders.This is no mere tech issue. The transformation requires a complete rethinking of the way we organize and manage work. And, as software becomes ever more integrated into every product and service, making this big shift is quickly becoming the key operational challenge for businesses of all kinds. We need a management model that doesn’t merely account for, but actually embraces, continuous change. Yet the truth is, most organizations continue to rely on outmoded, industrial-era operational models. They structure their teams, manage their people, and evolve their organizational cultures the way they always have.Now, organizations are emerging, and thriving, based on their capacity to sense and respond instantly to customer and employee behaviors. In Sense and Respond, Jeff Gothelf and Josh Seiden, leading tech experts and founders of the global Lean UX movement, vividly show how these companies operate, highlighting the new mindset and skills needed to lead and manage them—and to continuously innovate within them.In illuminating and instructive business examples, you’ll see organizations with distinctively new operating principles: shifting from managing outputs to what the authors call “outcome-focused management”; forming self-guided teams that can read and react to a fast-changing environment; creating a learning-all-the-time culture that can understand and respond to new customer behaviors and the data they generate; and finally, developing in everyone at the company the new universal skills of customer listening, assessment, and response.This engaging and practical book provides the crucial new operational and management model to help you and your organization win in a world of continuous change.}, language = {English}, publisher = {Harvard Business Review Press}, author = {Gothelf, Jeff and Seiden, Josh}, month = feb, year = {2017}, } @misc{newell_self_2020, title = {Self {Sabotage}: {Why} {Doing} the {Right} {Thing} {Results} in {Failure}}, shorttitle = {Self {Sabotage}}, url = {https://warontherocks.com/2020/01/self-sabotage-why-doing-the-right-thing-results-in-failure/}, abstract = {In January 2010 improvised explosive device (IED) attacks against dismounted infantry squads in Afghanistan numbered in the single digits — with only two}, language = {en-US}, urldate = {2020-02-14}, journal = {War on the Rocks}, author = {Newell, Peter}, month = jan, year = {2020}, } @techreport{keijzer_seeking_2018, address = {Stockholm}, title = {Seeking balanced ownership in changing development cooperation relationships}, url = {https://eba.se/en/rapporter/seeking-balanced-ownership-in-changing-development-cooperation-relationships/9267/}, abstract = {According to the Paris Declaration and the 2030 Agenda, ownership is a prerequisite for effective development cooperation. How can the principle of ownership be promoted in today’s complex development cooperation, in which the numbers of actors have increased? This is the subject of the Expert Group for Aid Studies report Seeking balanced ownership in changing development cooperation relationships. The report contains two country case studies – on Liberia and Rwanda – as well as interviews with the Swedish International Development Cooperation Agency (Sida) and the Ministry for Foreign Affairs, and studies on documents concerning ownership in a Swedish development cooperation context. The authors note that ownership remains relevant as a guiding principle in international development cooperation. The trend from country-to-country cooperation to various forms of support through UN bodies and specialised global funds has created new conditions and competing interests for ownership. An understanding of ownership and how it can be promoted in the complex reality of today needs to be thoroughly re-examined. The study recommends the following: 1. Starting a discussion within the OECD-DAC on effective development cooperation that has global ownership right up to the end of the process. 2. Establishing an international code of conduct in accordance with agreed ownership principles concerning development cooperation funding to and via UN bodies and global funds. 3. Sweden should formulate an explicit policy and approach for how to promote ownership in development cooperation that includes numerous partners.}, language = {en}, institution = {Expert Group for Aid Studies}, author = {Keijzer, Niels and Klingebiel, Stephan and Örnemark, Charlotte and Scholtes, Fabian}, month = dec, year = {2018}, pages = {207}, } @techreport{burge_seeing_2022, address = {Brighton}, title = {Seeing the {Combined} {Effects} of {Aid} {Programmes}}, copyright = {This is an Open Access briefing distributed under the terms of the Creative Commons Attribution 4.0 International licence (CC BY), which permits unrestricted use, distribution, and reproduction in any medium, provided the original authors and source are credited and any modifications or adaptations are indicated.}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17391}, abstract = {Multiple aid agencies often try to support change in the same places, at the same time, and with similar actors. Surprisingly, their interactions and combined effects are rarely explored. This Policy Briefing describes findings from research conducted on recent aid programmes that overlapped in Mozambique, Nigeria, and Pakistan, and from a webinar with UK Foreign, Commonwealth \& Development Office (FCDO) advisors and practitioners. The research found three distinct categories of ‘interaction effects’: synergy, parallel play, and disconnect. We explore how using an ‘interaction effects’ lens in practice could inform aid agency strategies and programming.}, language = {en}, number = {196}, urldate = {2022-07-01}, institution = {IDS}, author = {Burge, Richard and Nadelman, Rachel and McGee, Rosie and Fox, Jonathan and Anderson, Colin}, month = may, year = {2022}, note = {Accepted: 2022-05-10T09:42:35Z Publisher: Institute of Development Studies}, } @article{poggiali_seeing_2016, title = {Seeing (from) {Digital} {Peripheries}: {Technology} and {Transparency} in {Kenya}’s {Silicon} {Savannah}}, volume = {31}, issn = {08867356, 15481360}, shorttitle = {Seeing (from) {Digital} {Peripheries}}, url = {https://culanth.org/articles/823-seeing-from-digital-peripheries-technology-and}, doi = {10.14506/ca31.3.07}, number = {3}, urldate = {2016-09-05}, journal = {Cultural Anthropology}, author = {Poggiali, Lisa}, month = aug, year = {2016}, pages = {387--411}, } @misc{green_second_2022, title = {Second (and {Third}) {Thoughts} on {Adaptive} {Management} and {Thinking} and {Working} {Politically}}, url = {https://oxfamapps.org/fp2p/second-and-third-thoughts-on-adaptive-management-and-thinking-and-working-politically/}, abstract = {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".}, urldate = {2022-04-06}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = apr, year = {2022}, } @book{sutherland_scrum:_2014, address = {New York}, title = {Scrum: {The} {Art} of {Doing} {Twice} the {Work} in {Half} the {Time}}, isbn = {978-0-385-34645-0}, shorttitle = {Scrum}, abstract = {We live in a world that is broken. For those who believe that there must be a more agile and efficient way for people to get things done, here from Scrum pioneer Jeff Sutherland is a brilliantly discursive, thought-provoking book about the leadership and management process that is changing the way we live. In the future, historians may look back on human progress and draw a sharp line designating "before Scrum" and "after Scrum." Scrum is that ground-breaking. It already drives most of the world's top technology companies. And now it's starting to spread to every domain where leaders wrestle with complex projects. If you've ever been startled by how fast the world is changing, Scrum is one of the reasons why. Productivity gains of as much as 1200\% have been recorded, and there's no more lucid - or compelling - explainer of Scrum and its bright promise than Jeff Sutherland, the man who put together the first Scrum team more than twenty years ago. The thorny problem Jeff began tackling back then boils down to this: people are spectacularly bad at doing things with agility and efficiency. Best laid plans go up in smoke. Teams often work at cross purposes to each other. And when the pressure rises, unhappiness soars. Drawing on his experience as a West Point-educated fighter pilot, biometrics expert, early innovator of ATM technology, and V.P. of engineering or CTO at eleven different technology companies, Jeff began challenging those dysfunctional realities, looking for solutions that would have global impact. In this book you'll journey to Scrum's front lines where Jeff's system of deep accountability, team interaction, and constant iterative improvement is, among other feats, bringing the FBI into the 21st century, perfecting the design of an affordable 140 mile per hour/100 mile per gallon car, helping NPR report fast-moving action in the Middle East, changing the way pharmacists interact with patients, reducing poverty in the Third World, and even helping people plan their weddings and accomplish weekend chores. Woven with insights from martial arts, judicial decision making, advanced aerial combat, robotics, and many other disciplines, Scrum is consistently riveting. But the most important reason to read this book is that it may just help you achieve what others consider unachievable - whether it be inventing a trailblazing technology, devising a new system of education, pioneering a way to feed the hungry, or, closer to home, a building a foundation for your family to thrive and prosper.}, language = {English}, publisher = {Crown Business}, author = {Sutherland, Jeff}, month = sep, year = {2014}, } @book{layton_scrum_2015, address = {Hoboken, NJ}, title = {Scrum {For} {Dummies}}, isbn = {978-1-118-90575-3}, abstract = {Practice an agile form of management to stop wasting time and money Scrum For Dummies is an easy to use guide to managing the tricky transition from a traditional project management methodology to the new and most popular agile framework. As the most efficient, successful methodology for team project management, Scrum relies on transparency, flexibility, and fluidity to deliver a final product that fulfills the needs of all stakeholders. Written in easy–to–read Dummies style, this book walks you through the core principles of Scrum and provides a roadmap for tangible implementation. The vast majority of projects go over budget, and billions of dollars are wasted every year on overruns. Put a stop to this wasteful leakage by switching to a management style that keeps all participants informed, up–to–date, and accountable. Authored by a Certified Scrum Trainer, Mark Layton, Scrum For Dummies covers the key ideas and processes behind Scrum methodologies, and presents the inner workings of the plan in an engaging and accessible format. Topics include: The Scrum values, roles, artifacts, and activities that make up the principle of this methodology When and how best to use Scrum The differences between Scrum and other agile methodologies Using Scrum for IT, finance, construction, health care, and more The book also delves into the everyday use of Scrum, and how it can help you achieve your own personal goals outside of work. There′s a reason why scrum is quickly becoming the standard approach to project management it works! If you want to stop wasting time and start producing more effectively, Scrum For Dummies is the guide that will get you there.}, language = {English}, publisher = {John Wiley \& Sons}, author = {Layton, Mark C.}, month = may, year = {2015}, } @incollection{sutherland_scrum_1995, address = {London}, title = {{SCRUM} {Development} {Process}}, isbn = {978-3-540-76096-2}, language = {eng}, booktitle = {Business object design and implementation: {OOPSLA} '95 workshop proceedings}, publisher = {Springer}, author = {Sutherland, Jeffrey}, year = {1995}, note = {OCLC: 845294232}, keywords = {Computer security Congresses, Softwareentwicklung}, pages = {117--134}, } @incollection{destree_scrambling_2019, title = {Scrambling after {Moving} {Targets}: {Monitoring} \& {Evaluation} {Applied} to {Adaptive} {Management} {Approaches} in {Peacebuilding}}, url = {https://rowman.com/ISBN/9781786612458/New-Directions-in-Peacebuilding-Evaluation}, abstract = {In this landmark collection, the voices of pathMakers and innovators in peacebuilding evaluation are assembled to provide new direction for the field.}, language = {en-us}, urldate = {2022-06-17}, booktitle = {New {Directions} in {Peacebuilding} {Evaluation}}, publisher = {Rowman \& Littlefield}, author = {Woodrow, Peter and Jean, Isabella}, editor = {d’Estrée, Tamra Pearson}, month = nov, year = {2019}, keywords = {IMPORTANT}, } @book{brar_science_2011, series = {A {World} {Bank} {Study}}, title = {Science, {Technology}, and {Innovation} in {Uganda}: {Recommendations} for {Policy} and {Action}}, url = {http://documents.worldbank.org/curated/en/188271468115452838/pdf/588440PUB0Scie101public10BOX353816B.pdf}, publisher = {World Bank}, author = {Brar, Sukdeep and Farley, Sara E. and Hawkins, Robert and Wagner, Caroline S.}, year = {2011}, } @article{weaver_science_1948, title = {Science and {Complexity}}, volume = {36}, issn = {0003-0996}, url = {https://www.jstor.org/stable/27826254}, number = {4}, urldate = {2021-05-18}, journal = {American Scientist}, author = {Weaver, Warren}, year = {1948}, note = {Publisher: Sigma Xi, The Scientific Research Society}, pages = {536--544}, } @book{needham_science_1956, address = {Cambridge}, title = {Science and {Civilisation} in {China}. {Vol}. 1 {Introductory} {Orientations}}, isbn = {978-0-521-05799-8}, shorttitle = {001}, abstract = {Dr Joseph Needham's account of the Chinese achievement in science and technology will stand as one of the great works of our time. It has been acclaimed by specialists in both East and West and also by readers with wider and more general interests. The text, based on research of a high critical quality, is supported by many hundreds of illustrations and is imbued with a warm appreciation of China. Volume I is an introductory volume, in which Dr Needham prepares his readers for the study of a whole human culture. He begins by examining the structure of the Chinese language; he reviews the geography of China and the long history of its people, and discusses the scientific contacts which have occurred throughout the centuries, between Europe and East Asia.}, language = {English}, publisher = {Cambridge University Press}, author = {Needham, Joseph}, month = jan, year = {1956}, } @book{shell_international_scenarios:_2008, address = {The Hague The Netherlands}, title = {Scenarios: {An} {Explorer}'s {Guide}}, url = {https://www.shell.com/energy-and-innovation/the-energy-future/scenarios/new-lenses-on-the-future/earlier-scenarios/_jcr_content/par/expandablelist/expandablesection_842430368.stream/1447230877395/5ab112e96191fa79e1d30c31dc6e5cd2ce19ed518a4c1445ab32aa4c4b5c7ec5/shell-scenarios-explorersguide.pdf}, abstract = {Exploring the Future The future is ‘terra incognita’: although we may be able to guess the outcome of events that lie close to us, as we project beyond this we enter an unmapped zone full of uncertainty. Paradoxically, the range of options this reveals can seem paralysing. No one can definitively map the future, but we can explore the possibilities in ways that are specifically intended to support decision-making. At Shell we use scenario building to help us wrestle with the developments and behaviours that shape what the future may hold and prepare ourselves more effectively. We also believe it can inspire individuals and organisations to play a more active role in shaping a better future - for themselves, or even on a global scale. In this book, we use a metaphor of exploration and map-making to describe how we think about building scenarios. Like a set of maps describing different aspects of a landscape, scenarios provide us with a range of perspectives on what might happen, helping us to navigate more successfully. Exploration - of a territory or the future - involves both analytical thinking rooted in whatever facts are clear, and also informed intuition. This book describes the approach used to develop a set of global scenarios, ‘People and Connections’ several years ago under the guidance of Ged Davis. Since then, scenarios guided by Albert Bressand have been published, and more recently Shell has published a summary of its Energy Scenarios, ‘Scramble’ and ‘Blueprints’, developed under the guidance of the current leadership. These have built on, and extended, our approach. Indeed, Shell has been working with scenarios for almost 40 years, and we are still learning. Since the environment we live and work in is constantly changing, building scenarios demands continual innovation and creativity.}, urldate = {2018-03-09}, publisher = {Shell International BV}, author = {{Shell International}}, year = {2008}, } @article{lehr_scenario-based_2017, title = {Scenario-based strategizing: {Advancing} the applicability in strategists' teams}, volume = {124}, issn = {0040-1625}, shorttitle = {Scenario-based strategizing}, url = {http://www.sciencedirect.com/science/article/pii/S004016251730848X}, doi = {10.1016/j.techfore.2017.06.026}, abstract = {For over 40years, scenarios have been promoted as a key technique for forming strategies in uncertain environments. However, many challenges remain. In this article, we discuss a novel approach designed to increase the applicability of scenario-based strategizing in top management teams. Drawing on behavioural strategy as a theoretical lens, we design a yardstick to study the impact of scenario-based strategizing. We then describe our approach, which includes developing scenarios and alternative strategies separately and supporting the strategy selection through an integrated assessment of the goal-based efficacy and robustness. To facilitate the collaborative strategizing in teams, we propose a matrix with robustness and efficacy as the two axes, which we call the Parmenides Matrix. We assess the impact of the novel approach by applying it in two cases, at a governmental agency (German Environmental Ministry) and a firm affected by disruptive change (Bosch, leading global supplier of technology and solutions).}, urldate = {2018-05-30}, journal = {Technological Forecasting and Social Change}, author = {Lehr, Thomas and Lorenz, Ullrich and Willert, Markus and Rohrbeck, René}, month = nov, year = {2017}, keywords = {Behavioural strategy, Scenario-based strategizing, Scenarios, Strategic foresight, Uncertainty}, pages = {214--224}, } @techreport{guerzovich_scaling_2024, address = {Washington DC}, title = {Scaling up {Social} {Accountability} in {Complex} {Governance} {Systems}: {A} {Relational} {Approach} for {Evidencing} {Sustainability}}, url = {http://documents.worldbank.org/curated/en/099248202082451403/IDU143be23531a0f714f561b91515c596de86102}, abstract = {When social accountability interventions scale up and their sustainability depends on the interactions of many agents and system components, related results are rarely observable at the end of an intervention. The 2019 OECD Development Assistance Committee’s (OECD DAC) revamped evaluations criteria for assessing sustainability acknowledges that such results are often emergent, and should be monitored and evaluated with this in mind. It therefore emphasizes a turn towards assessing complex processes prospectively. It also asks evaluations to consider how likely it is that these results are evident at the time they are monitored or evaluated. However,the social accountability field continues to have gaps regarding doing this effectively in practice. This paper presents and provides evidence from testing an innovative operational approach that has promising potential to support this aim - a sequential, relational rubric. This approach can support practitioners to monitor, evaluate and learn about the causal processes of scale up of social accountability interventions with an eye towards sustainability i.e., considering prospective sustainability. It is grounded in systems thinking, co-production and social learning theory, as well as links with collective governance and social contract theory for development. Evidence yielded from the authors’ testing of this approach on a sample of diverse projects from the Global Partnership for Social Accountability (GPSA) program revealed that the alleged ‘absence of evidence’ dilemma of social accountability scale up is due to ill-fitting concepts and methods for assessment. It challenges existing assumptions and findings that claim that social accountabilityprocesses do not scale and are unsustainable. The authors propose that by using fit-for-purpose concepts and methods with a focus on social learning and compromise – also called a ‘resonance pathway to scale’ which this paper discusses in detail – it is possible to observe loosely coordinated scale up processes at work in many (but not all) social accountability interventions and identify tangible evidence of prospective sustainability. An important caveat is that these processes, the outcomes they generate, and the corresponding evidence often look qualitatively different than the original intervention design and predictions for scale-up at that point in time. This is because the process of deliberation and compromise inherent to social accountability work in dynamic local systems introduces changes and new conditions for uptake by diverse actors in the public sector, civil society, and donor institutions. The paper concludes that even relatively small-scale localized projects of three to five years with budgets of less than one million USD, across different contexts and sectors can produce processes and outcomes which contribute to many forms of sustainability, including via scaleup.Furthermore, the cross-fertilization of learning and aggregation of results for scale-up across projects within and beyond the GPSA (and other programs) can help monitoring evaluation and learning (MEL) and social accountability practitioners alike to deliver on a program’s mandate. Doing so can also create new knowledge for the wider social accountability field that siloed interventions, lacking suitable concepts and methods for assessing scale-up and prospective sustainability, often fail to produce. The paper ends with recommendations for taking forward this approach and the associated benefits, implications and required investments.}, urldate = {2024-02-13}, institution = {World Bank}, author = {Guerzovich, Florencia and Wadeson, Alix}, month = jan, year = {2024}, } @article{carter_scaling_2018, title = {Scaling {Up} {Inclusive} {Approaches} for {Marginalised} and {Vulnerable} {People}}, copyright = {This report was prepared for the UK Government’s Department for International Development (DFID). It is licensed for non-commercial purposes only. © DFID – Crown copyright 2018.}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/13964}, abstract = {This rapid review summarises the evidence on how to scale up inclusive approaches to complex social change. It looks at how to design scalable inclusive change interventions, as well as how to plan and manage the scale-up process. Focusing on interventions with the aim of reaching the most marginalised and transform social norms, it covers programmes aiming to deliver inclusive outcomes for women and girls (with a particular focus on preventing violence against women and girls) and persons with disabilities. To date, many interventions seeking to change harmful gender and disability norms have been implemented as small-scale projects. There are limited experiences of scale-up and fewer evaluations of these experiences. However, there are some documented case studies as well as emerging analysis that draw out lessons learned. From this evidence base, this rapid desk review identifies eight critical issues commonly highlighted as important considerations when scaling up inclusive change interventions: 1. Opportunities for systemic approach, including integrating political and community-level scale-up, and coordinating across multiple sectors and stakeholders 2. Political support for scale-up 3. Strategic choices: balancing reach, speed, cost, quality, equity, and sustainability 4. Catalysing change: tipping points, diffusion effects, and local champions 5. Locally grounded, participatory, and adaptive approaches 6. Long-term approaches with funding models to match 7. Cost-effective and financially feasible scale-up strategies 8. Measuring impact and sustainability.}, language = {en}, urldate = {2019-02-15}, author = {Carter, Becky and Joshi, Anu and Remme, Michelle}, month = jul, year = {2018}, } @techreport{cooley_scaling_2016, address = {Washington DC}, title = {Scaling up - {From} {Vision} to {Large}-{Scale} {Change} - {A} {Management} {Framework} for {Practitioners}}, url = {https://www.msiworldwide.com/additional-resources/msi-scaling-framework}, abstract = {This document was originally published in 2006 and re-issued in a substantially revised Second Edition in 2012.}, urldate = {2022-06-10}, institution = {MSI}, author = {Cooley, Larry and Kohl, Richard and Ved, Rajani R.}, year = {2016}, } @techreport{undp_scaling_2013, title = {Scaling {Up} {Development} {Programmes}}, url = {https://www.undp.org/sites/g/files/zskgke326/files/publications/ScalingUP_guidancenote(Jan2013)_web.pdf}, abstract = {Many development organizations, national and local governments and civil society organizations are faced with the issue of scaling up development interventions — the main questions raised time and again are: a) what should be scaled up, and how it can be scaled up; b) is there a strong reason for a particular initiative to be scaled up; and c) what should be the value-added of the scaling up efforts, and how can practitioners ensure that technological and other innovations are being integrated for improved development effectiveness? Answers to these questions depend on a host of complex realities—the relative strengths and weaknesses in national and local systems, political and economic situations, including vulnerability of country systems to shocks, commitments from development partners, power dynamics between various groups and stakeholders in a given country, regional and global environments. For the United Nations Country Teams (UNCT) and UNDP offices, another factor to consider is how to maximize our respective comparative advantages. This guidance note summarizes the main conceptual thinking available from development institutions and academia, and presents a simplified conceptual framework and roadmap for scaling up processes. It also provides UNDP programme staff and UNCTs with practical actions and checklists to consider when designing and implementing programmes that support national scaling up initiatives, and proposes actions that can be undertaken at the regional and global levels. Although intended for internal audiences, the scaling up concept and recommendations can also be used by the public and private sector, civil society and social entrepreneurs. This note benefited from a wide consultative process held in 2011, including practical recommendations and proposals from colleagues at country offices and regional/global centres. Their insights have been instrumental in the distillation of main recommendations presented in this note, and the individuals who provided substantive contributions are gratefully noted in the Acknowledgements section.}, urldate = {2024-02-13}, institution = {UNDP}, author = {UNDP}, month = jan, year = {2013}, } @book{guerrero_scaling_2023, title = {Scaling {Up} {Development} {Impact}}, url = {https://www.amazon.com/-/es/Isabel-Guerrero/dp/B0CNWS7W64/ref=sr_1_1?__mk_es_US=%C3%85M%C3%85%C5%BD%C3%95%C3%91&keywords=Scaling+Up+Development+Impact&qid=1707861783&sr=8-1}, abstract = {Today, nearly one billion people lack electricity, over three billion lack clean water, and 750 million lack basic literacy skills. Many of these challenges could be solved with existing solutions, and technology enables us to reach the last mile like never before. Yet, few solutions attain the necessary scale to match the size of these challenges. Scaling Up Development Impact offers an analytical framework, a set of practical tools, and adaptive evaluation techniques to accompany the scaling process. It presents rich organizational experiences that showcase real-world journeys toward increased impact. From the people from IMAGOgg.org}, urldate = {2024-02-13}, publisher = {Bowker}, author = {Guerrero, Isabel and Gokhale, Siddhant and Fahsbender, Jossie}, month = nov, year = {2023}, } @incollection{dearden_scaling_2014, address = {New York}, title = {Scaling up co-design}, copyright = {cc\_by\_nc\_nd}, isbn = {978-1-4503-2256-0}, url = {http://dl.acm.org.lcproxy.shu.ac.uk/citation.cfm?id=2662155.2662182}, abstract = {In this paper we reflect on our experiences in a project where academic researchers and social change organizations are working together to explore how participatory and co-design practices can be disseminated and spread within the 'third sector'. The research project is itself co-designed and co-produced, but within various constraints arising from research funding models. We explore both our immediate outputs and our learning about successful co-research models for this challenge.}, language = {en}, urldate = {2017-09-06}, booktitle = {{PDC} 2014 : {Reflecting} connectedness : proceedings of the 13th {Participatory} {Design} {Conference}}, publisher = {ACM Press}, author = {Dearden, Andrew and Light, Ann and Zamenopoulos, Theodore and Graham, Paula and Plouviez, Emma and de Sousa, Sophia}, editor = {Winschiers-Theophilus, Heike and D'Andrea, Vincenzo and Iversen, Ole Sejer}, month = oct, year = {2014}, pages = {67--70}, } @article{lam_scaling_2020, title = {Scaling the impact of sustainability initiatives: a typology of amplification processes}, volume = {2}, issn = {2524-8162}, shorttitle = {Scaling the impact of sustainability initiatives}, url = {https://doi.org/10.1186/s42854-020-00007-9}, doi = {10.1186/s42854-020-00007-9}, abstract = {Amplifying the impact of sustainability initiatives to foster transformations in urban and rural contexts, has received increasing attention in resilience, social innovation, and sustainability transitions research. We review the literature on amplification frameworks and propose an integrative typology of eight processes, which aim to increase the impact of such initiatives. The eight amplification processes are: stabilizing, speeding up, growing, replicating, transferring, spreading, scaling up, and scaling deep. We aggregated these processes into three categories: amplifying within, amplifying out, and amplifying beyond. This integrative typology aims to stimulate the debate on impact amplification from urban and rural sustainability initiatives across research areas to support sustainability transformations. We propose going beyond an understanding of amplification, which focuses only on the increase of numbers of sustainability initiatives, by considering how these initiatives create transformative change.}, language = {en}, number = {1}, urldate = {2024-02-15}, journal = {Urban Transformations}, author = {Lam, David P. M. and Martín-López, Berta and Wiek, Arnim and Bennett, Elena M. and Frantzeskaki, Niki and Horcea-Milcu, Andra I. and Lang, Daniel J.}, month = may, year = {2020}, keywords = {City, Rural, Scaling, Transformation, Transition, Transition initiative, Urban}, pages = {3}, } @article{gargani_scaling_2017, title = {Scaling {Science}}, url = {https://ssir.org/articles/entry/scaling_science}, language = {en-us}, number = {Fall}, urldate = {2019-02-15}, journal = {Stanford Social Innovation Review}, author = {Gargani, John and McLean, Robert}, year = {2017}, } @techreport{mcclure_scaling:_2015, title = {Scaling: {Innovations} {Missing} {Middle}}, url = {https://www.thoughtworks.com/insights/blog/scaling-innovations-missing-middle}, urldate = {2016-09-08}, institution = {ThoughtWorks}, author = {McClure, Dan and Gray, Ian}, month = mar, year = {2015}, } @book{mclean_scaling_2019, title = {Scaling {Impact}: {Innovation} for the {Public} {Good}}, isbn = {978-0-429-88638-6}, shorttitle = {Scaling {Impact}}, url = {https://www.idrc.ca/en/book/scaling-impact-innovation-public-good}, abstract = {Scaling Impact introduces a new and practical approach to scaling the positive impacts of research and innovation. Inspired by leading scientific and entrepreneurial innovators from across Africa, Asia, the Caribbean, Latin America, and the Middle East, this book presents a synthesis of unrivalled diversity and grounded ingenuity. The result is a different perspective on how to achieve impact that matters, and an important challenge to the predominant more-is-better paradigm of scaling. For organisations and individuals working to change the world for the better, scaling impact is a common goal and a well-founded aim. The world is changing rapidly, and seemingly intractable problems like environmental degradation or accelerating inequality press us to do better for each other and our environment as a global community. Challenges like these appear to demand a significant scale of action, and here the authors argue that a more creative and critical approach to scaling is both possible and essential. To encourage uptake and co-development, the authors present actionable principles that can help organisations and innovators design, manage, and evaluate scaling strategies. Scaling Impact is essential reading for development and innovation practitioners and professionals, but also for researchers, students, evaluators, and policymakers with a desire to spark meaningful change.}, language = {en}, publisher = {Routledge}, author = {McLean, Robert and Gargani, John}, month = may, year = {2019}, note = {Google-Books-ID: 9X6YDwAAQBAJ}, keywords = {Developing \& Emerging Countries}, } @misc{mcclure_scaling_2016, title = {Scaling {Assessment} {Map}: {An} {Evolving} {Tool} {Supporting} {Innovation} {Scale} {Up}}, shorttitle = {Scaling {Assessment} {Map}}, url = {https://www.thoughtworks.com/insights/blog/scaling-assessment-map-evolving-tool-supporting-innovation-scale}, abstract = {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.}, urldate = {2017-02-15}, journal = {ThoughtWorks}, author = {McClure, Dan and Gray, Ian}, month = nov, year = {2016}, } @techreport{kniberg_scaling_2012, title = {Scaling {Agile} @ {Spotify} with {Tribes}, {Squads}, {Chapters} \& {Guilds}}, url = {https://dl.dropboxusercontent.com/u/1018963/Articles/SpotifyScaling.pdf}, urldate = {2016-10-04}, institution = {Spotify}, author = {Kniberg, Henrik and Ivarsson, Anders}, month = oct, year = {2012}, } @misc{kniberg_scaling_2017, title = {Scaling {Agile} @ {LEGO} and {Spotify} – my talk at {EA} träff}, url = {http://blog.crisp.se/2017/10/10/henrikkniberg/scaling-agile-lego-and-spotify}, urldate = {2017-11-08}, journal = {Crisp}, author = {Kniberg, Henrik}, month = oct, year = {2017}, } @techreport{fox_scaling_2016, address = {Brighton}, title = {Scaling accountability through vertically integrated civil society policy monitoring and advocacy}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/12683}, abstract = {This working paper argues that the growing field of transparency, participation and accountability (TPA) needs a conceptual reboot, to address the limited traction gained so far on the path to accountability. To inform more strategic approaches and to identify the drivers of more sustainable institutional change, fresh analytical work is needed. This paper makes the case for one among several possible strategic approaches by distinguishing between “scaling up” and “taking scale into account”. This proposition grounds an explanation of the vertical integration strategy, which involves multi-level coordination by civil society organisations of policy monitoring and advocacy, grounded in broad pro-accountability constituencies. To spell out how this strategy can empower pro-accountability actors, the paper contrasts varied terms of engagement between state and society, proposing a focus on collaborative coalitions as an alternative to the conventional dichotomy between confrontation and constructive engagement. The paper grounds this discussion by reviewing the rich empirical terrain of existing multi-level approaches, summarizing nine cases – three each in three countries – to demonstrate what can be revealed when TPA initiatives are seen through the lens of scale. It concludes with a set of broad analytical questions for discussion, followed by testable hypotheses proposed to inform future research agendas}, language = {en}, urldate = {2017-02-17}, institution = {IDS}, author = {Fox, Jonathan}, month = dec, year = {2016}, } @misc{scaled_agile_scaled_2017, title = {Scaled {Agile} {Framework} – {SAFe} for {Lean} {Software} and {System} {Engineering} 4.5}, url = {http://www.scaledagileframework.com/}, urldate = {2016-11-02}, author = {Scaled Agile}, month = jun, year = {2017}, } @book{cooley_scale_2019, title = {Scale {Up} {Sourcebook}}, abstract = {The Scale Up Sourcebook is informed and inspired by the September 2018 conference, Innovations in Agriculture: Scaling Up to Reach Millions, organized by Purdue University, in partnership with the African Development Bank. The Sourcebook consolidates, extends, and disseminates some of the scaling insights presented at the Purdue conference. It is intended as an easy-to-use guidebook targeted to a broad and diverse audience of stakeholders associated with scaling agricultural technologies and innovations to meet the needs of the world’s poor. The Sourcebook has nine chapters: designing with scale in mind; assessing scalability; using commercial markets to drive scaling; financing the transition to scale; creating an enabling environment for scale; tailoring metrics, monitoring, and evaluation to support sustainable outcomes at scale; and the critical role of intermediary and donor organizations. The Sourcebook provides guidance, tips, and examples, along with links and references to additional resources on scale up.}, language = {en}, publisher = {Purdue University}, author = {Cooley, Larry and Howard, Julie}, year = {2019}, } @article{cooley_scale_2019, title = {Scale {Up} {Sourcebook}}, url = {https://docs.lib.purdue.edu/scaleup/sourcebook/book/1}, abstract = {The Scale Up Sourcebook is informed and inspired by the September 2018 conference, Innovations in Agriculture: Scaling Up to Reach Millions, organized by Purdue University, in partnership with the African Development Bank. The Sourcebook consolidates, extends, and disseminates some of the scaling insights presented at the Purdue conference. It is intended as an easy-to-use guidebook targeted to a broad and diverse audience of stakeholders associated with scaling agricultural technologies and innovations to meet the needs of the world’s poor. The Sourcebook has nine chapters: designing with scale in mind; assessing scalability; using commercial markets to drive scaling; financing the transition to scale; creating an enabling environment for scale; tailoring metrics, monitoring, and evaluation to support sustainable outcomes at scale; and the critical role of intermediary and donor organizations. The Sourcebook provides guidance, tips, and examples, along with links and references to additional resources on scale up.}, journal = {Scale Up Conference}, author = {Cooley, Larry and Howard, Julie}, month = apr, year = {2019}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 9: {Engaging} {State} {Houses} of {Assembly}}, shorttitle = {{SAVI} {Approach} {Paper} 9}, url = {http://savi-nigeria.org/approach/savi-approach-paper-9-engaging-state-houses-of-assembly/}, abstract = {The overall aim of SAVI engagement with SHoAs is to promote lasting reforms that are not dependent on external funding and which promote an increasingly more responsive and accountable relationship between Nigerian state governments and their citizens. SHoAs are supported to be more effective agents of citizen voice and public accountability, demanding better performance from...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 8: {Engaging} the {Media}}, shorttitle = {{SAVI} {Approach} {Paper} 8}, url = {http://savi-nigeria.org/approach/savi-approach-paper-8-engaging-the-media/}, abstract = {The overall aim of SAVI engagement with the media is for media representation of citizens’ interests to become normal, and play its part in helping state governments to be more responsive, inclusive and accountable to their citizens. Media partners – individual media personnel and selected media houses – are supported to be more effective agents...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 7: {Promoting} {Gender} {Equality} and {Social} {Inclusion}}, shorttitle = {{SAVI} {Approach} {Paper} 7}, url = {http://savi-nigeria.org/approach/savi-approach-paper-7-promoting-gender-equality-and-social-inclusion/}, abstract = {We promote attention to gender equality and social inclusion in all of our engagement with CS groups, the media and SHoAs, and in all of the issues and processes they work on. In all the states we work in, we also support partners to focus on some issues and form some partnerships and networks which...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 6: {Engaging} {Civil} {Society}}, shorttitle = {{SAVI} {Approach} {Paper} 6}, url = {http://savi-nigeria.org/approach/savi-approach-paper-6-engaging-civil-society/}, abstract = {SAVI state teams provide support to CS groups to become more effective agents of citizens’ voice and public accountability, through a variety of mutually reinforcing interventions. These include: hands-on support to demonstration civil society Advocacy Partnerships (APs) facilitating working partnerships between civil society APs, SHoAs, and the media brokering working relationships between all of these...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 5: {Defining} and {Measuring} {Results}}, shorttitle = {{SAVI} {Approach} {Paper} 5}, url = {http://savi-nigeria.org/approach/defining-and-measuring-results/}, abstract = {SAVI aims to facilitate replicable and sustainable processes of citizen engagement in governance. The programme in each state is locally defined, flexible and adaptive, and results are not predictable in advance. Standardised monitoring tools are not applicable, and consequently we have evolved our tools and frameworks during the programme through processes of learning by doing....}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 4: {Thinking} and {Working} {Politically} - {Supporting} partners and staff through a participatory apporach to political economy analysis}, shorttitle = {{SAVI} {Approach} {Paper} 4}, url = {http://savi-nigeria.org/approach/thinking-and-working-politically/}, abstract = {Thinking and acting politically is central to the SAVI programme. We support staff and partners to analyse the power relations that shape change in their state, and to use this knowledge to inform their decision-making. This includes decisions made by SAVI state teams relating to the issues and partners they engage with and support, and...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 3: {Theory} of {Change}}, shorttitle = {{SAVI} {Approach} {Paper} 3}, url = {http://savi-nigeria.org/approach/theory-of-change/}, abstract = {SAVI’s theory of change is a simple, practical guide that staff and partners use to plan and to monitor change – as well as to reflect on and enhance their own effectiveness. It sets out broad stages of attitude and behaviour change over time to facilitate effective citizen engagement in governance processes, systems and structures....}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 2: {Programme} {Design}}, shorttitle = {{SAVI} {Approach} {Paper} 2}, url = {http://savi-nigeria.org/approach/programme-design/}, abstract = {SAVI supports citizen engagement in governance through a facilitated partnership approach, in contrast to the usual approach of grants to civil society organisations (CSOs). The overall aim is to facilitate and support working relationships and processes of reform that are home-grown, self-sustaining and, after initial engagement, not dependent on external support. Our way of working...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2016, address = {London}, title = {{SAVI} {Approach} {Paper} 15: {Introduction} to {PERL}: the {SAVI} {Successor} {Programme}}, shorttitle = {{SAVI} {Approach} {Paper} 15}, url = {http://savi-nigeria.org/approach/savi-approach-paper-15/}, abstract = {In May 2016, SAVI transitioned into a successor programme – the ‘Engaged Citizens Pillar’ (ECP) of a wider DFID-funded governance reform programme ‘The Partnership to Engage, Reform and Learn’ (PERL). ECP is managed by the same service provider, Palladium, and the same core management team as SAVI, and many of the SAVI front line staff...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = dec, year = {2016}, } @techreport{savi_savi_2016, address = {London}, title = {{SAVI} {Approach} {Paper} 14: {Learning}, {Adaptation} and {Communications}}, shorttitle = {{SAVI} {Approach} {Paper} 14}, url = {http://savi-nigeria.org/approach/savi-approach-paper-14-learning-adaptation-communications/}, abstract = {SAVI, a DFID funded programme implemented by Palladium, is an adaptive programme, aiming to put learning and adaptation at the centre of all decision-making. Learning and adaptation takes place in SAVI at three levels: the work of partners; the work of SAVI delivery teams; and the enabling environment of the programme as a whole. Achieving...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = dec, year = {2016}, } @techreport{savi_savi_2016, address = {London}, title = {{SAVI} {Approach} {Paper} 13: {Measuring} {Value} for {Money} and using {Value} for {Money} {Analysis}}, shorttitle = {{SAVI} {Approach} {Paper} 13}, url = {http://savi-nigeria.org/approach/savi-approach-paper-13-measuring-value-money-using-value-money-analysis/}, abstract = {SAVI has established its own framework for assessing Value for Money in annual performance – in relation to expenditure, economy, efficiency, effectiveness and equity. Routine tracking and analysis of expenditure and economy ensure that inputs are supplied and services delivered to partners in line with SAVI’s core values, whilst also meeting DFID requirements and competing...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = dec, year = {2016}, } @techreport{savi_savi_2016, address = {London}, title = {{SAVI} {Approach} {Paper} 12: {Managing} {Programme} {Finances} to {Support} {Adaptive}, {Locally}-led {Processes} of {Citizen} {Engagement} in {Governance}}, shorttitle = {{SAVI} {Approach} {Paper} 12}, url = {http://savi-nigeria.org/approach/savi-approach-paper-12-managing-programme-finances-support-adaptive-locally-led-processes-citizen-engagement-governance/}, abstract = {SAVI, is seeking to support processes of citizen engagement in governance in ways that are effective in influencing reform, and that are able to take on a life of their own without continuing donor support. SAVI is also an adaptive programme, putting learning and adaptation at the centre of all decision-making. Money is used and...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = dec, year = {2016}, } @techreport{savi_savi_2016, address = {London}, title = {{SAVI} {Approach} {Paper} 11: {Managing} and {Staffing} an {Adaptive} {Citizen} {Engagement} {Programme}}, shorttitle = {{SAVI} {Approach} {Paper} 11}, url = {http://savi-nigeria.org/approach/savi-approach-paper-11-managing-staffing-adaptive-citizen-engagement-programme/}, abstract = {SAVI, a DFID funded programme implemented by Palladium, is an adaptive programme putting learning and adaptation at the centre of all decision-making. In relation to management and staffing SAVI has established the following approaches to facilitate this: – An adaptive approach to programme management: Full time strategic technical leadership, that works closely with and complements...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = dec, year = {2016}, } @techreport{savi_savi_2015, address = {London}, title = {{SAVI} {Approach} {Paper} 10: {Engaging} {State} {Governments}}, shorttitle = {{SAVI} {Approach} {Paper} 10}, url = {http://savi-nigeria.org/approach/savi-approach-paper-10-engaging-state-governments/}, abstract = {SAVI as a programme does not directly work with state governments – but we work in close conjunction with sister programmes who are supporting state governments on governance and sector reforms. SAVI supports non-government and SHoA partners to play their part in promoting more responsive, inclusive and accountable state governance delivering better services for citizens....}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = sep, year = {2015}, } @techreport{savi_savi_2015, address = {DFID}, title = {{SAVI} {Approach} {Paper} 1: {Core} {Values}}, shorttitle = {{SAVI} {Approach} {Paper} 1}, url = {http://savi-nigeria.org/approach/core-values/}, abstract = {Governance reform is about government and citizens working together in more responsive, inclusive and accountable ways for the benefit of citizens. More responsive, inclusive and accountable attitudes and behaviour on the part of government and non-government stakeholders are the critical factors which lead to meaningful reform processes, and replicate and sustain reforms beyond the lifetime...}, language = {en-US}, urldate = {2018-02-28}, institution = {London}, author = {SAVI}, month = sep, year = {2015}, } @misc{earl_sara_2008, title = {Sara {Earl} {Outcome} {Mapping} pt 1, 2, and 3}, url = {https://www.youtube.com/watch?v=fPL_KEUawnc}, abstract = {These three videos from Sarah Earl provide an introduction to the concepts of Outcome Mapping}, author = {Earl, Sara}, year = {2008}, } @misc{methods_lab_sample_2015, title = {Sample interview questions for evaluability assessment}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/10032.pdf}, urldate = {2018-11-10}, author = {Methods Lab}, month = nov, year = {2015}, } @misc{methods_lab_sample_2018, title = {Sample criteria to select case studies for evaluation}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/10043.pdf}, abstract = {Time and budget constraints often mean that organisations are unable to evaluate all of their programmes, and large programmes, operating in multiple locations, are unable to evaluate all project sites. This tool introduces two sets of criteria to support evaluators and programme managers to select case studies or programmes for evaluation: i) information about how relevant or feasible evaluation is for individual programmes, and ii) across the overall portfolio, strategic thinking around what types of cases are most important to understand. This tool was developed by Anne Buffardi, Irene Guijt, Simon Hearn and Tiina Pasanen for use in The Methods Lab projects.}, urldate = {2018-11-10}, author = {{Methods Lab}}, month = nov, year = {2018}, } @misc{methods_lab_sample_2015, title = {Sample agendas for an evaluability assessment stakeholder workshop}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/10042.pdf}, abstract = {An evaluability assessment aims to assess the extent to which, and how best, an intervention can be evaluated in a reliable and credible fashion. These sample agendas are intended for people convening key stakeholders (such as project implementation staff and managers, donors and government officials) to discuss the purpose and scope of an impact evaluation and to identify key evaluation questions. This tool was developed by Bronwen McDonald, Anne Buffardi and Irene Guijt for use in Methods Lab projects. It accompanies the Methods Lab publication ‘Evaluability assessment for impact evaluation: guidance, checklists and decision support’.}, urldate = {2018-10-11}, author = {{Methods Lab}}, month = nov, year = {2015}, } @techreport{harvey_salt_2011, address = {Eureka}, title = {Salt {River} {Ecosystem} {Restoration} {Project} - {Adaptive} {Management} {Plan}}, language = {en}, institution = {Humboldt County Resource Conservation District}, author = {Harvey, H.T.}, year = {2011}, pages = {57}, } @misc{dfid_rwanda_2018, title = {Rwanda {Multi}-{Donor} {Civil} {Society} {Support} {Programme} (2015-2021)}, url = {https://devtracker.dfid.gov.uk/projects/GB-1-203927/documents}, abstract = {Project data for the Rwanda Multi-Donor Civil Society Support Programme (2015-2021). Strengthened civil society engagement on critical social cohesion, reconciliation and governance issues in Rwanda. DFID will provide funding and technical support to Rwandan civil society organisations to support the design and implementation of governance and reconciliation focused initiatives, and to support more effective engagement (influencing) with government on these issues.}, urldate = {2019-04-16}, journal = {Development Tracker}, author = {DFID}, year = {2018}, } @book{chambers_rural_1983, title = {Rural development: putting the last first}, copyright = {http://opendocs.ids.ac.uk/opendocs/handle/123456789/80}, shorttitle = {Rural development}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/178}, language = {en}, urldate = {2017-04-07}, publisher = {Prentice Hall}, author = {Chambers, Robert}, year = {1983}, } @misc{green_rules_2020, title = {Rules of {Thumb} – good idea or double-edged sword?}, url = {https://oxfamblogs.org/fp2p/rules-of-thumb-good-idea-or-double-edged-sword/}, abstract = {A recent conversation with a good governance programme in Myanmar tried to identify its underlying rules of thumb. Was that a good idea?}, language = {en-GB}, urldate = {2020-10-01}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = oct, year = {2020}, } @misc{aston_rubrics_2020, title = {Rubrics as a harness for complexity}, url = {https://thomasmtaston.medium.com/rubrics-as-a-harness-for-complexity-6507b36f312e}, abstract = {In this final blog in the series, I want to look at the potential value of rubrics. While evaluability assessments can help us to…}, language = {en}, urldate = {2021-02-18}, journal = {Medium}, author = {Aston, Thomas}, month = dec, year = {2020}, } @book{simonsen_routledge_2013, address = {New York}, title = {Routledge international handbook of participatory design}, isbn = {978-0-415-69440-7 978-0-203-10854-3 978-1-136-26619-5 978-0-415-72021-2}, abstract = {"Participatory Design is about the direct involvement of people in the co-design of the technologies they use. Its central concern is how collaborative design processes can be driven by the participation of the people affected by the technology designed. Embracing a diverse collection of principles and practices aimed at making technologies, tools, environments, businesses, and social institutions more responsive to human needs, the International Handbook of Participatory Design is a state-of-the-art reference handbook for the subject. The Handbook brings together a multidisciplinary and international group of highly recognized and experienced experts to present an authoritative overview of the field and its history and discuss contributions and challenges of the pivotal issues in Participatory Design, including heritage, ethics, ethnography, methods, tools and techniques and community involvement. The book also highlights three large-scale case studies which show how Participatory Design has been used to bring about outstanding changes in different organisations. The book shows why Participatory Design is an important, highly relevant and rewarding area for research and practice. It will be an invaluable resource for students, researchers, scholars and professionals in Participatory Design"--}, language = {English}, publisher = {Routledge}, author = {Simonsen, Jesper and Robertson, Toni}, year = {2013}, note = {OCLC: 754734489}, } @article{sims_risk_2020, title = {Risk navigation for {Thinking} and {Working} {Politically}: {The} work and disappearance of {Sombath} {Somphone}}, issn = {0950-6764, 1467-7679}, shorttitle = {Risk navigation for {Thinking} and {Working} {Politically}}, url = {https://onlinelibrary.wiley.com/doi/10.1111/dpr.12527}, doi = {10.1111/dpr.12527}, abstract = {Abstract Motivation On December 15, 2012 Sombath Somphone was abducted at a police checkpoint in his home city of Vientiane, the capital of Laos; his whereabouts remain unknown. This article considers his work and disappearance through the lens of Thinking and Working Politically (TWP) approaches to development. The article is supportive of TWP, but emphasizes the significant risks of politicized programming in authoritarian contexts. Purpose By examining the case of Sombath Somphone, the article seeks to offer insights for safer, and more effective, TWP programming. It considers how specific events in authoritarian contexts can suddenly reposition development workers and/or organizations as political dissidents. Approaches and Methods The argument draws on analysis of grey literature; conversational and observational knowledge accrued during 18 months of fieldwork in Laos between 2011 and 2018; on‐going formal and informal interviews with members of Laos’ civil society sector; and extensive dialogue with Sombath Somphone’s wife, Ng Shui Meng. Findings The article identifies four key factors that contributed to the enforced disappearance of Sombath Somphone: international exposure; timing; particular elites; and strategies of oppression. It highlights the need for further consideration of how to anticipate and mitigate the dangers of politically oriented development work, as well as the different forms of risk experienced by local and international development actors working in authoritarian contexts. Policy Implications TWP has much to offer to development practice, but its contributions should not threaten the safety of local development actors. More attention must be given to preventing and mitigating such risks.}, language = {en}, urldate = {2020-12-16}, journal = {Development Policy Review}, author = {Sims, Kearrin}, month = dec, year = {2020}, pages = {dpr.12527}, } @techreport{von_schiller_rigorous_2020, address = {GIZ}, title = {Rigorous {Impact} {Evaluation} in {GIZ} {Governance} {Programmes}}, url = {https://www.idos-research.de/uploads/media/giz2021-0019en-rigorous-impact-evaluation-giz-governance-programmes_01.pdf}, abstract = {Why should I integrate an impact assessment in my programme? How will the programme benefit from it? Are the benefits worth the effort and expenses? How do I design and implement it in detail? Who is addressable for support? What should I pay attention to in order to get the most out of it? This note is meant to answer these questions. It addresses leaders and project staff of governance programmes who are interested in using this tool within their specific governance programme or project. This note provides a guideline and good practice recommendations on how to design and conduct an impact assessment and on how to fully utilise the benefits of the results for the programme and for communication with commissioners, partners and other donors. Additionally, this note will point to indirect benefits that can arise and that should not be ignored. Results of impact assessments are highly relevant for the GIZ as an institution. However, in this note we stress the benefits for the programme or project itself. In particular this note addresses the following aspects: • What are rigorous impact assessments and why should GIZ Governance programmes conduct them more often within their programmes? • Which phases does an impact assessment include? How do I set one up and which aspects deserve special attention in each phase to maximise the benefits for my programme? • What are the benefits I can expect from implementing and impact assessment? • Whom to ask at headquarters in case I need support? This note complements the policy brief “Strategic use of Rigorous Impact Evaluation” and the corporate strategic review on “Rigorous Impact Evaluation” written by the GIZ evaluation unit which focuses on the strategic use of rigorous impact evaluations (RIE) at GIZ. Based on the review findings, the policy brief presents recommendations for strategic planning and implementation of purpose-sensitive RIE using a number of key levers. By adopting central coordination and needs-based support mechanisms, the evaluation unit intends to promote the strategic use of RIE for evidence-based learning and decision-making within the organisation.}, urldate = {2023-03-28}, institution = {Bonn}, author = {von Schiller, Armin}, year = {2020}, } @techreport{usaid_rfi-521-17-000015_2017, address = {Port au Prince}, title = {{RFI}-521-17-000015 - {Improving} {Governance} in {Haiti} {Program} ({IGHI})}, url = {https://www.grants.gov/web/grants/view-opportunity.html?oppId=295067}, urldate = {2017-06-28}, institution = {USAID}, author = {USAID}, month = jun, year = {2017}, } @techreport{wilkie_rewards_2016, address = {Washington DC}, type = {Technical {Brief}}, title = {Rewards and {Risks} {Associated} with {Community} {Engagement} in {Anti}-{Poaching} and {Anti}-{Trafficking}}, abstract = {This Biodiversity Technical Brief summarizes research on the roles communities do and should play in countering wildlife crime, motivations, and benefits for individuals and communities to engage in anti-poaching and anti-trafficking efforts, and risks and mitigation of risks associated with involvement. Peer-reviewed and grey literature, structured interviews, and case studies informed the research, with highlights from six case studies in Peru, Madagascar, Namibia, Philippines, Kenya, and Indonesia.}, language = {en}, institution = {USAID}, author = {Wilkie, David and Painter, Michael and Jacob, Anila}, month = may, year = {2016}, pages = {5}, } @misc{carothers_revisiting_2018, title = {Revisiting the {Foundational} {Assumptions} of {Fiscal} {Transparency} and {Accountability} {Work}}, url = {https://www.internationalbudget.org/2018/11/revisiting-fiscal-transparency-accountability-foundational-assumptions/}, abstract = {The Fiscal Futures team recently updated the foundational assumptions of fiscal transparency and accountability work to fit today’s world. Learn more.}, language = {en-US}, urldate = {2018-11-23}, journal = {International Budget Partnership}, author = {Carothers, Thomas and Brechenmacher, Saskia}, month = nov, year = {2018}, } @techreport{vogel_review_2012, title = {Review of the use of ‘{Theory} of {Change}’ in {International} development}, shorttitle = {{DFID} research}, url = {https://www.gov.uk/government/news/dfid-research-review-of-the-use-of-theory-of-change-in-international-development}, abstract = {A new report on Theory of Change (ToC) and its use in International development has just been produced.}, urldate = {2016-03-24}, institution = {DFID}, author = {Vogel, Isabel}, month = apr, year = {2012}, } @book{connolly_review_2013, title = {Review of the use of report cards for monitoring ecosystem and waterway health}, publisher = {Gladstone Healthy Harbour Partnership}, author = {Connolly, Rod and Bunn, Stuart and Campbell, Marnie and Escher, Beate and Hunter, Jane and Maxwell, Paul and Richmond, Sarah and Rissik, David and Roiko, Anne and Smart, Jim and Teasdale, Peter and Harbour, Sunrise Over Gladstone}, year = {2013}, } @techreport{pieper_review_2018, title = {Review of {Selected} {DFAT} {Facilities}: {Independent} {Consultant} {Report} to {DFAT}, {Key} {Findings}}, url = {https://dfat.gov.au/about-us/publications/Documents/independent-facilities-review.pdf}, abstract = {For the purposes of this report, a facility is defined as an aid delivery mechanism that provides flexible (adaptive and responsive) services managed in an integrated way. Objectives (or endof-facility outcomes) are specified, but the pathways to deliver them are left unspecified. The facility is a highly relevant model for delivering Australian aid effectively. Achievement of the Sustainable Development Goals depends on flexible approaches that work across sectors and that integrate significant cross-cutting themes such as gender equality and social inclusion. Efficient DFAT management of a \$4 billion aid program requires a shift to fewer and larger initiatives, to make best use of limited internal management resources while still enabling policy and program choices that can have real impact. Facilities and other flexible delivery mechanisms offer significant potential for better development results. They can: enable collaborative and responsive partnership approaches to gain traction; allow activities to experiment and adapt based on progress, demand and contextual changes; and provide the opportunity for outcome-focused coherence across sectors, enabling the whole to be more than the sum of the parts. Facilities are not new, but they are different today. Facilities have existed since at least the mid-1990s. What is new is that some facilities today are very large; and the flexibility they enable is increasingly and consciously being used to strengthen links between the technical and the political, for more effective development results. This is a positive trend, but it adds enormously to their complexity and visibility, creates new risks, and has resulted in role confusion (especially in early years of implementation) between DFAT and its contractors.}, urldate = {2019-05-16}, institution = {DFAT}, author = {Pieper, Lynn}, year = {2018}, } @article{rondinelli_review_1985, title = {Review of {Development} {Projects} as {Policy} {Experiments}: {An} {Adaptive} {Approach} to {Development} {Administration}}, volume = {61}, issn = {0013-0095}, shorttitle = {Review of {Development} {Projects} as {Policy} {Experiments}}, url = {https://www.jstor.org/stable/143872}, doi = {10.2307/143872}, number = {2}, urldate = {2023-11-03}, journal = {Economic Geography}, author = {Uphoff, Norman}, collaborator = {Rondinelli, Dennis}, year = {1985}, note = {Publisher: [Clark University, Wiley]}, pages = {181--183}, } @article{singer_review_1969, title = {Review {Article}: {Albert} {O}. {Hirschman}: {Development} {Projects} {Observed}}, copyright = {http://www.ids.ac.uk/files/dmfile/IDSOpenDocsStandardTermsOfUse.pdf}, issn = {1759-5436}, shorttitle = {Review {Article}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/11148}, doi = {10.1111/j.1759-5436.1969.mp1003006.x}, urldate = {2017-04-07}, author = {Singer, Dr H. W.}, month = jan, year = {1969}, } @article{apgar_revealing_2023, title = {Revealing the {Relational} {Mechanisms} of {Research} for {Development} {Through} {Social} {Network} {Analysis}}, volume = {35}, issn = {1743-9728}, url = {https://doi.org/10.1057/s41287-023-00576-y}, doi = {10.1057/s41287-023-00576-y}, abstract = {Achieving impact through research for development programmes (R4D) requires engagement with diverse stakeholders across the research, development and policy divides. Understanding how such programmes support the emergence of outcomes, therefore, requires a focus on the relational aspects of engagement and collaboration. Increasingly, evaluation of large research collaborations is employing social network analysis (SNA), making use of its relational view of causation. In this paper, we use three applications of SNA within similar large R4D programmes, through our work within evaluation of three Interidsiplinary Hubs of the Global Challenges Research Fund, to explore its potential as an evaluation method. Our comparative analysis shows that SNA can uncover the structural dimensions of interactions within R4D programmes and enable learning about how networks evolve through time. We reflect on common challenges across the cases including navigating different forms of bias that result from incomplete network data, multiple interpretations across scales, and the challenges of making causal inference and related ethical dilemmas. We conclude with lessons on the methodological and operational dimensions of using SNA within monitoring, evaluation and learning (MEL) systems that aim to support both learning and accountability.}, language = {en}, number = {2}, urldate = {2023-04-13}, journal = {The European Journal of Development Research}, author = {Apgar, Marina and Fournie, Guillaume and Haesler, Barbara and Higdon, Grace Lyn and Kenny, Leah and Oppel, Annalena and Pauls, Evelyn and Smith, Matthew and Snijder, Mieke and Vink, Daan and Hossain, Mazeda}, month = apr, year = {2023}, pages = {323--350}, } @techreport{rassmann_retrospective_2013, title = {Retrospective ‘{Outcome} {Harvesting}’: {Generating} robust insights about a global voluntary environmental network}, url = {https://www.betterevaluation.org/sites/default/files/Retrospective%20outcome%20harvesting.pdf}, urldate = {2018-03-09}, institution = {Better Evaluation}, author = {Rassmann, Kornelia and Smith, Richard and Mauremootoo, John and Wilson-Grau, Ricardo}, month = apr, year = {2013}, pages = {16}, } @techreport{laws_rethinking_2020, address = {London}, type = {Briefing note}, title = {Rethinking value for money for adaptive, politically smart programmes - {Lessons} from {Institutions} for {Inclusive} {Development} in {Tanzania}}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/202002_odi_i4id_briefing_note_gender_web.pdf}, abstract = {- This short paper draws out lessons for working effectively with and through partners, based on the experience of the Institutions for Inclusive Development (I4ID) programme – an adaptive, politically smart governance programme in Tanzania. • Cultivating effective partnerships can be a key part of delivering locally legitimate projects that have the potential to create sustainable change. Adaptive and politically informed ways of working create specific opportunities and challenges for doing this well. • Flexible and adaptive programmes are deliberately designed to experiment and to make small investments in different areas, to see what will work. While this is often important for making headway on complex challenges, it can also leave partners exposed and can undermine trust. • It can also be challenging to balance the need to meet accountability commitments to donors while allowing local partners to take the lead in pursuing their own objectives. • Co-creating plans, priorities and activities with partners has the potential to resolve some of these tensions. But the time and patience required to do this successfully should not be underestimated, and can be difficult to maintain in the face of pressure from donors to see results within a confined timeframe.}, urldate = {2021-02-18}, institution = {ODI}, author = {Laws, Ed}, month = mar, year = {2020}, } @techreport{koleros_rethinking_2016, address = {London}, type = {Case {Study}}, title = {Rethinking systemic change in practice - perspectives from {NUTEC}-{MD} in northern {Uganda}}, url = {https://beamexchange.org/resources/860/}, abstract = {Document description This document is currently being finalised and will be published shortly. Please try again soon. Recent research by The BEAM Exchange seeks to understand theoretical perspectives on how market systems approaches can contribute to inclusive economic development through systemic change. It produced three main insights. Economies are evolving systems, building on the mechanisms of variety creation, selection and amplification. Current economic performance, including aspects like the inclusiveness of growth and economic evolution, are shaped by the ability of a society to explore different options for institutional arrangements and adjust them over time. This process of evolution is complex. While some aspects can be designed and managed, others need to be explored through a process of learning and adjustment. This paper responds to these insights by providing a practitioner perspective through the lens of one programme: “Northern Uganda: Transforming the Economy through Climate Smart Agribusiness – Market Development (NUTEC-MD)”, implemented by Palladium Group. It begins with a brief introduction to the programme and key aspects of its design phase. It then provides a summary of the three main research insights, with reflections on their applicability for programme design based on the NUTEC-MD experience. Finally, it provides some conclusions for the wider practitioner community based on this case.}, urldate = {2017-05-17}, institution = {BEAM Exchange}, author = {Koleros, Andrew}, month = dec, year = {2016}, } @techreport{cunningham_rethinking_2016, title = {Rethinking systemic change: economic evolution and institutions. {Technical} {Paper}}, url = {https://beamexchange.org/uploads/filer_public/ac/39/ac395b26-2a17-4195-a485-412cff275929/systemic_change_discussion_paper.pdf}, abstract = {The primary aim of this research project was to find a conceptually sound definition of systemic change. To do so, it was essential to gain a better understanding of how economies change. The central part of the research work, therefore, was an extended literature review on three bodies of knowledge: evolutionary economics, new institutional economics and complexity theory. There is a growing interest in these bodies of knowledge, combined often called New Economic Thinking, and how they affect economic development. Hence, while rethinking systemic change, this work also contributes to answering the broader question of how market systems approaches can contribute to inclusive economic development. The answer, in short, is to shift the focus away from improving transactions at the micro level towards enabling actors to continuously shape an institutional landscape that supports inclusive economic evolution. This technical paper provides an in-depth review of the fields of evolutionary economics, new institutional economics and complexity and social change. It is argued that economic development is a complex, non-linear and continuous evolutionary process. Both market and non-market institutions matter greatly in shaping economic performance. The paper then explores the consequences of this understanding for market development practice. It discusses how market development practitioners can engage in and shape an intentional change processes. To translate the theory into practice, seven principles are suggested that can be applied to market systems development practice. The paper concludes with a reframed look at systemic change in market systems development. A discussion paper presents the key messages from the literature review and seven principles drawing from this literature, and a case study offers a practitioner perspective through the lens of one market systems development programme: DFID-funded Northern Uganda: Transforming the Economy through Climate Smart Agribusiness – Market Development (NUTEC-MD).}, urldate = {2019-02-01}, institution = {BEAM Exchange}, author = {Cunningham, Shawn and Jenal, Marcus}, month = dec, year = {2016}, } @techreport{cunningham_rethinking_2016, title = {Rethinking systemic change: economic evolution and institutions. {Discussion} paper}, url = {https://beamexchange.org/uploads/filer_public/ac/39/ac395b26-2a17-4195-a485-412cff275929/systemic_change_discussion_paper.pdf}, abstract = {The primary aim of this research project was to find a conceptually sound definition of systemic change. To do so, it was essential to gain a better understanding of how economies change. The central part of the research work, therefore, was an extended literature review on three bodies of knowledge: evolutionary economics new institutional economics complexity theory There is a growing interest in these bodies of knowledge, combined often called New Economic Thinking, and how they affect economic development. Hence, while rethinking systemic change, this work also contributes to answering the broader question of how market systems approaches can contribute to inclusive economic development. The answer, in short, is to shift the focus away from improving transactions at the micro level towards enabling actors to continuously shape an institutional landscape that supports inclusive economic evolution. This discussion paper briefly presents the key messages from the literature review and seven principles drawing from this literature. The principles can be used by market development practitioners, including technical advisers in donor organisations, programme designers and team leaders, to shape programmes and become more in line with how change happens in the economy. A list of selected references is presented at the end. A technical paper contains a much more detailed discussion of the findings and the principles and an extensive list of references. A case study offers a practitioner perspective through the lens of one market systems development programme: DFID-funded Northern Uganda: Transforming the Economy through Climate Smart Agribusiness – Market Development (NUTEC-MD).}, urldate = {2019-02-01}, institution = {BEAM Exchange}, author = {Cunningham, Shawn and Jenal, Marcus}, month = dec, year = {2016}, } @techreport{cunningham_rethinking_2016, address = {London}, type = {Technical {Paper}}, title = {Rethinking systemic change: economic evolution and institutions}, url = {https://beamexchange.org/resources/860/}, abstract = {Resources that contain evidence of market systems interventions. Recently updated.}, urldate = {2017-05-17}, institution = {BEAM Exchange}, author = {Cunningham, Shawn and Jenal, Marcus}, month = dec, year = {2016}, } @techreport{lynn_rethinking_2016, title = {Rethinking {Rigor} - {Increasing} {Credibility} and {Use}}, url = {https://www.fsg.org/wp-content/uploads/2021/08/AEARigor_Handout_Logos.pdf}, abstract = {Evaluations of complex systems change strategies or adaptive, innovative programs cannot use the traditional “rigor” yardstick to measure quality. This paper proposes a new definition of rigor, one that applies in any setting, but particularly in complex, adaptive ones. Top Takeaways: 4 criteria for the new definition of rigor: - Quality of thinking - Credible and legitimate claims - Cultural context and responsiveness - Quality and value of the learning process Regardless of its other positive attributes, an evaluation of a complex, adaptive program that fails to take into account systems thinking will not be responsive to the needs of that program.}, urldate = {2022-04-22}, institution = {Spark Policy Institute \& FSG}, author = {Lynn, Jewlya and Preskill, Hallie}, month = jan, year = {2016}, } @article{eriksson_rethinking_2016, title = {Rethinking {Participation} and {Re}-enacting {Its} {Dilemmas}? {Aarhus} 2017 and “{The} {Playful} {Society}”}, volume = {2}, copyright = {Copyright (c) 2015 Conjunctions. Transdisciplinary Journal of Cultural Participation}, issn = {2246-3755}, shorttitle = {Rethinking {Participation} and {Re}-enacting {Its} {Dilemmas}?}, url = {http://www.conjunctions-tjcp.com/article/view/22918}, doi = {10.7146/tjcp.v2i2.22918}, abstract = {In 2012 the Danish city of Aarhus was appointed European Capital of Culture for 2017. The appointment was based on an ambitious programme that – under the headline Rethink – tried to set an agenda of societal transformation, mainly by seeking to increase the impact of art and culture, and to enhance civic participation at all levels of society. In this article we examine one of the first attempts of Aarhus 2017 to realize these grand ambitions: ‘The Playful Society’, a series of micro grants aimed at enabling young people to make their own art/culture projects and participate in the overall Rethink project. Informed by theoretical distinctions between different forms of participation, and the diverse interests invested in participatory processes, we investigate how the young cultural entrepreneurs and the artistic administrators of Aarhus 2017 separately, in conjunction, and sometimes even in opposition to each other, translated these overall ambitions into practice. We argue that they illuminate some of the dilemmas of contemporary cultural participation, including the importance of question- ing who participates in what, how they do it, and in what context.}, language = {en}, number = {2}, urldate = {2016-03-23}, journal = {Conjunctions. Transdisciplinary Journal of Cultural Participation}, author = {Eriksson, Birgit and Stephensen, Jan Løhmann}, month = feb, year = {2016}, keywords = {Cultural Entrepreneurship, Participation, youth}, pages = {48--66}, } @misc{innovation_rethinking_2022, title = {Rethinking monitoring and evaluation in complex systems — when learning is a result in itself}, url = {https://medium.com/@undp.innovation/rethinking-monitoring-and-evaluation-in-complex-systems-when-learning-is-a-result-in-itself-3d1fc90d22fc}, abstract = {By Søren Vester Haldrup, UNDP’s Strategic Innovation Unit}, language = {en}, urldate = {2022-06-17}, journal = {Medium}, author = {Innovation, UNDP}, month = may, year = {2022}, } @techreport{boisvert_responding_2017, title = {Responding to complexity: {A} {Case} {Study} on the {Use} of “{Developmental} {Evaluation} for {Managing} {Adaptively}”}, shorttitle = {Evaluating {CatComm}’s {Approach}}, url = {http://catcomm.org/evaluation2017/}, urldate = {2017-11-09}, institution = {University of Massachusetts}, author = {Boisvert, Kayla}, month = jun, year = {2017}, } @techreport{engel_responding_2007, address = {Mastricht}, title = {Responding to change: {Learning} to adapt in development cooperation}, url = {http://ecdpm.org/publications/responding-change-learning-adapt-development-cooperation}, urldate = {2017-06-09}, institution = {ECDPM}, author = {Engel, Paul and Keijzer, Niels and Ørnemark, Charlotte}, month = mar, year = {2007}, } @book{walker_resilience_2006, address = {Washington, DC}, edition = {None ed. edition}, title = {Resilience {Thinking}: {Sustaining} {Ecosystems} and {People} in a {Changing} {World}}, isbn = {978-1-59726-093-0}, shorttitle = {Resilience {Thinking}}, abstract = {Increasingly, cracks are appearing in the capacity of communities, ecosystems, and landscapes to provide the goods and services that sustain our planet's well-being. The response from most quarters has been for "more of the same" that created the situation in the first place: more control, more intensification, and greater efficiency. "Resilience thinking" offers a different way of understanding the world and a new approach to managing resources. It embraces human and natural systems as complex entities continually adapting through cycles of change and seeks to understand the qualities of a system that must be maintained or enhanced in order to achieve sustainability. It explains why greater efficiency by itself cannot solve resource problems and offers a constructive alternative that opens up options rather than closing them down. In "Resilience Thinking", scientist Brian Walker and science writer David Salt present an accessible introduction to the emerging paradigm of resilience. The book arose out of appeals from colleagues in science and industry for a plainly written account of what resilience is all about and how a resilience approach differs from current practices. Rather than complicated theory, the book offers a conceptual overview along with five case studies of resilience thinking in the real world. It is an engaging and important work for anyone interested in managing risk in a complex world.}, language = {English}, publisher = {Island Press}, author = {Walker, Brian and Salt, David and Reid, Walter V.}, month = aug, year = {2006}, } @article{ashby_requisite_1958, title = {Requisite {Variety} and {Its} {Implications} for the {Control} of {Complex} {Systems}}, volume = {1}, url = {http://pcp.vub.ac.be/books/AshbyReqVar.pdf}, doi = {10.1007/978-1-4899-0718-9_28}, language = {en}, number = {2}, urldate = {2019-03-12}, journal = {Cybernetica}, author = {Ashby, W. Ross}, year = {1958}, pages = {83--99}, } @article{davies_representing_2018, title = {Representing theories of change: technical challenges with evaluation consequences}, volume = {10}, issn = {1943-9342}, shorttitle = {Representing theories of change}, url = {https://doi.org/10.1080/19439342.2018.1526202}, doi = {10.1080/19439342.2018.1526202}, abstract = {This paper looks at the technical issues associated with the representation of Theories of Change and the implications of design choices for the evaluability of those theories. The focus is on the description of connections between events rather than the events themselves, because this is seen as a widespread design weakness. Using examples and evidence from Internet sources six structural problems are described along with their consequences for evaluation. The paper then outlines a range of different ways of addressing these problems that could be used by programme designers, implementers and evaluators. The paper concludes with some caution speculating on why the design problems are so endemic but also pointing a way forward. Four strands of work are identified that CEDIL and DFID could invest in to develop solutions identified in the paper.}, number = {4}, urldate = {2021-04-16}, journal = {Journal of Development Effectiveness}, author = {Davies, Rick}, month = oct, year = {2018}, keywords = {Evaluation, evaluability, representation, theory of change}, pages = {438--461}, } @misc{methods_lab_report_2015, title = {Report templates for evaluability assessment}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/10036.pdf}, abstract = {An evaluability assessment aims to assess the extent to which, and how best, a project can be evaluated in a reliable and credible fashion. These templates are intended to help anyone conducting an evaluability assessment to structure the final report. This tool was developed by Anne Buffardi and Bronwen McDonald for use in Methods Lab projects. It accompanies The Methods Lab publication ‘Evaluability assessment for impact evaluation: guidance, checklists and decision support’.}, urldate = {2018-11-10}, author = {{Methods Lab}}, month = nov, year = {2015}, } @misc{methods_lab_report_2015, title = {Report template on integrating impact into an existing monitoring and evaluation system}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/10037.pdf}, abstract = {Many development programme staff will commission an impact evaluation towards the end of a project or programme, only to find that the monitoring system did not provide adequate data about implementation, context, baselines or interim results. This tool provides a template outline for a report making recommendations on how to integrate a focus on impact into a programme’s existing monitoring and evaluation system, as the programme moves into a new phase. This template was developed by Anne Buffardi and Tiina Pasanen for use in Methods Lab projects.}, urldate = {2018-11-10}, author = {{Methods Lab}}, month = nov, year = {2015}, } @techreport{dart_report_2008, title = {Report on outcomes and get everyone involved: {The} {Participatory} {Performance} {Story} {Reporting} {Technique}}, url = {https://www.clearhorizon.com.au/f.ashx/report-on-outcomes-and-get-everyone-involved_the-participatory-performance.pdf}, abstract = {This paper outlines the background and philosophy of Collaborative Outcomes Reporting (COR) and Performance Story Reporting (PSR), providing an overview of these emerging techniques and showing how they can be used as a framework for reporting on contribution to long-term outcomes (or targets) using mixed methods and participatory process. The report serves as an introduction to these approaches in evaluation and discusses their bias, limitations and where they might best be applied.}, author = {Dart, J.}, year = {2008}, pages = {7}, } @incollection{whaites_release_2015, title = {Release the pressure on governance practitioners}, url = {http://www.oecd.org/dac/governance-peace/governance/governance-practitioners-notebook.htm}, abstract = {The Governance Practitioner’s Notebook takes an unusual approach for the OECD-DAC Network on Governance (GovNet). It brings together a collection of specially written notes aimed at those who work as governance practitioners within development agencies. It does so, however, without attempting to offer definitive guidance – instead aiming to stimulate thinking and debate. To aid this process the book is centred on a fictional Governance Adviser. The Notebook’s format provides space for experts to speak on today’s governance issues: politics, public sector reform and stakeholder engagement. It encourages debate, charts the evolution of donor thinking, and highlights future challenges in the age of the Sustainable Development Goals. Each section introduces both technical issues and major areas of debate, providing ideas for future development support to institutional reform.}, urldate = {2016-08-11}, booktitle = {A {Governance} {Practitioner}’s {Notebook}: {Alternative} {Ideas} and {Approaches}}, publisher = {OECD}, author = {de Weijer, Frauke and Hauck, Volker}, editor = {Whaites, Alan and Gonzalez, Eduardo and Fyson, Sara and Teskey, Graham}, month = nov, year = {2015}, keywords = {IMPORTANT}, } @misc{lee_regional_2018, title = {Regional {Healthcare} {Ecosystem} {Analyst} for {Healthcare} {Associated} {Infections}}, url = {http://grantome.com/grant/NIH/R01-HS023317-01}, abstract = {Understanding and preventing the spread of both endemic and emerging healthcare-associated infectious diseases throughout hospitals and nursing homes is a national priority. Our work has shown that the many disparate inpatient healthcare facilities in a region can form a complex healthcare ecosystem connected by both direct and indirect patient sharing allowing pathogens in one health care facility to readily spread to other facilities. Our goal is to further develop RHEA (Regional Healthcare Ecosystem Analyst) into a user-friendly software tool that decision makers (e.g., policy makers, funders, product developers and manufacturers, healthcare administrators, infection prevention specialists, researchers, and educators) can readily use to help healthcare ecosystems prevent and control the spread of an endemic pathogen, methicillin- resistant Staphylococcus aureus (MRSA), and an emerging pathogen, carbapenem-resistant Enterobacteriaceae (CRE). This next generation of RHEA will bring multiple innovations by: 1) further elucidating the interconnectedness of the ecosystem and showcasing the value of cooperation among facilities versus the current individual facility approach to infectious disease control, 2) incorporating new healthcare ecosystem responses for endemic MRSA and emerging CRE, 3) continuing our work integrating economic and operational models into a framework of infectious disease epidemiological models, 4) imbuing virtual patients with characteristics linked to MRSA and CRE transmission and outcome risk, 5) building a comprehensive """"""""virtual laboratory"""""""" to help address many existing and future healthcare ecosystem infectious disease questions, and 6) building a user-friendly modeling tool that decision makers can use. The project will continue our team's longstanding modeling work and developing computational tools for decision makers via three specific aims. First, completing Specific Aim 1 will expand RHEA by adding the following capabilities: i) integrated clinical outcome and economic models, ii) more extensive and detailed patient characteristics linked to changes in infection risk and costs, iii) expanded HAI control measures, and iv) stochastic and adaptive disease parameters to represent emerging and evolving diseases. Next, Specific Aim 2 will use our newly expanded RHEA framework to model a sample endemic pathogen, MRSA, and a sample emerging pathogen, CRE to identify optimal control strategies even when pathogen characteristics are evolving. Finally, Specific Aim 3 will involve developing a user-friendly interface for RHEA and deploying it as a healthcare ecosystem computational modeling tool that various stakeholders (e.g., policy makers, healthcare administrators, infection control specialists, funders, and product manufacturers) can readily use to make decisions regarding the control of healthcare-associated infections. Public Health Relevance Understanding and preventing the spread of healthcare-associated infectious diseases throughout hospitals and nursing homes is a national priority. Simulation models can serve as virtual laboratories to help identify best practice solutions for containing common [such as methicillin-resistant Staphylococcus aureus (MRSA)] and emerging [e.g., carbapenem-resistant Enterobacteriaceae (CRE)] causes of healthcare associated infections (HAIs). Our goal is to develop our software RHEA (Regional Healthcare Ecosystem Analyst) into a computational modeling tool that can be used directly by decision makers to identify, develop, and evaluate strategies and interventions to reduce HAIs across a large geographic region.}, urldate = {2018-03-09}, journal = {Grantome}, author = {Lee, Bruce Y.}, year = {2018}, } @article{apgar_reframing_2021, title = {Reframing, refining, and reconceptualising the worst forms of child labour through participatory adaptive programming}, volume = {6}, abstract = {This article explores the potential of using participatory action research as an adaptive programming modality to drive learning and innovation to tackle the drivers of (and seek to eliminate) the Worst Forms of Child Labour. We draw on our experience from early phases of implementation of a large-scale action research programme, which despite the constraints covid-19 posed in moving to full implementation and participatory engagement with children and other stakeholders on the ground, is already generating rich learning about the opportunities and challenges of designing programmes that respond to the complex reality of WFCL. We share early learning about what it takes to be fully open to using the lived experience of programme development, and early findings from scoping and mapping of the dynamics of social norms, business practices and urban neighbourhoods and supply chains influencing WFCL in Bangladesh and Nepal, to frame and reframe the questions and response strategies and operationalise a participatory adaptive intent to work with hidden and complex dynamics that characterise the WFCL.}, language = {en}, number = {4}, journal = {Journal of modern slavery}, author = {Apgar, Marina and Burns, Danny}, year = {2021}, } @incollection{gallos_reframing_2006, address = {San Francisco}, title = {Reframing {Complexity}: {A} {Four}-{Dimensional} {Approach} to {Organizational} {Diagnosis}, {Development} and {Change}}, isbn = {978-0-7879-8426-7}, abstract = {This is the third book in the Jossey–Bass Reader series, Organization Development: A Jossey–Bass Reader. This collection will introduce the key thinkers and contributors in organization development including Ed Lawler, Peter Senge, Chris Argyris, Richard Hackman, Jay Galbraith, Cooperrider, Rosabeth Moss Kanter, Bolman \& Deal, Kouzes \& Posner, and Ed Schein, among others. "Without reservations I recommend this volume to those students of organizational behavior who want an encyclopedia of OD to gain a perspective on the past, present, and future...." Jonathan D. Springer of the American Psychological Association.}, language = {English}, booktitle = {Organization {Development}: {A} {Jossey}-{Bass} {Reader}}, publisher = {John Wiley \& Sons}, author = {Gallos, Joan V.}, editor = {Gallos, Joan V. and Schein, Edgar H.}, month = sep, year = {2006}, } @techreport{denney_reforming_2016, title = {Reforming solid waste management in {Phnom} {Penh}}, url = {http://asiafoundation.org/publication/reforming-solid-waste-management-phnom-penh}, abstract = {This paper tracks the efforts of an Asia Foundation team and local stakeholders as they worked to support improvements in the solid waste management sector in Phnom Penh, Cambodia. The team worked in a flexible way with a range of partners, and with particular focus on understanding the incentives and politics affecting service delivery. While reform of the sector remains in progress, steps have been taken to introduce more competition and better public sector management of solid waste collection in the city. This case study lays out the real-time decisions and processes which drove the strategy and implementation of this project, providing useful insights into how politically astute and flexible programs can be successfully implemented. This case has emerged from an action research process, which was led by a researcher from the Overseas Development Institute (ODI) and conducted over the course of almost two years. By capturing and analyzing the experiences of the program team in Phnom Penh, the paper intends to provide practical insights for others in the development community aiming to implement similar kinds of programming.}, number = {8}, urldate = {2016-03-23}, author = {Denney, Lisa}, month = may, year = {2016}, } @techreport{gulrajani_reforming_2016, address = {London}, type = {Research {Report}}, title = {Reforming donors in fragile states: using public management theory more strategically}, shorttitle = {Reforming donors in fragile states}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/10479.pdf}, abstract = {This paper identifies ways in which donors can be more effective in fragile and conflict-affected states by exploiting theories and concepts drawn from public management.}, language = {en}, urldate = {2018-02-16}, institution = {Overseas Development Institute}, author = {Gulrajani, Nilima and Honig, Dan}, month = apr, year = {2016}, } @misc{lim_reflections_2010, title = {Reflections on the {Utilization}-{Focused} {Evaluation} ({UFE}) {Process}}, url = {https://evaluationinpractice.files.wordpress.com/2010/12/sirca_conclave-2010-presentation-3_yl.pdf}, abstract = {This presentation from the Strengthening ICTD Research Capacity in Asia (SIRCA) provides an overview of how UFE was used in their SIRCA programme. It was presented at the Evaluation Conclave 2010, New Delhi, India The key objectives of the program are to: Enhance research capacity in Asia through rigorous academic research Create a space for dialogue on ICT4D social science research issues in Asia Create linkages through a mentorship program Disseminate findings in publications and conferences Contents SIRCA Programme SIRCA Key Objectives SIRCA Evaluation UFE Learnings UFE Challenges Evaluation is over…but there’s a lasting outcome...}, urldate = {2018-10-22}, publisher = {Strengthening ICTD Research Capacity in Asia (SIRCA) Programme}, author = {Lim, Yvonne and Mizumoto, Ann}, month = oct, year = {2010}, } @techreport{brinkerhoff_reflections_2023, address = {Birmingham}, title = {Reflections on {Ten} {Years} of {USAID}’s {Experience} with {Political} {Economy} {Analysis} and {Thinking} and {Working} {Politically}}, abstract = {The global Thinking and Working Politically (TWP) Community of Practice (CoP), the Washington DC TWP CoP, and USAID organised a webinar on 5 December 2022 to take stock of how USAID and its partners have used PEA to inform programme strategy, design and implementation, and support TWP. This paper synthesises the key points arising from the webinar, including observations on the impacts, opportunities, challenges, and prospects for PEA/TWP to become more deeply adopted and sustained as a development methodology and approach across sectors. It starts by defining key concepts. It then highlights insights from the discussions of the impact of the application of PEA and TWP principles across sectors. The paper concludes by looking at progress achieved to date, as well as constraints and opportunities to increase the uptake of both thinking and working politically in USAID-sponsored programming.}, language = {en}, institution = {TWP CoP}, author = {Brinkerhoff, Derick and Cassidy, Marc}, month = mar, year = {2023}, } @techreport{cole_reflections_2016, title = {Reflections on implementing politically informed, searching programs: lessons for aid practitioners and policy makers}, url = {http://asiafoundation.org/publication/reflections-implementing-politically-informed-searching-programs}, number = {5}, urldate = {2016-03-23}, author = {Cole, William and Ladner, Debra and Koenig, Mark and Tyrrel, Lavinia}, month = apr, year = {2016}, } @misc{paul_reflections_2020, title = {Reflections on if and how our partnership is working in {Bangladesh}}, url = {https://clarissa.global/reflections-on-if-and-how-our-partnership-is-working-in-bangladesh/}, abstract = {Effective partnership working is crucial to producing quality results, especially when working with complex problems such as the worst forms...}, language = {en-US}, urldate = {2023-10-12}, journal = {CLARISSA}, author = {Paul, Sukanta and Snijder, Mieke and Apgar, Marina}, month = dec, year = {2020}, } @misc{haikin_reflections_2013, title = {Reflections on applying iterative and incremental software development methodologies to aid and development work in developing countries}, url = {https://matthaikin.com/2013/03/11/reflecting-on-agile-approaches-to-developmentict4d}, urldate = {2017-09-01}, journal = {MattHaikin.com}, author = {Haikin, Matt}, month = mar, year = {2013}, } @techreport{punton_reflections_2016, address = {Brighton}, title = {Reflections from a {Realist} {Evaluation} in {Progress}: {Scaling} {Ladders} and {Stitching} {Theory}}, shorttitle = {Reflections from a {Realist} {Evaluation} in {Progress}}, url = {http://www.ids.ac.uk/publication/reflections-from-a-realist-evaluation-in-progress-scaling-ladders-and-stitching-theory}, abstract = {Realist evaluation provides valuable insights into how and why programmes lead to change, and can generate transferable lessons to help practitioners roll out or scale up an intervention. However, as ...}, language = {en}, urldate = {2018-07-27}, institution = {IDS}, author = {Punton, Melanie and Vogel, Isabel and Lloyd, Rob}, year = {2016}, } @techreport{gordijn_reflection_2018, address = {Wageningen}, title = {Reflection methods: {Tools} to make learning more meaningful}, shorttitle = {Reflection methods}, url = {https://research.wur.nl/en/publications/b03d4b46-36ad-4d89-a7cf-2669f0b43319}, abstract = {This handbook summarises methods that can be used to facilitate the process of reflection on the knowledge and experiences people acquire during a capacity development trajectory or training event. We believe that by explicitly integrating reflection in the learning process the learning will become clearer and better articulated and will contribute more strongly to meaningful change. Therefore we advise facilitators to deliberately include reflective learning sessions in their process design and implementation. This handbook can inspire you to do so and provides many methods which help to facilitate this.}, language = {en}, urldate = {2023-02-09}, institution = {Wageningen Centre for Development Innovation}, author = {Gordijn, Femke and Eernstman, Natalia and Helder, Jan and Brouwer, Herman}, month = jan, year = {2018}, doi = {10.18174/439461}, } @misc{actionaid_reflect_2009, type = {Reflect}, title = {Reflect {Action} {Methods}}, url = {http://www.reflect-action.org/}, abstract = {Reflect is an innovative approach to adult learning and social change, which fuses the theories of Brazilian educator Paulo Freire with participatory methodologies. It was developed in the 1990s through pilot projects in Bangladesh, Uganda and El Salvador and is now used by over 500 organisations in over 70 countries worldwide. Organisations working with Reflect won UNESCO literacy prizes in 2003, 2005, 2007, 2008 and 2010. This site is aimed at Reflect practitioners and others who want to know more about the approach. We want it to be truly interactive and the more stories, graphics and photos are submitted, the better the site will be. Please add your comments to tell us about the work you are doing with Reflect and join the discussion forum to share your ideas and experiences of working with the approach.}, urldate = {2017-07-07}, author = {ActionAid}, year = {2009}, } @techreport{buffardi_refining_2017, title = {Refining advocacy assessment: reflections from practice}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/11335.pdf}, abstract = {• This paper revisits how existing advocacy evaluation frameworks classify people and activities, and define and assess outcomes. We discuss how assessments could be more specific and propose bounding the scope of inquiry in one of four ways: strategy specific, outcome oriented, actor-centric or system-wide. • In classifying activities, the same action or event may be situated at different phases of the change pathway – in some cases used as a tactic to influence a policy outcome, and in others an intended outcome itself. • Because advocacy is more relational than other types of more technical development interventions, there will be fewer sources of directly observable data, and the direction of potential bias may be unknown. • In terms of learning, advocacy initiatives are contextually dependent, therefore lessons may be less directly transferable to subsequent phases of an initiative or to other settings. Organisations have bounded repertoires and the transferability of skill sets is limited, so advocates adapt how and with whom they engage more than what they do}, number = {500}, urldate = {2018-11-10}, institution = {ODI}, author = {Buffardi, Anne and Hearn, Simon and Tilley, Helen}, month = mar, year = {2017}, } @article{berkes_rediscovery_2000, title = {Rediscovery of {Traditional} {Ecological} {Knowledge} as {Adaptive} {Management}}, volume = {10}, copyright = {© 2000 by the Ecological Society of America}, issn = {1939-5582}, url = {https://esajournals.onlinelibrary.wiley.com/doi/abs/10.1890/1051-0761%282000%29010%5B1251%3AROTEKA%5D2.0.CO%3B2}, doi = {10.1890/1051-0761(2000)010[1251:ROTEKA]2.0.CO;2}, abstract = {Indigenous groups offer alternative knowledge and perspectives based on their own locally developed practices of resource use. We surveyed the international literature to focus on the role of Traditional Ecological Knowledge in monitoring, responding to, and managing ecosystem processes and functions, with special attention to ecological resilience. Case studies revealed that there exists a diversity of local or traditional practices for ecosystem management. These include multiple species management, resource rotation, succession management, landscape patchiness management, and other ways of responding to and managing pulses and ecological surprises. Social mechanisms behind these traditional practices include a number of adaptations for the generation, accumulation, and transmission of knowledge; the use of local institutions to provide leaders/stewards and rules for social regulation; mechanisms for cultural internalization of traditional practices; and the development of appropriate world views and cultural values. Some traditional knowledge and management systems were characterized by the use of local ecological knowledge to interpret and respond to feedbacks from the environment to guide the direction of resource management. These traditional systems had certain similarities to adaptive management with its emphasis on feedback learning, and its treatment of uncertainty and unpredictability intrinsic to all ecosystems.}, language = {en}, number = {5}, urldate = {2019-05-03}, journal = {Ecological Applications}, author = {Berkes, Fikret and Colding, Johan and Folke, Carl}, year = {2000}, keywords = {Adaptive Management, Resource management, Social learning, Traditional Ecological Knowledge, human ecology, resilience}, pages = {1251--1262}, } @misc{jacks_redesigning_2016, title = {Redesigning {Field} {Papers}’ {User} {Interface}}, url = {http://cadasta.org/redesigning-field-papers-ui/}, abstract = {For the past three months, I've been working with Cadasta and Stamen on the atlas creation pages of the Field Papers map annotation tool. The end result is now live on the Field Papers website. We took the four step “wizard” process for creating an atlas, combined it all into a single-page, and...}, urldate = {2016-09-29}, journal = {Cadasta}, author = {Jacks, Lindsey}, month = mar, year = {2016}, keywords = {IMPORTANT}, } @misc{lowther_redefining_2022, title = {Redefining rigour: using stories to evaluate systems change?}, shorttitle = {Redefining rigour}, url = {https://cpi.production.parallax.dev/insights/redefining-rigour-using-stories-to-evaluate-systems-change}, abstract = {What might a different way of understanding rigour for work in complex adaptive systems look like?}, urldate = {2022-07-26}, journal = {Centre For Public Impact (CPI)}, author = {Lowther, Keira}, month = may, year = {2022}, } @misc{preskill_redefining_2016, title = {Redefining {Rigor}: {Describing} {Quality} {Evaluation} in {Complex}, {Adaptive} {Settings}}, shorttitle = {Redefining {Rigor}}, url = {https://www.fsg.org/blog/redefining-rigor-describing-quality-evaluation-complex-adaptive-settings}, abstract = {Traditionally, evaluation has focused on understanding whether a program is making progress against pre-determined indicators. In this context, the quality of the evaluation is often measured in part by the “rigor” of the methods and scientific inquiry.}, language = {en}, urldate = {2021-11-09}, journal = {FSG}, author = {Preskill, Hallie and Lynn, Jewlya}, month = feb, year = {2016}, } @techreport{lough_reciprocity_2016, address = {Oslo}, title = {Reciprocity in {International} {Volunteer} {Cooperation}}, url = {https://www.researchgate.net/profile/Benjamin_Lough/publication/296845227_Reciprocity_in_International_Volunteer_Cooperation/links/56efaae708aed17d09f87fd3.pdf}, urldate = {2017-06-07}, institution = {Fredskorpset Norway}, author = {Lough, Benjamin J.}, year = {2016}, } @article{fung_recipes_2003, title = {Recipes for {Public} {Spheres}: {Eight} {Institutional} {Design} {Choices} and {Their} {Consequences}}, volume = {11}, number = {3}, journal = {Journal of Political Philosophy}, author = {Fung, Archon}, month = sep, year = {2003}, pages = {338--67}, } @techreport{westhorp_realist_2014, title = {Realist {Impact} {Evaluation}: {An} introduction}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/9138.pdf}, abstract = {• Realist evaluation is a member of a family of theory-based evaluation approaches which begin by clarifying the ‘programme theory’: the mechanisms that are likely to operate, the contexts in which they might operate and the outcomes that will be observed if they operate as expected. • Realist approaches assume that nothing works everywhere for everyone: context makes a big difference to programme outcomes. A realist evaluation asks not ‘what works?’ but ‘how or why does this work, for whom, in what circumstances?’ • Realist impact evaluation is most appropriate for evaluating new initiatives or programmes that seem to work but where ‘how and for whom’ is not yet understood; programmes that have previously demonstrated mixed patterns of outcomes; and those that will be scaled up, to understand how to adapt the intervention to new contexts.}, urldate = {2018-11-10}, institution = {Methods Lab}, author = {Westhorp, Gill}, month = sep, year = {2014}, pages = {12}, } @misc{better_evaluation_realist_nodate, title = {Realist {Evaluation}}, url = {https://www.betterevaluation.org/en/approach/realist_evaluation}, abstract = {Realist evaluation is a form of theory-driven evaluation, but is set apart by its explicit philosophical underpinnings. Pawson and Tilley (1997) developed the first realist evaluation approach, although other interpretations have been developed since. Pawson and Tilley argued that in order to be useful for decision makers, evaluations need to identify ‘what works in which circumstances and for whom?’, rather than merely ‘does it work?. The complete realist question is: “What works, for whom, in what respects, to what extent, in what contexts, and how?”. In order to answer that question, realist evaluators aim to identify the underlying generative mechanisms that explain ‘how’ the outcomes were caused and the influence of context.}, urldate = {2018-10-19}, journal = {Better Evaluation}, author = {{Better Evaluation}}, } @techreport{pawson_realist_2004, title = {Realist {Evaluation}}, url = {http://www.communitymatters.com.au/RE_chapter.pdf}, abstract = {Contents: Introduction 1. The nature of programmes and how they work 2. Basic concepts in the explanation and understanding of programmes 3. Strategies and methods of realist evaluation 4. Realism’s place in the policy cycle: formative, summative and synthetic approaches 5. The nature, presentation and use of findings from realist evaluation 6. Conclusion: strengths, limitations and relationships with other approaches Appendix I – ‘Thinking it through’: an exercise in realist hypothesis making. Appendix II – ‘Varieties of realist evaluation’: pocket illustrations of quantitative, qualitative, formative and synthetic applications. Appendix III – ‘Would it work here?’: a grid to help decide on the feasibility of mounting a programme ‘on your patch’.}, urldate = {2018-10-19}, author = {Pawson, Ray and Tilley, Nick}, year = {2004}, pages = {36}, } @techreport{skarin_real_2017, title = {Real {World} {SAFe} – {Leapfrogging} a successful waterfall company into {Scaled} {Agile}}, url = {http://blog.crisp.se/2017/10/04/mattiasskarin/real-world-safe-leapfrogging-a-successful-waterfall-company-into-scaled-agile}, urldate = {2017-11-08}, institution = {CRISP}, author = {Skarin, Mattias}, month = oct, year = {2017}, } @article{lucas_real_2013, title = {Real {Time} {Monitoring} and the {New} {Information} {Technologies}}, volume = {44}, doi = {10.1111/1759-5436.12014}, abstract = {Debates as to the potential role of new Information and Communication Technologies (ICTs) in monitoring the wellbeing of vulnerable groups is often bedevilled by the failure of two principal actors – social researchers and technical experts – to address the other’s concerns or even to use language that is comprehensible to the other side. The aim here is to unpick some of the technical language relevant in this context and provide a brief introductory guide to some aspects of the current, rapidly changing and highly diverse ICT environment.}, number = {2}, journal = {IDS Bulletin}, author = {Lucas, Henry and Batchelor, Simon and Berdou, Evangelia}, year = {2013}, pages = {31--39}, } @misc{doshi_real-time_2016, title = {Real-{Time} {Data} for {Adaptive} {Management} at {USAID}}, url = {http://healthcommcapacity.org/wp-content/uploads/2016/12/USAID-Innov-Webinar-120716.pdf}, urldate = {2017-05-31}, author = {Doshi, Samir}, month = dec, year = {2016}, } @misc{aston_real_2020, title = {“{Real}”​ process tracing: part 1 — context}, shorttitle = {“{Real}”​ process tracing}, url = {https://thomasmtaston.medium.com/real-process-tracing-part-1-context-6a52777a6a98}, abstract = {When asserting the value of theory-based methods, you often here words like “black boxes” and “causal mechanisms.” These are commonly…}, language = {en}, urldate = {2021-02-18}, journal = {Medium}, author = {Aston, Thomas}, month = dec, year = {2020}, } @article{joshi_reading_2014, title = {Reading the {Local} {Context}: {A} {Causal} {Chain} {Approach} to {Social} {Accountability}}, volume = {45}, issn = {1759-5436}, shorttitle = {Reading the {Local} {Context}}, url = {http://onlinelibrary.wiley.com/doi/10.1111/1759-5436.12101/abstract}, doi = {10.1111/1759-5436.12101}, abstract = {There is a general consensus that ‘context’ matters for development outcomes, yet we have little understanding of how exactly ‘context’ affects outcomes. This article focuses on the question of ‘context’ in social accountability (SA) initiatives by separating macro- and micro-contextual factors. On the macro side (country level), accountability processes need to take into account broad factors such as national histories of citizen–state engagement. On the micro side, local factors can drive the extent to which SA initiatives are successful, even within otherwise broadly similar national contexts. The article outlines the basic components of accountability and proposes a ‘causal chain'strategy to better understand the micro-context. This would allow existing evidence to be reorganised to assess the promise of existing and new initiatives by deconstructing the various mini-causal pathways (i.e. in the micro-context) and understanding the contextual conditions that make them work.}, language = {en}, number = {5}, urldate = {2016-09-15}, journal = {IDS Bulletin}, author = {Joshi, Anuradha}, month = sep, year = {2014}, keywords = {IMPORTANT}, pages = {23--35}, } @techreport{prieto_martin_read_2019, address = {Brighton}, title = {{READ} {ME} - {HOW} {TO} {USE} {THIS} {AM} {LIBRARY}}, url = {https://drive.google.com/file/d/1OsXs9aofrF9faMrEawoRMjT5dCokSlnY}, institution = {Institute of Development Studies}, author = {Prieto Martin, Pedro}, month = mar, year = {2019}, } @misc{wood_reacting_2020, title = {Reacting or adapting? {Purposeful} adaptation and response to contextual change.}, shorttitle = {Reacting or adapting?}, url = {https://rebelwithcausation.com/2020/08/28/reacting-or-adapting-purposeful-adaptation-and-response-to-contextual-change/}, abstract = {Adaptive management is increasingly on the ticket for development programming, and has been crucial in the wake of covid-19. I’ve been working with adaptive programmes for most of my career, …}, language = {en-GB}, urldate = {2023-10-16}, journal = {Rebel with Causation}, author = {Wood, Nik}, month = aug, year = {2020}, } @techreport{van_veen_re-perceiving_2017, address = {The Hague}, title = {Re-{Perceiving} {Results}: {Aid} {Programs} and {Change} in {Fragile} {Societies}}, url = {https://www.clingendael.nl/publication/re-perceiving-aid-results}, abstract = {Aid programmes need to be able to adapt their objectives and operations to changes in their political environment, since development processes are subject to political contestation. Change takes time and is often a matter of seizing the opportunity.}, urldate = {2017-04-03}, institution = {Knowledge Platform Security \& Rule of Law}, author = {van Veen, Erwin and Rijper, Alies}, month = mar, year = {2017}, keywords = {IMPORTANT}, } @misc{aston_remaking_2022, title = {({Re})making the case for adaptive management}, url = {https://thomasmtaston.medium.com/re-making-the-case-for-adaptive-management-d23541954604}, abstract = {Great overview of what to read on adaptive management. It’s a long one, so I’ve split it into two – second installment tomorrow. Christian Aid Ireland’s recent publication The Difference Learning Makes by Stephen Gray and Andy Carl made a bit of a splash. The study found that Christian Aid Ireland’s application of adaptive programming contributed to better development outcomes and supported more flexible delivery. The much vaunted MUVA programme in Mozambique is also coming to a close and presenting its results from using and adaptive approach. So, it struck me that we might be at a critical juncture in the conversation on adaptive management. We’ve had the crashing to earth of inflated expectations in recent misanthropic reflections, [misanthropic, moi? – Duncan] alongside a fragile institutionalisation of adaptive management in donor agencies, NGOs, and private sector organisations. However, I’d argue that we’ve reached the point where adaptive management has passed the proof-of-concept stage.}, language = {en}, urldate = {2022-06-17}, journal = {Medium}, author = {Aston, Thomas}, month = jun, year = {2022}, } @misc{renstitute_re-institute_2023, title = {Re-institute website}, url = {https://re-institute.org/}, abstract = {We are a dynamic non-profit organization with a unique approach to managing change and catalyzing innovation to support global systems transformation. We know that to achieve equal, just, and safe communities, we must collectively challenge and change the systems that people rely on — especially those most vulnerable. Together, we must RE!BUILD a system's resilience and capacity to take on our biggest generational challenges. Justice, housing, health, and other systems in every country are often struggling to come together, across institutions and organizations, to unite under a common vision for change, and implement those changes in effective and innovative ways. Our work and methodology — the 100-Day Challenge — are designed to support these systems to achieve extraordinary results. Our approach is rooted in the philosophy that frontline staff, supported by leadership, can unleash innovation and achieve incredible results by creating new relationships, experimenting with fresh ideas from across their system, and building authentic engagement with those with lived experience.}, language = {en}, urldate = {2023-01-11}, journal = {Re!nstitute}, author = {RE!NSTITUTE}, year = {2023}, } @article{friend_re-imagining_2016, title = {Re-imagining {Inclusive} {Urban} {Futures} for {Transformation}}, volume = {20}, issn = {18773435}, url = {https://linkinghub.elsevier.com/retrieve/pii/S1877343516300409}, doi = {10.1016/j.cosust.2016.06.001}, language = {en}, urldate = {2019-05-02}, journal = {Current Opinion in Environmental Sustainability}, author = {Friend, Richard M and Anwar, Nausheen H and Dixit, Ajaya and Hutanuwatr, Khanin and Jayaraman, Thiagarajan and McGregor, J Allister and Menon, Meena R and Moench, Marcus and Pelling, Mark and Roberts, Debra}, month = jun, year = {2016}, pages = {67--72}, } @book{schaffer_rapid_2005, address = {San Francisco, CA}, edition = {1 edition}, title = {Rapid {Results}!: {How} 100-{Day} {Projects} {Build} the {Capacity} for {Large}-{Scale} {Change}}, isbn = {978-0-7879-7734-4}, shorttitle = {Rapid {Results}!}, abstract = {Rapid Results! shows how to make large-scale changes succeed  by using 100-day results-producing projects to develop this vital implementation capability. Written by Robert H. Schaffer, Ronald N. Ashkenas, and their associates—leaders in the field of change management—Rapid Results! describes an approach that has been field-tested by real organizations of every size and description to improve performance and speed the pace of change. Rapid results projects produce results quickly, introduce new work patterns, and enable participants to learn a variety of lessons about managing change. Step by step, the book describes how the use of rapid-cycle, or 100-day, projects   will multiply your organization’s power to succeed at large-scale change. Schaffer and Ashkenas specifically outline the concept behind 100-day projects and show you how to Set up the architecture to implement rapid results projects Improve operational performance and also attain hard results in the soft areas of management Build rapid results into major organizational change such as reorganization, acquisition integration, and international development Use rapid results to drive leadership development and culture change}, language = {English}, publisher = {Jossey-Bass}, author = {Schaffer, Robert H. and Ashkenas, Ron}, month = oct, year = {2005}, } @techreport{young_rapid_2014, title = {Rapid outcome mapping approach: a guide to policy engagement and influence}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/9011.pdf}, urldate = {2018-12-10}, institution = {ODI}, author = {Young, John and Shaxson, Louise and Jones, harry and Hearn, Simon and Datta, Ajoy and Cassidy, Caroline}, year = {2014}, pages = {84}, } @misc{moses_rapid_2017, title = {Rapid experiments with a purpose}, url = {https://beamexchange.org/community/blogs/2017/1/5/experiments-purpose-theories-change-small-bets-support-rapid-learning-and-adaptation/}, abstract = {New insights, opinions and perspectives on market systems development, from experts and practitioners.}, urldate = {2017-01-09}, journal = {BEAM Exchange}, author = {Moses, Michael}, month = jan, year = {2017}, keywords = {IMPORTANT}, } @techreport{chambers_rapid_2020, address = {Brighton}, title = {Rapid {Action} {Learning} for {Sanitation} and {Hygiene} {Programming}}, abstract = {There is a glaring gap and compelling need for approaches and methods that realign to new rigour through timeliness, cost-effectiveness, relevance and being actionable. Over the past few years, the Sanitation Learning Hub, in collaboration with the Government of India, Praxis, WSSCC and WaterAid India, have been developing Rapid Action Learning approaches. Multiple approaches have been trialled, with flexible formats, but the essential criteria is that learning is timely, relevant and actionable. These learning approaches are the focus of the latest edition of the Frontiers of Sanitation series. This Frontiers explains the advantages and disadvantages of the approaches trialled and sets out a challenge to those working in the water, sanitation and hygiene sector to: Reflect on what, for you, constitutes rigour. Adopt and adapt approaches to fit your context and needs. Develop your own approaches. Record your experiences and lessons learnt. Take the time to share your experiences with us}, language = {en}, number = {15}, institution = {IDS}, author = {Chambers, Robert and Myers, Jamie and Vernon, Naomi}, month = sep, year = {2020}, pages = {21}, } @misc{chambers_rapid_2020, title = {Rapid {Action} {Learning} and {COVID}-19}, url = {https://sanitationlearninghub.org/2020/10/06/rapid-action-learning-for-covid-19/}, abstract = {A-ha! A moment etched in my memory: 20 or so researchers were...}, language = {en-GB}, urldate = {2020-10-16}, journal = {Sanitation Learning Hub}, author = {Chambers, Robert}, month = oct, year = {2020}, } @misc{better_evaluation_randomised_nodate, title = {Randomised {Controlled} {Trial}}, url = {https://www.betterevaluation.org/en/plan/approach/rct}, abstract = {Randomised controlled trials (RCTs), or randomised impact evaluations, are a type of impact evaluation which uses randomised access to social programmes as a means of limiting bias and generating an internally valid impact estimate.}, urldate = {2018-10-19}, journal = {Better Evaluation}, author = {{Better Evaluation}}, } @book{helmus_rand_2017, title = {{RAND} {Program} {Evaluation} {Toolkit} for {Countering} {Violent} {Extremism}}, isbn = {978-0-8330-9724-8}, url = {http://www.rand.org/pubs/tools/TL243.html}, language = {en}, urldate = {2019-09-17}, publisher = {RAND Corporation}, author = {Helmus, Todd and Matthews, Miriam and Ramchand, Rajeev and Beaghley, Sina and Stebbins, David and Kadlec, Amanda and Brown, Michael and Kofner, Aaron and Acosta, Joie}, year = {2017}, doi = {10.7249/TL243}, } @techreport{imp-act_quip:_2004, title = {{QUIP}: {Understanding} clients through in-depth interviews}, url = {https://sptf.info/images/pn2_quip.pdf}, abstract = {This Practice Note by Imp-Act gives a step-by-step guide to developing and conducting in-depth interviews using the QUIP approach, and analysing the information and making conclusions based on what you have learned.}, number = {2}, urldate = {2018-10-19}, institution = {Institute of Development Studies}, author = {{IMP-ACT}}, year = {2004}, pages = {6}, } @book{oecd_quality_2010, address = {Paris, France}, title = {Quality standards for development evaluation}, isbn = {978-92-64-08390-5}, url = {https://doi.org/10.1787/9789264167100-ar}, abstract = {Based on a broad international consultative process, the DAC Quality Standards for Development Evaluation are a reference guide to good practice in development evaluation. With a view to improving the quality of evaluation processes and products, and facilitating collaboration, this reference guide lays out standards for each phase of a typical evaluation process: from defining purpose, to planning, designing, implementing, reporting, and learning from and using evaluation results.}, language = {en}, urldate = {2019-11-27}, publisher = {OECD}, author = {{OECD} and {Development Assistance Committee}}, year = {2010}, note = {OCLC: 631212078}, } @article{mohan_quality_2012, title = {Quality {Flaws}: {Issues} and {Challenges} in {Software} {Development}}, volume = {3}, issn = {2222-2855}, shorttitle = {Quality {Flaws}}, url = {http://iiste.org/Journals/index.php/CEIS/article/view/3533}, abstract = {A statement “Prevention is better than cure” for illnesses in medical sciences also applies to the software development life cycle in terms of software defects. A defect is a deviation from actual functionality of the application in terms of the correctness and completeness of the specification of the customer requirements. Defective software fails to meet its customer requirements leading to the development of applications with poor quality. Quality is a top priority in every enterprise these days. Organizations struggle in a treadmill race to deliver quality software to stay ahead with new technology, deal with accumulated development backlogs, handle customer issues as software teams work as hard as they can make their organizations stay alive and competitive in the market place. Software companies face an immense pressure to virtually release a bug-free product or a software package. The culture of an organization is a critical success factor in the efforts of process improvement. The paper aims at assessing quality as a function for monitoring and measuring the strength of development processes and any successful application development enterprise requires an unambiguous understanding of customer expectation and maximizing participation of customers in the development activities thereby ensuring that people involved in development activities do the right thing and do the thing right for delivering high quality software . Keywords: Software development, process improvement, software defect, bug-free product, software package}, language = {en}, number = {12}, urldate = {2017-02-07}, journal = {Computer Engineering and Intelligent Systems}, author = {Mohan, P. and Shankar, A. Udaya and JayaSriDevi, K.}, year = {2012}, pages = {40--48}, } @misc{better_evaluation_qualitative_nodate, title = {Qualitative {Impact} {Assessment} {Protocol} ({QUIP})}, url = {https://www.betterevaluation.org/en/plan/approach/QUIP}, abstract = {The QUIP sets out to generate differentiated evidence of impact based on narrative causal statements elicited directly from intended project beneficiaries without use of a control group. Evidence of attribution is sought through respondents’ own accounts of causal mechanisms linking X to Y alongside Z rather than by relying on statistical inference based on variable exposure to X. This narrative data is intended to complement quantitative evidence on changes in X, Y and Z obtained through routine project monitoring.}, urldate = {2018-10-19}, journal = {Better Evaluation}, author = {Better Evaluation}, } @techreport{schatz_qualitative_2016, title = {Qualitative comparative analysis: {A} valuable approach to add to the evaluator’s toolbox? {Lessons} from recent applications}, url = {http://cdimpact.org/blog/qualitative-comparative-analysis-%E2%80%93-addition-evaluator%E2%80%99s-toolbox}, number = {13}, urldate = {2016-05-12}, institution = {IDS}, author = {Schatz, Florian and Welle, Katharina}, month = jan, year = {2016}, } @techreport{baptist_qualitative_2015, title = {Qualitative {Comparative} {Analysis} - {A} {Rigorous} {Qualitative} {Method} for {Assessing} {Impact}}, url = {http://www.coffey.com/assets/Ingenuity/Qualitative-Comparative-Analysis-June-2015.pdf}, urldate = {2016-05-12}, institution = {Coffey}, author = {Baptist, Carrie and Befani, Barbara}, month = jan, year = {2015}, } @misc{martins_q&:_2018, title = {Q\&{A}: {Complexity}-{Aware} {Planning} for {Stabilization} {Programming}}, url = {http://dai-global-checkpoint.com/q-and-a-complexity-aware-planning-for-stabilization-programming.html}, urldate = {2018-08-20}, journal = {DAI - Checkpoint}, author = {Martins, Christy}, month = aug, year = {2018}, } @article{preston_putting_2011, title = {Putting vulnerability to climate change on the map: a review of approaches, benefits, and risks}, volume = {6}, copyright = {Integrated Research System for Sustainability Science, United Nations University, and Springer 2011}, issn = {18624065}, shorttitle = {Putting vulnerability to climate change on the map}, url = {http://search.proquest.com/docview/873500772/abstract/16490B649F124DA2PQ/1}, doi = {10.1007/s11625-011-0129-1}, abstract = {There is growing demand among stakeholders across public and private institutions for spatially-explicit information regarding vulnerability to climate change at the local scale. However, the challenges associated with mapping the geography of climate change vulnerability are non-trivial, both conceptually and technically, suggesting the need for more critical evaluation of this practice. Here, we review climate change vulnerability mapping in the context of four key questions that are fundamental to assessment design. First, what are the goals of the assessment? A review of published assessments yields a range of objective statements that emphasize problem orientation or decision-making about adaptation actions. Second, how is the assessment of vulnerability framed? Assessments vary with respect to what values are assessed (vulnerability of what) and the underlying determinants of vulnerability that are considered (vulnerability to what). The selected frame ultimately influences perceptions of the primary driving forces of vulnerability as well as preferences regarding management alternatives. Third, what are the technical methods by which an assessment is conducted? The integration of vulnerability determinants into a common map remains an emergent and subjective practice associated with a number of methodological challenges. Fourth, who participates in the assessment and how will it be used to facilitate change? Assessments are often conducted under the auspices of benefiting stakeholders, yet many lack direct engagement with stakeholders. Each of these questions is reviewed in turn by drawing on an illustrative set of 45 vulnerability mapping studies appearing in the literature. A number of pathways for placing vulnerability mapping on a more robust footing are also identified. [PUBLICATION ABSTRACT]}, language = {English}, number = {2}, urldate = {2019-05-02}, journal = {Sustainability Science; Dordrecht}, author = {Preston, Benjamin L. and Yuen, Emma J. and Westaway, Richard M.}, month = jul, year = {2011}, keywords = {Climate change, Mapping, Risk assessment, Sustainable development}, pages = {177--202}, } @techreport{wild_putting_2017, address = {London}, title = {Putting theory into practice: how {DFID} is doing development differently}, url = {https://www.odi.org/publications/10729-putting-theory-practice-how-dfid-doing-development-differently}, urldate = {2017-03-16}, institution = {ODI}, author = {Wild, Leni and Booth, David and Valters, Craig}, month = feb, year = {2017}, keywords = {IMPORTANT}, } @techreport{valters_putting_2016, address = {London}, title = {Putting learning at the centre: {Adaptive} development programming in practice}, shorttitle = {Adapting development}, url = {https://www.odi.org/publications/10367-putting-learning-centre-adaptive-development-programming-practice}, abstract = {Adaptive programming suggests, at a minimum, that development actors react and respond to changes in the political and socio-economic operating environment. It emphasises learning and the development practitioner is encouraged to adjust their actions to find workable solutions to problems that they may face. Being prepared to react to change may seem like common sense – and indeed it is. However much development thinking and practice remains stuck in a linear planning model which discourages learning and adaptation, in part because projects are seen as ‘closed, controllable and unchanging systems’ (Mosse, 1998: 5). This paper critically engages with this problem and makes clear why and how learning needs to be at the centre of adaptive development programming. It begins by clarifying why and what kind of learning matters for adaptive programming. The paper then turns its focus to how strategies and approaches applied throughout a programme’s conception, design, management and M\&E can enable it to continually learn and adapt.}, urldate = {2016-05-11}, institution = {ODI}, author = {Valters, Craig and Cummings, Clare and Nixon, Hamish}, month = mar, year = {2016}, keywords = {IMPORTANT}, } @misc{brown_putting_2018, title = {Putting {Gender} into {Political} {Economy} {Analysis}: why it matters and how to do it}, shorttitle = {Putting {Gender} into {Political} {Economy} {Analysis}}, url = {https://oxfamblogs.org/fp2p/putting-gender-into-political-economy-analysis-why-it-matters-and-how-to-do-it/}, abstract = {Gender specialists from Oxfam and Care introduce a new guide that covers both theory and practice of including gender in political economy analysis.}, language = {en-GB}, urldate = {2020-10-01}, journal = {From Poverty to Power}, author = {Brown, Emily and Haines, Rebecca and O’Neil, Tam}, month = oct, year = {2018}, keywords = {Gender}, } @book{funnell_purposeful_2011, title = {Purposeful {Program} {Theory}: {Effective} {Use} of {Theories} of {Change} and {Logic} {Models}}, shorttitle = {Purposeful {Program} {Theory}}, url = {https://www.wiley.com/en-au/Purposeful+Program+Theory%3A+Effective+Use+of+Theories+of+Change+and+Logic+Models-p-9780470478578}, abstract = {Program Theory in Evaluation Practice is a ground-breaking reference that teaches how to develop an explicit causal model that links an intervention (project, program or policy) with its intended or observed impacts and using this to guide monitoring and evaluation. Peerless in its explanation of why and how to use and develop program theory, the book is rich with examples and alternative approaches. The book is an invaluable resource to faculty and students as well as professionals in professional development programs, education, social work, and counseling.}, language = {en-au}, urldate = {2023-01-12}, publisher = {Wiley}, author = {Funnell, Sue C. and Rogers, Patricia J.}, month = feb, year = {2011}, } @book{funnell_purposeful_2011, title = {Purposeful {Program} {Theory}: {Effective} {Use} of {Theories} of {Change} and {Logic} {Models}}, shorttitle = {Purposeful {Program} {Theory}}, abstract = {Between good intentions and great results lies a program theory—not just a list of tasks but a vision of what needs to happen, and how. Now widely used in government and not-for-profit organizations, program theory provides a coherent picture of how change occurs and how to improve performance. Purposeful Program Theory shows how to develop, represent, and use program theory thoughtfully and strategically to suit your particular situation, drawing on the fifty-year history of program theory and the authors' experiences over more than twenty-five years."From needs assessment to intervention design, from implementation to outcomes evaluation, from policy formulation to policy execution and evaluation, program theory is paramount. But until now no book has examined these multiple uses of program theory in a comprehensive, understandable, and integrated way. This promises to be a breakthrough book, valuable to practitioners, program designers, evaluators, policy analysts, funders, and scholars who care about understanding why an intervention works or doesn't work." —Michael Quinn Patton, author, Utilization-Focused Evaluation"Finally, the definitive guide to evaluation using program theory! Far from the narrow 'one true way' approaches to program theory, this book provides numerous practical options for applying program theory to fulfill different purposes and constraints, and guides the reader through the sound critical thinking required to select from among the options. The tour de force of the history and use of program theory is a truly global view, with examples from around the world and across the full range of content domains. A must-have for any serious evaluator." —E. Jane Davidson, PhD, Real Evaluation Ltd.Companion Web site: josseybass.com/go/funnellrogers}, language = {Inglés}, author = {Funnell, Sue C. and Rogers, Patricia J.}, month = feb, year = {2011}, } @misc{strhive_propel_2023, title = {Propel}, url = {https://www.propelapp.org/}, abstract = {Learn from experience. Together. In the complex landscape of international development, organisations need a way to learn from their experiences and build on what works. Propel is the software solution that revolutionises the way organisations capture, access, and reuse learnings to adapt, innovate, and create lasting change on a global scale. Let's stop reinventing the wheel and build on what works, together.}, urldate = {2023-08-07}, author = {Strhive}, year = {2023}, } @article{rondinelli_projects_1983, title = {Projects as instruments of development administration: {A} qualified defence and suggestions for improvement}, volume = {3}, issn = {1099-162X}, shorttitle = {Projects as instruments of development administration}, url = {http://onlinelibrary.wiley.com/doi/10.1002/pad.4230030404/abstract}, doi = {10.1002/pad.4230030404}, abstract = {Projects have become an important instrument of international assistance and of development administration because they seem to offer major advantages over other forms of planning and management. But projects have also come under increasing criticism in recent years. The benefits they offer to various interests involved in development ensure, however, that they are unlikely to be abandoned or to diminish in importance in the near future. Thus, ways must be found to make them more flexible and responsive methods of planning and managing social and human development activities. This can be done by planning, appraising and implementing projects as policy experiments, making their design and administration more learning-oriented, and using them as instruments of strategic planning and management.}, language = {en}, number = {4}, urldate = {2017-04-19}, journal = {Public Administration and Development}, author = {Rondinelli, Dennis A.}, month = oct, year = {1983}, pages = {307--327}, } @techreport{rosenberg_project_1970, title = {Project {Evaluation} and the {Project} {Appraisal} {Reporting} {System}}, url = {https://pdf.usaid.gov/pdf_docs/PNADW881.pdf}, urldate = {2019-08-08}, institution = {Fry Consultants Inc.}, author = {Rosenberg, L.J. and Posner, L.D. and Hanley, E.J.}, month = jul, year = {1970}, } @techreport{undp_project_2017, title = {Project {Cycle} {Hacker}'s {Toolkit} - changing the conversation around your projects}, url = {http://www.eurasia.undp.org/content/rbec/en/home/library/innovation/hackers-toolkit.html}, abstract = {The Istanbul Regional Hub partnered with Nesta and 4 country offices (fYR Macedonia, Moldova, Georgia and Kyrgyzstan) to develop a program that can help us bring innovation closer to the center of the organization by embedding it in the key project management business processes - The Project Cycle Hackers Toolkit.}, urldate = {2017-06-15}, institution = {UNDP}, author = {UNDP}, month = mar, year = {2017}, } @article{hawkins_program_2020, title = {Program {Logic} {Foundations}: {Putting} the {Logic} {Back} into {Program} {Logic}}, volume = {16}, copyright = {Copyright (c) 2020 Andrew James Hawkins}, issn = {1556-8180}, shorttitle = {Program {Logic} {Foundations}}, url = {https://journals.sfu.ca/jmde/index.php/jmde_1/article/view/657}, abstract = {Abstract Background: Program logic is one of the most used tools by the public policy evaluator. There is, however, little explanation in the evaluation literature about the logical foundations of program logic or discussion of how it may be determined if a program is logical. This paper was born on a long journey that started with program logic and ended with the logic of evaluation. Consistent throughout was the idea that the discipline of program evaluation is a pragmatic one, concerned with applied social science and effective action in complex, adaptive systems. It gradually became the central claim of this paper that evidence-based policy requires sound reasoning more urgently than further development and testing of scientific theory. This was difficult to reconcile with the observation that much evaluation was conducted within a scientific paradigm, concerned with the development and testing of various types of theory. Purpose: This paper demonstrates the benefits of considering the core essence of a program to be a proposition about the value of a course of action. This contrasts with a research-based paradigm in which programs are considered to be a type of theory, and in which experimental and theory-driven evaluations are conducted. Experimental approaches focus on internal validity of knowledge claims about programs and on discovering stable cause and effect relationships—or, colloquially, ‘what works?’. Theory-driven approaches tend to focus on external validity and in the case of the realist approach, the search for transfactual causal mechanisms—extending the ‘what works’ mantra to include ‘for whom and in what circumstances’. On both approaches, evaluation aspires to be a scientific pursuit for obtaining knowledge of general laws of phenomena, or in the case of realists, replicable context-mechanism-outcome configurations. This paper presents and seeks to justify an approach rooted in logic, and that supports anyone to engage in a reasonable and democratic deliberation about the value of a course of action. It is consistent with systems thinking, complexity and the associated limits to certainty for determining the value of a proposed, or actual, course of action in the social world. It suggests that evaluation should learn from the past and have an eye toward the future, but that it would be most beneficial if concerned with evaluating in the present, in addressing the question ‘is this a good idea here and now? Findings: In seeking foundations of program logic, this paper exposes roots that extend far deeper than the post-enlightenment, positivist and post-positivist social science search for stable cause and effect relationships. These roots lie in the 4th century BCE with Aristotle’s ‘enthymeme’. The exploration leads to conclusions about the need for a greater focus on logic and reasoning in the design and evaluation of programs and interventions for the public good. Science and research are shown to play a crucial role in providing reasons or warrants to support a claim about the value of a course of action; however, one subordinate to the alpha-discipline of logical evaluation and decision making that must consider what is feasible given the context, capability and capacity available, not to mention values and ethics. Program Design Logic (PDL) is presented as an accessible and incremental innovation that may be used to determine if a program makes sense ‘on paper’ in the design stage as well as ‘in reality’ during delivery. It is based on a configurationalist theory of causality and the concepts of ‘necessary’ and ‘sufficient’ conditions. It is intended to guide deliberation and decision making across the life cycle of any intervention intended for the public good.}, language = {en}, number = {37}, urldate = {2021-05-18}, journal = {Journal of MultiDisciplinary Evaluation}, author = {Hawkins, Andrew J.}, month = nov, year = {2020}, pages = {38--57}, } @misc{usaid_program_2016, title = {Program {Cycle} {Road} {Map}}, url = {http://usaidprojectstarter.org/content/program-cycle-road-map}, urldate = {2018-02-06}, author = {{USAID}}, year = {2016}, } @techreport{usaid_program_2017, address = {Washington D.C.}, title = {Program {Cycle} - {How}-{To} {Note}: {Strategy}-{Level} {Portfolio} {Review}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/how_to_note_portfolio_review_final_compliant_1_r.pdf}, urldate = {2019-02-25}, institution = {USAID PPL}, author = {USAID}, month = jul, year = {2017}, } @techreport{usaid_program_2018, address = {Washington DC}, title = {Program {Cycle} - {Discussion} {Note}: {Managing} {Monitoring}, {Evaluation}, and {Learning} {Platforms}}, shorttitle = {Discussion {Note}}, url = {https://usaidlearninglab.org/library/discussion-note-adaptive-management}, abstract = {This Discussion Note complements ADS 201.3.1.2 Program Cycle Principles by elaborating on Principle 2: Manage Adaptively through Continuous Learning. This Discussion Note is intended for USAID staff interested in learning about recent and promising practices in adaptive management across the Program Cycle.}, language = {en}, urldate = {2018-03-08}, institution = {USAID}, author = {USAID}, month = apr, year = {2018}, } @techreport{usaid_program_2018, address = {Washington DC}, title = {Program {Cycle} - {Discussion} {Note}: {Designing} {Monitoring}, {Evaluation}, and {Learning} {Platforms}}, shorttitle = {Discussion {Note}}, url = {https://usaidlearninglab.org/library/discussion-note-adaptive-management}, abstract = {This Discussion Note complements ADS 201.3.1.2 Program Cycle Principles by elaborating on Principle 2: Manage Adaptively through Continuous Learning. This Discussion Note is intended for USAID staff interested in learning about recent and promising practices in adaptive management across the Program Cycle.}, language = {en}, urldate = {2018-03-08}, institution = {USAID}, author = {USAID}, month = may, year = {2018}, } @techreport{usaid_program_2018, address = {Washington DC}, title = {Program {Cycle} - {Discussion} {Note}: {Adaptive} {Management}}, shorttitle = {Discussion {Note}}, url = {https://usaidlearninglab.org/library/discussion-note-adaptive-management}, abstract = {This Discussion Note complements ADS 201.3.1.2 Program Cycle Principles by elaborating on Principle 2: Manage Adaptively through Continuous Learning. This Discussion Note is intended for USAID staff interested in learning about recent and promising practices in adaptive management across the Program Cycle.}, language = {en}, urldate = {2018-03-08}, institution = {USAID}, author = {USAID}, month = jan, year = {2018}, } @misc{quaggiotto_profiling_2017, title = {Profiling the international development mutants}, url = {http://diytoolkit.org/profiling-the-development-mutants/}, abstract = {As part of a new series, we talk to Giulio Quaggiotto about the development ‘mutants’ – innovators working at the edge of the field.}, urldate = {2017-05-31}, journal = {Development Impact and You}, author = {Quaggiotto, Giulio}, month = may, year = {2017}, } @techreport{ghore_producer-led_2015, title = {Producer-led value chain analysis: {The} missing link in value chain development}, abstract = {Introduction and rationale The concept of a value chain is increasingly being applied in the design and implementation of development programs aimed at poverty reduction. As an analytical tool, it provides a useful framework for understanding key activities, relationships, and mechanisms that allow producers, processors, buyers, sellers, and consumers—separated by time and space—to gradually add value to products and services as they pass from one link of the chain to another, making it a “value chain” (UNIDO, 2009). While it has been popular in the private sector ever since it was conceptualized by Michael Porter in the 1980s, more recently various donors and governments have shown interest in its use and have applied it to a range of development interventions, particularly in the area of sector development, livelihoods promotion, small and medium enterprise (SME) development, and rural and economic development. Academics and development organizations have designed numerous instruments for value chain analysis (VCA) and implementation. Beginning in the early 2000s, international organizations and donor agencies have sponsored the development of these tools, including the United States Agency for International Development (USAID) Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), the World Bank, the International Finance Corporation (IFC), and the International Labour Organization (ILO). These guides and tools have been used in many development programs to address organizational, donor and local and regional priorities for development. While VCA guides and tools are important in understanding markets and relationships among key stakeholders, a recent comparative review of popularly used guides by Donovan et al. (2013) suggests that most of these guides are designed to be implemented independently of the local context and do not sufficiently focus on mutual learning, whether related to tool design or to the outcomes and impacts of the designed project activities. VCA is often conducted by external experts and the knowledge generated in the process is often confined to reports. Without the capacity building and effective participation of women and men producers—smallholder farmers who hold critical knowledge about the local context—an important link is missing in the entire process of VCA. The insufficient attention to the human, social, and other contextual factors undermines the full potential of the value chain systems approach, not only for economic outcomes, but for the long term sustainability of the intended benefits. So what are the ways to effectively engage producers in the community in the VCA? The producer-led process described here tries to address this basic question. It introduces simplified tools and an approach that ensures farmer participation in data collection, analysis, and identification of opportunities and constraints, and design of value chain interventions. This participation requires: a) an environment in which they feel comfortable to share their knowledge and insights, which is often not the case when extractive surveys and questionnaires are administered to collect information; and b) the use of simple and participatory tools that will allow them to provide inputs into the process of VCA and also help them to understand complex value chain systems and use this understanding for making livelihood decisions. The key steps and tools described are aimed at empowering the women and men farmers to make informed decisions about their own enterprises and how they relate to the value chain, thereby directly contributing to, and influencing, the overall process of value chain development. The process of VCA involving these steps and tools was developed at Coady Institute and first tested with Oxfam Canada and its local partners in Ethiopia in August 2012.}, language = {en}, institution = {Coady}, author = {Ghore, Yogesh}, year = {2015}, } @misc{pryor_procuring_2018, title = {Procuring and {Managing} {Adaptively}: 5 {Case} {Studies} of {Adaptive} {Mechanisms}}, shorttitle = {Procuring and {Managing} {Adaptively}}, url = {https://usaidlearninglab.org/lab-notes/procuring-and-managing-adaptively-5-case-studies-adaptive-mechanisms}, abstract = {Flexibility in program management is essential in all of the countries where USAID works. This is especially true in non-permissive environments (NPEs), where the ability to learn and adapt quickly to changing circumstances can help USAID staff members achieve their desired outcomes.}, language = {en}, urldate = {2019-08-22}, journal = {USAID Learning Lab, USAID}, author = {Pryor, Tony}, month = aug, year = {2018}, } @techreport{aston_process_2023, address = {Brighton}, title = {Process {Tracing} {Innovations} in {Practice}: {Finding} the {Middle} {Path}}, copyright = {http://creativecommons.org/licenses/by-nc/4.0/}, shorttitle = {Process {Tracing} {Innovations} in {Practice}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17913}, abstract = {Evaluation practitioners in the international development sector have given considerable attention in recent years to process tracing as a method for evaluating impact, including discussion of how to assess the relative importance of causal factors. Despite the increasing interest, there is a relative dearth of examples of practical learning and evidence of applying process tracing in practice. This CDI Practice Paper draws on comparative learning from applying three different types of process tracing in international development initiatives. It argues in favour of a ‘middle path’ of applying evidence tests and rubrics to structure evaluative judgements rather than formal Bayesian updating or looser forms of process tracing. It also calls attention to the potential added value of taking a participatory approach, offering practical recommendations for how to do this effectively.}, language = {en}, number = {25}, urldate = {2023-03-28}, institution = {Institute of Development Studies}, author = {Aston, Thomas and Wadeson, Alix}, month = mar, year = {2023}, note = {Accepted: 2023-03-27T15:20:09Z Publisher: Institute of Development Studies}, } @unpublished{wadeson_process_2020, title = {Process {Tracing} as a {Practical} {Evaluation} {Method}: {Comparative} {Learning} from {Six} {Evaluations}}, url = {https://mande.co.uk/wp-content/uploads/2020/03/Process-Tracing-as-a-Practical-Evaluation-Method_23March-Final-1.pdf}, language = {en}, author = {Wadeson, Alix and Monzani, Bernardo and Aston, Tom}, month = mar, year = {2020}, } @techreport{hummelbrunner_process_2005, title = {Process {Monitoring} of {Impacts}: {Towards} a new approach to monitor the implementation of {Structural} {Fund} {Programmes}}, url = {http://archiv.bundeskanzleramt.at/DocView.axd?CobId=14624}, urldate = {2018-09-22}, institution = {ÖAR Regionalberatung}, author = {Hummelbrunner, Richard and Huber, Wolf and Arbter, Roland}, year = {2005}, pages = {22}, } @article{suskevics_process_2019, title = {Process and {Contextual} {Factors} {Supporting} {Action}-{Oriented} {Learning}: {A} {Thematic} {Synthesis} of {Empirical} {Literature} in {Natural} {Resource} {Management}}, volume = {32}, issn = {0894-1920}, shorttitle = {Process and {Contextual} {Factors} {Supporting} {Action}-{Oriented} {Learning}}, url = {https://doi.org/10.1080/08941920.2019.1569287}, doi = {10.1080/08941920.2019.1569287}, abstract = {Despite a long-term focus on learning in natural resource management (NRM), it is still debated how learning supports sustainable real-world NRM practices. We offer a qualitative in-depth synthesis of selected scientific empirical literature (N = 53), which explores factors affecting action-oriented learning. We inductively identify eight key process-based and contextual factors discussed in this literature. Three patterns emerge from our results. First, the literature discusses both facilitated participation and self-organized collaboration as dialogical spaces, which bridge interests and support constructive conflict management. Second, the literature suggests practice-based dialogs as those best able to facilitate action and puts a strong emphasis on experimentation. Finally, not emphasized in existing reviews and syntheses, we found multiple evidence about certain contextual factors affecting learning, including social-ecological crises, complexity, and power structures. Our review also points at important knowledge gaps, which can be used to advance the current research agenda about learning and NRM.}, number = {7}, urldate = {2019-05-02}, journal = {Society \& Natural Resources}, author = {Suškevičs, Monika and Hahn, Thomas and Rodela, Romina}, month = jul, year = {2019}, keywords = {Ecosystem governance, Social learning, intermediaries, social-ecological systems, structural constraints}, pages = {731--750}, } @techreport{rao_problem-driven_2014, address = {Birmingham}, title = {Problem-driven iterative approaches and wider governance reform}, url = {http://www.gsdrc.org/publications/problem-driven-iterative-approaches-and-wider-governance-reform/}, abstract = {Identify evidence which suggests that problem-driven, iterative approaches to public sector reform can deliver more substantial, wider, long-term governance reform.}, urldate = {2017-06-15}, institution = {GSDRC, University of Birmingham}, author = {Rao, Sumedh}, month = apr, year = {2014}, } @article{sanders_probes_2014, title = {Probes, toolkits and prototypes: three approaches to making in codesigning}, volume = {10}, issn = {1571-0882}, shorttitle = {Probes, toolkits and prototypes}, url = {http://dx.doi.org/10.1080/15710882.2014.888183}, doi = {10.1080/15710882.2014.888183}, abstract = {The role of making in the design process has been growing, taking on new forms and involving new players over the past 10 years. Where we once primarily saw designers using making to give shape to the future, today we can see designers and non-designers working together, using making as a way to make sense of the future. In this paper, we describe the landscape of design research and practice at the end of 2013 with special attention to the role of making across these perspectives: approach (cultural probes, generative toolkits and design prototypes), mindset (designing for people and designing with people), focus in time (the world as it is, the near future and the speculative future) as well as variations in design intent (provoking, engaging and serving).}, number = {1}, urldate = {2016-09-16}, journal = {CoDesign}, author = {Sanders, Elizabeth B.-N. and Stappers, Pieter Jan}, month = jan, year = {2014}, pages = {5--14}, } @techreport{stem_prioritizing_2018, address = {Washington DC}, title = {Prioritizing and {Selecting} {Strategic} {Approaches} in {USAID} {Biodiversity} {Programming}}, abstract = {This guide supplements Biodiversity How-To Guide 2: Using Results Chains to Depict Theories of Change in USAID Biodiversity Programming. Step 4, Brainstorming Strategic Approaches, involves generating a suite of potential strategic approaches for a design team to consider. Step 5 introduces the practice of prioritizing and selecting among these draft strategic approaches but does not provide in-depth guidance on the process and criteria for doing so.}, language = {en}, institution = {USAID}, author = {Stem, Caroline and Swaminathan, Vinaya and Flores, Marco}, month = may, year = {2018}, pages = {15}, } @incollection{webb_principles_2017, title = {Principles for {Monitoring}, {Evaluation}, and {Adaptive} {Management} of {Environmental} {Water} {Regimes}}, isbn = {978-0-12-803907-6}, shorttitle = {Chapter 27 - {Moving} {Forward}}, url = {http://www.sciencedirect.com/science/article/pii/B9780128039076000279}, abstract = {Environmental water is often a contentious investment in the environment that must be delivered under uncertainty regarding the ecological and social benefits they deliver. Adaptive management can be used to facilitate decision making under uncertainty, and use new knowledge and understanding to improve management decisions and outcomes over time. However, there is a perception that adaptive management has failed to deliver improvements in decision making and learning. Monitoring and evaluation are an essential feature of adaptive management. However, past monitoring for river protection and restoration has too often been of insufficient quality to facilitate adaptive learning. Moreover, environmental water represents a class of protection and restoration that is inherently difficult to monitor, and some of the learnings are not evident in part because fragmented assessment, documentation, and reporting of adaptive management can obscure successes. We outline a set of general principles for improving monitoring, evaluation, and adaptive management of environmental water regimes, and provide several examples from Australia and North America. Successful adaptive management depends upon the formation and maintenance of strong partnerships and an appreciation of the importance of individuals in teams. Through such partnerships, it is possible to coordinate monitoring programs over large scales, create programs of requisite simplicity, and use innovative approaches to evaluation. Finally, we note that although adaptive management has occurred in the past, too often it has been poorly documented and reported. The inclusion of reflectors in monitoring and evaluation teams will better capture the lessons learned by individual programs, improving adaptive management into the future.}, urldate = {2019-02-25}, booktitle = {Water for the {Environment}}, publisher = {Academic Press}, author = {Webb, J. Angus and Watts, Robyn J. and Allan, Catherine and Warner, Andrew T.}, editor = {Horne, Avril C. and Webb, J. Angus and Stewardson, Michael J. and Richter, Brian and Acreman, Mike}, month = jan, year = {2017}, doi = {10.1016/B978-0-12-803907-6.00027-9}, keywords = {Environmental water management, Knowledge exchange, Legitimacy, implementation challenge}, pages = {649--673}, } @misc{proud_principles_2020, title = {Principles for managing in complexity}, url = {https://medium.com/learnadapt/principles-for-managing-in-complexity-daee9a056b9d}, abstract = {Written by Toby Lowe and Shaheen Warren (Centre for Public Impact) and Sam Sharp (Overseas Development Institute), with input from Jamie…}, language = {en}, urldate = {2023-08-06}, journal = {LearnAdapt}, author = {Proud, Emma}, month = nov, year = {2020}, } @misc{digitalprinciples.org_principles_2018, title = {Principles for {Digital} {Development}}, url = {https://digitalprinciples.org/}, author = {{digitalprinciples.org}}, year = {2018}, } @book{patton_principles-focused_2017, address = {New York}, edition = {1st edition}, title = {Principles-{Focused} {Evaluation}: {The} {GUIDE}}, isbn = {978-1-4625-3182-0}, shorttitle = {Principles-{Focused} {Evaluation}}, url = {https://www.guilford.com/books/Principles-Focused-Evaluation/Michael-Quinn-Patton/9781462531820}, abstract = {How can programs and organizations ensure they are adhering to core principles--and assess whether doing so is yielding desired results? From evaluation pioneer Michael Quinn Patton, this book introduces the principles-focused evaluation (P-FE) approach and demonstrates its relevance and application in a range of settings. Patton explains why principles matter for program development and evaluation and how they can serve as a rudder to navigate the uncertainties, turbulence, and emergent challenges of complex dynamic environments. In-depth exemplars illustrate how the unique GUIDE framework is used to determine whether principles provide meaningful guidance (G) and are useful (U), inspiring (I), developmentally adaptable (D), and evaluable (E). User-friendly features include rubrics, a P-FE checklist, firsthand reflections and examples from experienced P-FE practitioners, sidebars and summary tables, and end-of-chapter application exercises.}, language = {English}, publisher = {Guilford Press}, author = {Patton, Michael Quinn}, month = oct, year = {2017}, } @techreport{the_engine_room_primer:_2016, title = {Primer: {Technology} to monitor and share information on rainforests and forest people's rights}, url = {http://d5i6is0eze552.cloudfront.net/documents/Publikasjoner/Andre-rapporter/Rainforest-tech-primer.pdf?mtime=20160704134642}, urldate = {2016-08-08}, institution = {The Engine Room \& Rainforest Foundation Norway}, author = {The Engine Room}, month = jun, year = {2016}, } @misc{gover_practitioners_2023, title = {Practitioners {Guidance} to {Assessing} {Systems} {Change}: {Co}-{Authors} {Preview}}, url = {https://www.youtube.com/watch?v=X_szw6nIwbA}, abstract = {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.}, urldate = {2023-10-02}, publisher = {USAID}, author = {Gover, Dun and Nasution, Zulka and Okutu, David and Bolder, Meghan and Henao, Lina}, month = jul, year = {2023}, } @article{sharp_practising_2020, title = {Practising change together – where nothing is clear, and everything keeps changing}, volume = {17}, issn = {1476-7333}, url = {https://doi.org/10.1080/14767333.2020.1712838}, doi = {10.1080/14767333.2020.1712838}, abstract = {This paper explores the thinking and practice of ‘action inquiry’ an embedded learning practice that can help navigate complexity when practising change together. The paper uses examples from social contexts where there are concerns about community wellbeing and health care. These are drawn from collaborative or collective leadership development programmes within public services that seek to bring new attention to the qualities of how people think, converse and interact, as part of their collective professional practice. This treats social action as a relational and dialogical practice, something that we do together as professionals by engaging in reflective inquiry and action. The paper suggests that action inquiry offers a prospect of rekindling the links between ‘action learning’ and collaborative leadership by developing a co-mission and a mutual commitment to a new type of learning partnership. Action inquiry can be wrapped around and enmeshed within initiatives and programmes that work with complexity, anywhere where effective social action will depend on the quality of relationships that can be developed. This research was funded by two separate Scottish Government commissions, where the author was a learning partner. The paper also draws on the further reflections of some of the practitioners most centrally involved.}, number = {1}, urldate = {2023-05-22}, journal = {Action Learning: Research and Practice}, author = {Sharp, Cathy}, month = jan, year = {2020}, note = {Publisher: Routledge \_eprint: https://doi.org/10.1080/14767333.2020.1712838}, pages = {10--23}, } @techreport{gover_practioners_2023, title = {Practioners {Guide} to {Assessing} {Systems} {Change}}, url = {https://agrilinks.org/sites/default/files/media/file/MSD%20in%20MEL%20Brief%201_Practioners%20Guide%20to%20Assessing%20Systems%20Change_06.14.pdf}, number = {1}, urldate = {2023-10-02}, institution = {USAID}, author = {Gover, Dun and Nasution, Zulka and Okutu, David and Bolder, Meghan and Henao, Lina}, year = {2023}, } @book{chen_practical_2014, address = {Los Angeles}, edition = {Second edition}, title = {Practical {Program} {Evaluation}: {Theory}-{Driven} {Evaluation} and the {Integrated} {Evaluation} {Perspective}}, isbn = {978-1-4129-9230-5}, shorttitle = {Practical {Program} {Evaluation}}, abstract = {The Second Edition of Practical Program Evaluation shows readers how to systematically identify stakeholders’ needs in order to select the evaluation options best suited to meet those needs. Within his discussion of the various evaluation types, Huey T. Chen details a range of evaluation approaches suitable for use across a program’s life cycle. At the core of program evaluation is its body of concepts, theories, and methods. This revised edition provides an overview of these, and includes expanded coverage of both introductory and more cutting-edge techniques within six new chapters. Illustrated throughout with real-world examples that bring the material to life, the Second Edition provides many new tools to enrich the evaluator’s toolbox.}, language = {English}, publisher = {SAGE Publications, Inc}, author = {Chen, Huey}, month = nov, year = {2014}, } @article{chambers_pra_1995, title = {{PRA} five years later - where are we now? / {DRP} - {Cinco} años después, ¿dónde nos encontramos?}, shorttitle = {{PRA} five years later}, url = {https://www.academia.edu/111110280/PRA_five_years_later_where_are_we_now}, abstract = {PRA five years later: where are we now?}, language = {es}, number = {26/27}, urldate = {2023-12-11}, journal = {Forest, Trees and People Newsletter}, author = {Chambers, Robert and Guijt, Irene}, year = {1995}, } @article{mcgee_power_2014, title = {Power, {Violence}, {Citizenship} and {Agency}}, volume = {45}, url = {http://onlinelibrary.wiley.com/doi/10.1111/1759-5436.12102/full}, doi = {10.1111/1759-5436.12102}, number = {5}, urldate = {2016-09-29}, journal = {IDS Bulletin}, author = {McGee, Rosemary}, year = {2014}, pages = {36--47}, } @book{mcgee_power_2019, address = {London ; New York}, title = {Power, {Empowerment} and {Social} {Change}}, isbn = {978-1-138-57531-8}, url = {https://www.routledge.com/Power-Empowerment-and-Social-Change-1st-Edition/McGee-Pettit/p/book/9781138575318}, abstract = {This book uncovers how power operates around the world, and how it can be resisted or transformed through empowered collective action and social leadership. The stakes have never been higher. Recent years have seen a rapid escalation of inequalities, the rise of new global powers and corporate interests, increasing impunity of human rights violations, suppression of civil society, and a re-shaping of democratic processes by post-truth, populist and nationalist politics. Rather than looking at power through the lenses of agency or structure alone, this book views power and empowerment as complex and multidimensional societal processes, defined by pervasive social norms, conditions, constraints and opportunities. Bridging theory and practice, the book explores real-world applications using a selection of frameworks, tools, case studies, examples, resources and reflections from experience to support actors to analyse their positioning and align themselves with progressive social forces. Compiled with social change practitioners, students and scholars in mind, Power, Empowerment and Social Change is the perfect volume for anyone involved in politics, international development, sociology, human rights and environmental justice who is looking for fresh insights for transforming power in favour of relatively less powerful people.}, language = {Inglés}, editor = {McGee, Rosemary and Pettit, Jethro}, month = nov, year = {2019}, } @techreport{pettit_power_2013, title = {Power {Analysis}: {A} {Practical} {Guide}}, language = {en}, institution = {Sida}, author = {Pettit, Jethro}, year = {2013}, pages = {56}, } @article{pettit_power_2014, title = {Power {Above} and {Below} the {Waterline}: {Bridging} {Political} {Economy} and {Power} {Analysis}}, volume = {45}, issn = {02655012}, shorttitle = {Power {Above} and {Below} the {Waterline}}, url = {http://doi.wiley.com/10.1111/1759-5436.12100}, doi = {10.1111/1759-5436.12100}, language = {en}, number = {5}, urldate = {2016-04-21}, journal = {IDS Bulletin}, author = {Pettit, Jethro and Mejía Acosta, Andrés}, month = sep, year = {2014}, pages = {9--22}, } @techreport{chambers_poverty_2006, address = {Brighton}, title = {Poverty {Unperceived}: {Traps}, {Biases} and {Agenda}}, shorttitle = {Poverty {Unperceived}}, url = {http://www.ids.ac.uk/files/Wp270.pdf}, urldate = {2017-04-07}, institution = {IDS}, author = {Chambers, Robert}, year = {2006}, } @misc{povertystoplightorg_poverty_2018, title = {Poverty {Stoplight}}, url = {https://www.povertystoplight.org/}, abstract = {What is the Poverty Stoplight? The Stoplight is a tool that seeks to activate the potential of families and communities to lift themselves out of poverty. Using a technology platform, it offers a self-assessment survey and intervention model that enables people to develop practical solutions to overcome their specific needs. We work with organizations from different sectors around the world and bring together a network of powerful actors with one clear mission: eliminate poverty worldwide. The Stoplight Community is comprised of government agencies, private companies, small and medium-sized enterprises, non-profits, cooperatives, microfinance organizations, academic institutions, and sports clubs, among others.}, urldate = {2023-04-27}, author = {povertystoplight.org}, year = {2018}, } @article{dorsey_positive_2000, title = {Positive {Deviant}}, url = {https://www.fastcompany.com/42075/positive-deviant}, abstract = {Jerry Sternin’s job was to help save starving children in Vietnam. Faced with an impossible time frame, he adopted a radical approach to making change. His idea: Real change begins from the inside.}, language = {en-US}, urldate = {2018-06-17}, journal = {Fast Company}, author = {Dorsey, David}, month = nov, year = {2000}, } @misc{noauthor_positive_2016, title = {Positive {Deviance} {Initiative}}, url = {http://www.positivedeviance.org}, urldate = {2017-11-04}, month = nov, year = {2016}, } @misc{positive_deviance_initiative_positive_2018, title = {Positive {Deviance} {Initiative}}, url = {https://positivedeviance.org/}, urldate = {2018-10-19}, author = {{Positive Deviance Initiative}}, year = {2018}, } @article{albanna_positive_2019, title = {Positive deviance, big data, and development: {A} systematic literature review}, volume = {85}, issn = {1681-4835}, shorttitle = {Positive deviance, big data, and development}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/isd2.12063}, doi = {10.1002/isd2.12063}, abstract = {Positive deviance is a growing approach in international development that identifies those within a population who are outperforming their peers in some way, eg, children in low-income families who are well nourished when those around them are not. Analysing and then disseminating the behaviours and other factors underpinning positive deviance are demonstrably effective in delivering development results. However, positive deviance faces a number of challenges that are restricting its diffusion. In this paper, using a systematic literature review, we analyse the current state of positive deviance and the potential for big data to address the challenges facing positive deviance. From this, we evaluate the promise of “big data-based positive deviance”: This would analyse typical sources of big data in developing countries—mobile phone records, social media, remote sensing data, etc—to identify both positive deviants and the factors underpinning their superior performance. While big data cannot solve all the challenges facing positive deviance as a development tool, they could reduce time, cost, and effort; identify positive deviants in new or better ways; and enable positive deviance to break out of its current preoccupation with public health into domains such as agriculture, education, and urban planning. In turn, positive deviance could provide a new and systematic basis for extracting real-world development impacts from big data.}, language = {en}, number = {1}, urldate = {2021-11-25}, journal = {The Electronic Journal of Information Systems in Developing Countries}, author = {Albanna, Basma and Heeks, Richard}, year = {2019}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1002/isd2.12063}, keywords = {big data, developing countries, machine learning, mobile data, positive deviance, systematic literature review}, pages = {e12063}, } @misc{better_evaluation_positive_nodate, title = {Positive {Deviance}}, url = {https://www.betterevaluation.org/en/plan/approach/positive_deviance}, abstract = {Positive Deviance (PD) refers to a behavioral and social change approach which is premised on the observation that in any context, certain individuals confronting similar challenges, constraints, and resource deprivations to their peers, will nonetheless employ uncommon but successful behaviors or strategies which enable them to find better solutions. Through the study of these individuals– subjects referred to as “positive deviants” - the PD approach suggests that innovative solutions to such challenges may be identified and refined from their outlying behavior.}, urldate = {2018-10-19}, journal = {Better Evaluation}, author = {{Better Evaluation}}, } @article{sweetman_portfolios_2018, title = {Portfolios of {Agile} {Projects}: {A} {Complex} {Adaptive} {Systems}’ {Agent} {Perspective}}, volume = {49}, doi = {10.1177/8756972818802712}, abstract = {While agile approaches can be extremely effective at a project level, they can impose significant complexity and a need for adaptiveness at the project portfolio level. While this has proven to be highly problematic, there is little research on how to manage a set of agile projects at the project portfolio level. What limited research that does exist often assumes that portfolio-level agility can be achieved by simply scaling project level agile approaches such as Scrum. This study uses a complex adaptive systems lens, focusing specifically on the properties of projects as agents in a complex adaptive portfolio to critically appraise current thinking on portfolio management in an agile context. We then draw on a set of 30 expert interviews to develop 16 complex adaptive systems (CAS)-based propositions as to how portfolios of agile projects can be managed effectively. We also outline an agenda for future research and discuss the differences between a CAS-based approach to portfolio management and traditional approaches.}, number = {4}, journal = {Project Management Journal}, author = {Sweetman, Roger and Conboy, Kieran}, month = oct, year = {2018}, doi = {10.1177/8756972818802712}, } @article{carlisle_polycentric_2019, title = {Polycentric {Systems} of {Governance}: {A} {Theoretical} {Model} for the {Commons}}, volume = {47}, issn = {1541-0072}, shorttitle = {Polycentric {Systems} of {Governance}}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/psj.12212}, doi = {10.1111/psj.12212}, abstract = {Polycentricity is a fundamental concept in commons scholarship that connotes a complex form of governance with multiple centers of semiautonomous decision making. If the decision-making centers take each other into account in competitive and cooperative relationships and have recourse to conflict resolution mechanisms, they may be regarded as a polycentric governance system. In the context of natural resource governance, commons scholars have ascribed a number of advantages to polycentric governance systems, most notably enhanced adaptive capacity, provision of good institutional fit for natural resource systems, and mitigation of risk on account of redundant governance actors and institutions. Despite the popularity of the concept, systematic development of polycentricity, including its posited advantages, is lacking in the commons literature. To build greater clarity and specificity around the concept, we develop a theoretical model of a polycentric governance system with a focus on the features necessary or conducive for achieving the functioning predicted by commons scholars. The model is comprised of attributes, which constitute the definitional elements, and enabling conditions, which specify additional institutional features for achieving functionality in the commons. The model we propose takes the concept a step further toward specificity without sacrificing the generality necessary for contextual application and further development.}, language = {en}, number = {4}, urldate = {2022-05-04}, journal = {Policy Studies Journal}, author = {Carlisle, Keith and Gruby, Rebecca L.}, year = {2019}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1111/psj.12212}, pages = {927--952}, } @misc{halloran_politics_2013, title = {Politics, {Political} {Change} and {International} {Development}}, url = {https://politicsgovernancedevelopment.wordpress.com/2013/10/23/politics-political-change-and-international-development/}, abstract = {As my inaugural post on my new blog, I thought I would re-post a short piece I wrote earlier this year about foreign aid (original here). Thomas Carothers and Diane de Garamont address this issue i…}, urldate = {2016-04-28}, journal = {Politics, Governance and Development}, author = {Halloran, Brendan}, month = oct, year = {2013}, } @misc{alan_politics_2016, title = {Politics matters, so what? {Time} for bigger bets (and more learning) on adaptive programming}, shorttitle = {Politics matters, so what?}, url = {http://www.globalintegrity.org/2016/07/politics-matters-time-bigger-bets-learning-adaptive-programming/}, abstract = {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...}, urldate = {2016-11-04}, journal = {www.globalintegrity.org}, author = {{Alan}}, month = jul, year = {2016}, } @techreport{booth_politically_2016, address = {London}, title = {Politically smart support to economic development: {DFID} experiences}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/10357.pdf}, urldate = {2018-12-10}, institution = {ODI}, author = {Booth, David}, month = mar, year = {2016}, pages = {30}, } @techreport{booth_politically_2014, address = {London}, title = {Politically smart, locally led development}, url = {https://www.odi.org/publications/8800-politically-smart-locally-led}, abstract = {Aid donors have found it hard to move from thinking politically to working differently, but there is evidence that they can do so and that this improves outcomes. This paper presents seven examples of where adopting a politically smart, locally led approach has led to better outcomes.}, urldate = {2016-05-10}, institution = {ODI}, author = {Booth, David and Unsworth, Sue}, month = sep, year = {2014}, keywords = {Practice}, } @techreport{laser_politically_2016, title = {Politically smart approaches to donor investment climate programming. {A} {Guidance} {Note}}, url = {http://laserdev.org/resources/practical-guidance-and-tools/}, abstract = {In order to help enhance the effectiveness of donors and development practitioners on the ground, LASER has produced a range of practical guidance and tools. These are primarily intended for the international development community engaged in designing and implementing investment climate programmes, though can also be used more widely by other stakeholders across sectors. General guidance and tools: Politically smart approaches to donor investment climate programming (and annexes) Revised February 2016 - sets out practical advice on how to adopt a politically smart (which requires being both ‘politically informed’ and ‘politically astute’) approach to programming. The annexes include a traffic light matrix for initial high level analysis; a problem diary template with examples; and an example of a flexible theory of change for adaptive, large scale programming}, institution = {DFID-LASER Programme}, author = {LASER}, month = feb, year = {2016}, keywords = {Practice}, } @techreport{derbyshire_politically_2018, address = {Birmingham}, type = {Briefing note}, title = {Politically informed, gender aware programming: {Five} lessons from practice}, url = {http://www.dlprog.org/gender-and-politics-in-practice/publications/from-silos-to-synergy.php}, language = {en}, institution = {DLP Program}, author = {Derbyshire, Helen and Gibson, Sam and Hudson, David and Roche, Chris}, month = feb, year = {2018}, pages = {28}, } @techreport{castillejo_politically_2020, address = {London}, type = {Working {Paper}}, title = {Politically informed approaches to gender in fragile and conflict-affected settings}, abstract = {This report summarises the discussions at a meeting held in September 2019 of a group of global development research and policy experts and practitioners, convened by ODI and the Westminster Foundation for Democracy, to share experiences and knowledge, reflect on what we already know about working politically on gender in fragile and conflict-affected settings (FCAS), and identify what further evidence would be useful. Key messages: - It is important to identify, document and learn from politically informed and adaptive ways of working in practice on gender in FCAS. - Different analytical and monitoring, evaluation and learning tools are required for politically informed programming on gender. These should be embedded within programme teams and processes, and be both gender-responsive and responsive to the political economy context. - There is a need for more politically smart use of quantitative and qualitative data in order to identify plausible entry points and ways of working on gender in FCAS. This should include increasing the capacity of programme staff to use data to inform, adapt and correct programmes. - Staff promoting politically informed work on gender equality are often isolated, with little opportunity to share experiences or learn from others. Platforms should therefore be created to share experience and knowledge, and to bring together donors and implementers involved in this work.}, language = {en}, number = {578}, institution = {ODI}, author = {Castillejo, Clare and Domingo, Pilar and George, Rachel and O’Connell, Shannon}, month = mar, year = {2020}, pages = {16}, } @techreport{mcloughlin_political_2014, address = {Birmingham}, title = {Political economy analysis: {Topic} {Guide}}, url = {http://www.gsdrc.org/topic-guides/political-economy-analysis/}, abstract = {Political economy analysis (PEA) aims to situate development interventions within an understanding of the prevailing political and economic processes in society – specifically, the incentives, relationships, and distribution and contestation of power between different groups and individuals. Such an analysis can support more politically feasible and therefore more effective development strategies by setting realistic expectations …}, urldate = {2016-07-19}, institution = {GSDRC, University of Birmingham}, author = {Mcloughlin, Claire}, year = {2014}, } @techreport{dfid_political_2009, address = {London}, title = {Political {Economy} {Analysis} - {How} to note}, url = {http://www.gsdrc.org/docs/open/po58.pdf}, abstract = {Political economy analysis is a powerful tool for improving the effectiveness of aid. Bridging the traditional concerns of politics and economics, it focuses on how power and resources are distributed and contested in different contexts, and the implications for development outcomes. It gets beneath the formal structures to reveal the underlying interests, incentives and institutions that enable or frustrate change. Such insights are important if we are to advance challenging agendas around governance, economic growth and service delivery, which experience has shown do not lend themselves to technical solutions alone. Political economy analysis is not a magic bullet for the resolution of intractable development problems. However, it can support more effective and politically feasible development strategies, as well as inform more realistic expectations of what can be achieved, and the risks involved. It can also contribute to better results by identifying where the main opportunities and barriers for policy reform exist and how donors can use their programming and influencing tools to promote positive change. This understanding is particularly relevant in fragile and conflict-affected environments where the challenge of building peaceful states and societies is fundamentally political. There are an increasing number of political economy tools available to development agencies for a range of analytical and operational purposes. This note brings together this material with a view to explaining the relevance and uses of political economy analysis. It is intended to be used by a wide range of DFID programme managers and advisers, as well as staff in other HMG departments and partner organisations. The main questions it addresses are: 􀂃 what is political economy analysis? 􀂃 how and why does political economy analysis add value to DFID work? 􀂃 what approaches and tools are available? 􀂃 how should the analysis be prepared, undertaken and applied to DFID’s work? 􀂃 how should we work with other development partners and across HMG on analysis? Key messages include: • Political economy analysis is central to the formulation of sound country plans and sector programmes, and can play a key role in risk mitigation and ensuring that donors avoid harmful practices. • Political economy analysis can help to improve development effectiveness by identifying how and where donors should focus efforts to promote positive change. • There are a growing number of operationally relevant tools which can be used to inform development strategies at the country or sector level, or in relation to particular development problems. • Several DFID country offices have used political economy analysis to improve the quality and impact of aid. This experience provides valuable lessons that should be considered when commissioning and undertaking political economy analysis. • Where possible, analysis should be conducted on an ongoing basis with key partners in HMG and the wider development community to encourage shared understanding and joint action.}, urldate = {2021-01-04}, institution = {DFID}, author = {DFID}, month = jul, year = {2009}, } @techreport{denney_political_2017, type = {Guidance note}, title = {Political {Economy} {Analysis} – {Guidance} for legal technical assistance}, url = {http://www.roleuk.org.uk/sites/default/files/files/PEA%20-%20Guidance%20for%20legal%20technical%20assistance.pdf}, abstract = {Political economy analysis is about understanding how change in relation to rule of law and international development is embedded within and shaped by political and economic relations that interact and are particular to each context. These political economy dynamics determine the distribution of power and resources within any given society and must be taken into account when attempting to achieve change. Political economy analysis is important in the justice sector because rule of law and dispute resolution processes reflect the rules of the game about who wins and who loses in the allocation of power and resources. Using political economy analysis in legal technical assistance can help to ensure more relevant and effective assistance that sustainably addresses concrete problems. It can also help to avoid the risk that poorly targeted assistance might inadvertently exacerbate existing power structures in a way that was not intended.}, urldate = {2018-10-11}, institution = {ROLE UK}, author = {Denney, Lisa and Domingo, Pilar}, month = jan, year = {2017}, pages = {24}, } @article{roe_policy_2016, title = {Policy messes and their management}, volume = {49}, issn = {0032-2687, 1573-0891}, url = {https://link.springer.com/article/10.1007/s11077-016-9258-9}, doi = {10.1007/s11077-016-9258-9}, abstract = {This paper presents a framework for better managing policy messes and draws implications for bad and good mess management in policy analysis and management. The framework has three foci: (1) the cognitive space in which policy messes develop, particularly in terms of gaps between macro-designers and micro-operators; (2) the unique domain of competence within that space where professionals manage the resulting messes by virtue of their skills in recognizing system-wide patterns, formulating locally specific contingency scenarios and translating both patterns and scenarios in highly reliable services; and (3) the ability of those mess and reliability professionals to be reliable in their domain and with these skills by maneuvering across different performance modes as conditions dictate—just-in-case, just-on-time, just-for-now or just-this-way.}, language = {en}, number = {4}, urldate = {2017-04-05}, journal = {Policy Sciences}, author = {Roe, Emery}, month = dec, year = {2016}, pages = {351--372}, } @article{husain_policy_2017, title = {Policy experimentation and innovation as a response to complexity in {China}’s management of health reforms}, volume = {13}, issn = {1744-8603}, url = {https://doi.org/10.1186/s12992-017-0277-x}, doi = {10.1186/s12992-017-0277-x}, abstract = {There are increasing criticisms of dominant models for scaling up health systems in developing countries and a recognition that approaches are needed that better take into account the complexity of health interventions. Since Reform and Opening in the late 1970s, Chinese government has managed complex, rapid and intersecting reforms across many policy areas. As with reforms in other policy areas, reform of the health system has been through a process of trial and error. There is increasing understanding of the importance of policy experimentation and innovation in many of China’s reforms; this article argues that these processes have been important in rebuilding China’s health system. While China’s current system still has many problems, progress is being made in developing a functioning system able to ensure broad population access. The article analyses Chinese thinking on policy experimentation and innovation and their use in management of complex reforms. It argues that China’s management of reform allows space for policy tailoring and innovation by sub-national governments under a broad agreement over the ends of reform, and that shared understandings of policy innovation, alongside informational infrastructures for the systemic propagation and codification of useful practices, provide a framework for managing change in complex environments and under conditions of uncertainty in which ‘what works’ is not knowable in advance. The article situates China’s use of experimentation and innovation in management of health system reform in relation to recent literature which applies complex systems thinking to global health, and concludes that there are lessons to be learnt from China’s approaches to managing complexity in development of health systems for the benefit of the poor.}, number = {1}, urldate = {2019-03-15}, journal = {Globalization and Health}, author = {Husain, Lewis}, month = aug, year = {2017}, pages = {54}, } @article{waylen_policy-driven_2019, title = {Policy-driven monitoring and evaluation: {Does} it support adaptive management of socio-ecological systems?}, volume = {662}, issn = {0048-9697}, shorttitle = {Policy-driven monitoring and evaluation}, url = {http://www.sciencedirect.com/science/article/pii/S0048969718353580}, doi = {10.1016/j.scitotenv.2018.12.462}, abstract = {Inadequate Monitoring and Evaluation (M\&E) is often thought to hinder adaptive management of socio-ecological systems. A key influence on environmental management practices are environmental policies: however, their consequences for M\&E practices have not been well-examined. We examine three policy areas - the Water Framework Directive, the Natura 2000 Directives, and the Agri-Environment Schemes of the Common Agricultural Policy - whose statutory requirements influence how the environment is managed and monitored across Europe. We use a comparative approach to examine what is monitored, how monitoring is carried out, and how results are used to update management, based on publicly available documentation across nine regional and national cases. The requirements and guidelines of these policies have provided significant impetus for monitoring: however, we find this policy-driven M\&E usually does not match the ideals of what is needed to inform adaptive management. There is a tendency to focus on understanding state and trends rather than tracking the effect of interventions; a focus on specific biotic and abiotic indicators at the expense of understanding system functions and processes, especially social components; and limited attention to how context affects systems, though this is sometimes considered via secondary data. The resulting data are sometimes publicly-accessible, but it is rarely clear if and how these influence decisions at any level, whether this be in the original policy itself or at the level of measures such as site management plans. Adjustments to policy-driven M\&E could better enable learning for adaptive management, by reconsidering what supports a balanced understanding of socio-ecological systems and decision-making. Useful strategies include making more use of secondary data, and more transparency in data-sharing and decision-making. Several countries and policy areas already offer useful examples. Such changes are essential given the influence of policy, and the urgency of enabling adaptive management to safeguard socio-ecological systems.}, urldate = {2019-05-03}, journal = {Science of The Total Environment}, author = {Waylen, Kerry A. and Blackstock, Kirsty L. and van Hulst, Freddy J. and Damian, Carmen and Horváth, Ferenc and Johnson, Richard K. and Kanka, Robert and Külvik, Mart and Macleod, Christopher J. A. and Meissner, Kristian and Oprina-Pavelescu, Mihaela M. and Pino, Joan and Primmer, Eeva and Rîșnoveanu, Geta and Šatalová, Barbora and Silander, Jari and Špulerová, Jana and Suškevičs, Monika and Van Uytvanck, Jan}, month = apr, year = {2019}, keywords = {Adaptive Management, Environmental governance, Monitoring and Evaluation, Policy making, Socio-ecological systems, Sustainability}, pages = {373--384}, } @techreport{davidson_pocket_2019, title = {Pocket {Guide} to {Systems} {Wayfinding}}, url = {https://www.the-systems-school.org/resources}, institution = {The Systems School}, author = {Davidson, Seanna}, year = {2019}, } @book{leurs_playbook_2018, address = {London}, title = {Playbook for innovation learning. 35 diagrams to support talking and thinking about learning for innovation}, url = {http://states-of-change.org/assets/downloads/nesta_playbook_for_innovation_learning.pdf}, urldate = {2018-10-03}, publisher = {Nesta}, author = {Leurs, Bas and Roberts, Isobel}, month = apr, year = {2018}, } @incollection{garcia_contreras_plans_2020, address = {Cham}, series = {Studies in {Systems}, {Decision} and {Control}}, title = {Plans {Are} {Worthless} but {Planning} {Is} {Everything}: {A} {Theoretical} {Explanation} of {Eisenhower}’s {Observation}}, isbn = {978-3-030-40814-5}, shorttitle = {Plans {Are} {Worthless} but {Planning} {Is} {Everything}}, url = {https://doi.org/10.1007/978-3-030-40814-5_11}, abstract = {The 1953–1961 US President Dwight D. Eisenhower emphasized that his experience as the Supreme Commander of the Allied Expeditionary Forces in Europe during the Second World War taught him that “plans are worthless, but planning is everything”. This sound contradictory: if plans are worthless, why bother with planning at all? In this paper, we show that Eisenhower’s observation has a meaning: while directly following the original plan in constantly changing circumstances is often not a good idea, the existence of a pre-computed original plan enables us to produce an almost-optimal strategy—a strategy that would have been computationally difficult to produce on a short notice without the pre-existing plan.}, language = {en}, urldate = {2024-02-02}, booktitle = {Decision {Making} under {Constraints}}, publisher = {Springer International Publishing}, author = {Garcia Contreras, Angel F. and Ceberio, Martine and Kreinovich, Vladik}, editor = {Ceberio, Martine and Kreinovich, Vladik}, year = {2020}, doi = {10.1007/978-3-030-40814-5_11}, pages = {93--98}, } @techreport{orr_planning_2019, address = {Fiji}, title = {Planning \& {Navigating} {Social} {Change} - {Tools} for {Pacific} voyagers}, url = {https://www.pasifikarising.org/wp-content/uploads/2019/09/Navigating-Social-Change_FINAL_web_250919.pdf}, abstract = {Those working to advance social change in the Pacific must understand, work with and respond to the complex and changing relationships and dynamics of power that exist within such networks, and situate their work in the context of decolonisation and self-determination. But the approaches typically used by NGOs to plan our projects and programs have failed to give due attention to these dynamics. The result is that our projects fall short of achieving their promise, despite being technically sound and logical. In this guide, we aim to provide a process and tools that prioritise and draw out the rich, often implicit, knowledge that Pacific Islanders have about our contexts to plan and manage social change initiatives in a manner that values and responds to this ocean of relationships. Drawing from these relationship-based and voyaging traditions, we emphasise the need to: • frame change in terms of change in people; e.g. change in the situation of groups of people and change in terms of the actions of people; • identify a course towards a particular ‘change destination’; • identify the signs to read that will help you determine where you are on that course; • be constantly attentive to the context as you make the journey, and • be ready to adjust your course in response to changes in your context. To support this way of working, we have selected a number of tools from approaches that we believe fit. In particular, we have drawn from the following approaches: • Thinking and Working Politically and other ‘politically aware’ approaches that recognise that the success of a development initiative will be determined by the interplay of relationships of power within a particular context, not just by having the right technical solution; • Outcome mapping because of its focus on people and relationships, and on identifying and supporting needed changes in the behaviour of specific actors in relation to others. This is key, because it’s individuals who deliver services, individuals who decide whether to allocate budget and resources to address a problem, and individuals who make the choice to believe whether a service is relevant to solving their issues; • Adaptive management because of its recognition that development initiatives take place within complex and changing systems and need to adjust to these and that this requires ongoing learning and adaptation.}, urldate = {2020-02-06}, institution = {Oxfam}, author = {Orr, Douglas Epeli and Cavatore, Maria and Aston, Tom}, year = {2019}, } @article{easterly_planners_2006, title = {Planners versus {Searchers} in {Foreign} {Aid}}, volume = {23-2}, url = {https://ideas.repec.org/a/ris/adbadr/2321.html}, abstract = {Only for the recipients of foreign aid is something akin to central planning seen as a way to achieve prosperity. The end of poverty is achieved with free markets and democracy—where decentralized “searchers” look for ways to meet individual needs—not Poverty Reduction Strategy Papers (PRSPs) to achieve Millennium Development Goals (MDGs). The PRSPs and MDGs create lots of bureaucracy but hold no one specific agency in foreign aid accountable for any one specific task. Planners in foreign aid use the old failed models of the past—the “Financing Gap”, the “poverty trap”, the government-to-government aid model; and the “expenditures = outcomes” mentality. Searchers in foreign aid would imitate the feedback and accountability of markets and democracy to provide goods and services to individuals until homegrown markets and democracy end poverty in the society as a whole. An example of the more promising “searchers” approach in foreign aid is 2006 Nobel Peace Laureate Mohammad Yunus and Grameen Bank.}, language = {en}, number = {2}, urldate = {2019-03-12}, journal = {Asian Development Review}, author = {Easterly, William}, year = {2006}, pages = {1--35}, } @techreport{pla_pla_1998, address = {London}, title = {{PLA} {Notes} 32: {Participation}, {Literacy} and {Empowerment}}, shorttitle = {{PLA} {Notes} 32}, url = {http://pubs.iied.org/6137IIED/}, urldate = {2017-07-11}, institution = {IIED}, author = {PLA}, month = jun, year = {1998}, } @misc{proud_physically_2020, title = {Physically distanced adaptive management}, url = {https://medium.com/learnadapt/physically-distanced-adaptive-management-58f1aa672d45}, abstract = {Opportunities and challenges for local leadership}, language = {en}, urldate = {2020-10-14}, journal = {LearnAdapt}, author = {Proud, Emma}, month = jul, year = {2020}, } @misc{harris_pfm_2022, title = {{PFM} {Reform} {Through} {PDIA}: {What} {Works} and {When} it {Works}}, url = {https://blog-pfm.imf.org/pfmblog/2022/01/-pfm-reform-through-pdia-what-works-and-when-it-works-.html#_ftnref1}, urldate = {2022-07-01}, journal = {Public Financial Management Blog - IMF}, author = {Harris, Jamelia and Lawson, Andrew}, month = jan, year = {2022}, } @misc{chambers_perverse_2014, title = {Perverse {Payment} by {Results}: frogs in a pot and straitjackets for obstacle courses}, url = {https://participationpower.wordpress.com/tag/robert-chambers/}, abstract = {Posts about Robert Chambers written by idsppsc}, urldate = {2017-06-29}, journal = {IDS - Participation, Power and Social Change}, author = {Chambers, Robert}, month = sep, year = {2014}, } @incollection{mareis_perspectives_2013, address = {Bielefeld}, series = {Design}, title = {Perspectives on {Participation} in {Design}}, isbn = {978-3-8376-2038-2 978-3-8394-2038-6}, language = {ger}, number = {2}, booktitle = {Wer gestaltet die {Gestaltung}? {Praxis}, {Theorie} und {Geschichte} des partizipatorischen {Designs}}, publisher = {transcript}, author = {Sanders, Elizabeth}, editor = {Mareis, Claudia and {Deutsche Gesellschaft für Design-Theorie und -Forschung} and {Hochschule für Gestaltung}}, year = {2013}, note = {OCLC: 930782596}, keywords = {Design}, } @misc{dart_performance_2005, title = {Performance {Story}}, url = {http://methods.sagepub.com/reference/encyclopedia-of-evaluation/n410.xml}, abstract = {This is a concise description of ‘Performance Story’ written by Jess Dart and John Mayne for the Sage ‘Encyclopaedia of Evaluation’.}, urldate = {2018-10-13}, journal = {Encyclopedia of Evaluation}, publisher = {Sage Publications}, author = {Dart, J. and Mayne, J.}, year = {2005}, pages = {307--309}, } @techreport{wadley_peer_2021, address = {Geneve}, title = {Peer reviews - {Guidance} for facilitators and participants}, url = {https://www.hdcentre.org/wp-content/uploads/2017/12/HDC_MPS7_EN-REV2-WEB.pdf}, abstract = {Essential points for practitioners and donors • Mediation offers a cost-effective and proven method for resolving armed conflict. Between 1985 and 2015, 75 per cent of armed conflicts in the world were resolved through agreement rather than by force. In most cases these processes will have involved third party facilitation or support. • Professional mediators understand the high stakes involved in their work to prevent, mitigate and resolve armed conflict. In addition, they and their financial supporters are increasingly required to demonstrate ‘value-for-money’ to ensure continued funding. • However, traditional monitoring and evaluation (M\&E) methods are not well suited to this task, typically imposing artificially linear project models on a dynamic conflict situation, as well as compliance reporting that moves attention away from real value. • Traditional M\&E methods tend to focus on documenting the past and generating vast amounts of data, rather than enabling timely adaptation of the project in the present. • Traditional M\&E approaches rely heavily on external evaluation consultants. Even in the best of cases this may interfere with the mediation process and impose a heavy time burden on the project team, leading to low acceptance of traditional M\&E approaches by mediation practitioners. • In contrast, an ideal M\&E approach for mediation should deliver useful insights in even the most dynamic and sensitive mediation environments, impose a light reporting burden, and be readily accepted by mediation teams. It should protect discretion and trust, enable rapid adaptation, and also provide some assurance that donor funds are being well spent.}, urldate = {2023-08-15}, institution = {Centre for Humanitarian Dialogue}, author = {Wadley, Ian}, month = mar, year = {2021}, } @techreport{ernstorfer_peacebuilding_2019, address = {New York}, title = {Peacebuilding design, monitoring, and evaluation: {A} {Training} {Package} for participants and trainers at intermediate to advanced levels}, url = {https://www.cdacollaborative.org/wp-content/uploads/2019/02/PB-DME-Training-Package-final.pdf}, abstract = {This training package includes 7 Training Modules and a set of Annexes (Annexes A-O). The Training Modules build on each other and should ideally be used in a sequenced way in a training setting. However, for groups with specific training needs around particular areas, modules can also be used individually, but need to be tailored by the trainers and facilitators to meet the needs of specific audiences. The annexes provide worksheets and hand-outs that can be used as resources during the training for specific modules and exercises.}, urldate = {2022-06-17}, institution = {Carnegie Corporation}, author = {Ernstorfer, Anita and Barnard-Webster, Kiely}, month = feb, year = {2019}, } @techreport{sdc_peacebuilding_2015, address = {Bern}, title = {Peacebuilding and {Statebuilding} {Strategy} for {SDC}’s work in fragile and conflict contexts}, language = {en}, institution = {Swiss Agency for Development and Cooperation SDC}, author = {SDC}, year = {2015}, } @techreport{samji_pdia_2018, title = {{PDIA} {Toolkit} - {A} {DIY} {Approach} to {Solving} {Complex} {Problems}}, url = {https://bsc.cid.harvard.edu/PDIAtoolkit}, abstract = {The PDIAtoolkit is designed to guide you through the process of solving complex problems which requires working in teams. We call it a Do-it-Yourself (DIY) kit, where the ‘you’ is a committed team of 4-6 people mobilized to work together to solve a complex problem that cannot be solved by one person.}, language = {en}, urldate = {2018-10-26}, institution = {Center for International Development at Harvard University}, author = {Samji, Salimah and Andrews, Matt and Pritchett, Lant and Woolcock, MIchael}, month = oct, year = {2018}, } @misc{samji_pdia_2016, title = {{PDIA} {Notes} 2: {Learning} to {Learn}}, shorttitle = {{PDIA} {Notes} 2}, url = {https://buildingstatecapability.com/2016/10/05/pdia-notes-2-learning-to-learn/}, abstract = {written by Peter Harrington After over two years of working with the government of Albania, and as we embark on a new project to work with the government of Sri Lanka, we at the Building State Capa…}, urldate = {2016-10-07}, journal = {Building State Capability}, author = {Samji, Salimah}, month = oct, year = {2016}, } @book{andrews_pdia_2021, address = {Cambridge, MA}, title = {{PDIA} in action}, url = {https://bsc.cid.harvard.edu/files/bsc/files/pdia_book_square_final.pdf}, abstract = {Learning from our experience in 2020, we asked the alumni of our HKS Implementing Public Policy (IPP) Executive Education program, if they wanted to work with our students on their nominated problems. Eight IPP alumni, William Keith Young, Adaeze Oreh, Milzy Carrasco, Kevin Schilling, Artem Shaipov, George Imbenzi, David Wuyep, and Raphael Kenigsberg, who had been trained on PDIA and implementation, signed up to work with our students. Thirty-seven students signed up to take the course beginning January 26th, 2021. The students worked across eight teams and adopted a problem driven approach to foster learning that could help their authorizers develop an action learning strategy to their nominated challenge. This book highlights the students’ work drawing from their blogs as well as the event series. There are 8 sections, one for each of the teams and the problems they worked on during the course. We hope you enjoy reading their stories! Scan the QR Code at the end of each section to learn more.}, urldate = {2021-12-16}, publisher = {Center for International Development, Harvard University}, editor = {Andrews, Matt and Samji, Salimah}, month = may, year = {2021}, } @misc{samji_pdia_2017, title = {{PDIA} {Course}: {Alumni} are already practicing what they learned}, shorttitle = {{PDIA} {Course}}, url = {https://buildingstatecapability.com/2017/02/11/pdia-course-alumni-are-already-practicing-what-they-learned}, abstract = {written by Salimah Samji We offered 4 free PDIA online courses between November 2015 and June 2016. They were well received and 365 people, living in 56 countries, successfully completed the course…}, urldate = {2017-04-18}, journal = {Building State Capability}, author = {Samji, Salimah}, month = feb, year = {2017}, } @article{clist_payment_2016, title = {Payment by {Results} in {Development} {Aid}: {All} {That} {Glitters} {Is} {Not} {Gold}}, volume = {31}, issn = {0257-3032, 1564-6971}, shorttitle = {Payment by {Results} in {Development} {Aid}}, url = {http://wbro.oxfordjournals.org/content/31/2/290}, doi = {10.1093/wbro/lkw005}, abstract = {Payment by Results (PbR), where aid is disbursed conditional upon progress against a pre-agreed measure, is becoming increasingly important for various donors. There are great hopes that this innovative instrument will focus attention on ultimate outcomes and lead to greater aid effectiveness by passing the delivery risk on to recipients. However, there is very little related empirical evidence, and previous attempts to place it on a sure conceptual footing are rare and incomplete. This article collates and synthesises relevant insights from a wide range of subfields in economics, providing a rich framework with which to analyze Payment by Results. I argue that the domain in which it dominates more traditional forms is relatively small and if it is used too broadly, many of the results it claims are likely to be misleading. The likelihood of illusory gains stems from the difficulty of using a single indicator to simultaneously measure and reward performance: ‘once a measure becomes a target, it ceases to be a good measure.’ This does not mean PbR should not be used (indeed it will be optimal in some settings), but it does mean that claims of success should be treated with caution.}, language = {en}, number = {2}, urldate = {2016-11-27}, journal = {The World Bank Research Observer}, author = {Clist, Paul}, month = aug, year = {2016}, keywords = {Conditionality, Contract theory, F35, Foreign Aid, Multitask model, performance}, pages = {290--319}, } @article{williams_passive_2010, title = {Passive and active adaptive management: {Approaches} and an example}, volume = {92}, doi = {10.1016/j.jenvman.2010.10.039}, abstract = {Adaptive management is a framework for resource conservation that promotes iterative learning-based decision making. Yet there remains considerable confusion about what adaptive management entails, and how to actually make resource decisions adaptively. A key but somewhat ambiguous distinction in adaptive management is between active and passive forms of adaptive decision making. The objective of this paper is to illustrate some approaches to active and passive adaptive management with a simple example involving the drawdown of water impoundments on a wildlife refuge. The approaches are illustrated for the drawdown example, and contrasted in terms of objectives, costs, and potential learning rates. Some key challenges to the actual practice of AM are discussed, and tradeoffs between implementation costs and long-term benefits are highlighted.}, number = {5}, journal = {Journal of Environmental Management}, author = {Williams, Byron}, month = nov, year = {2010}, } @techreport{chapela_trillo_partnering_2034, title = {Partnering with communities to co-design humanitarian health strategies: {A} {SeeChange} {CommunityFirst} {Framework} for implementation in {MSF} projects}, url = {https://www.seechangeinitiative.org/}, abstract = {The CommunityFirst Framework is intended to be implemented by field teams at MSF. The theoretical aspects and evidence presented on the importance of community engagement are intended for all MSF staff seeking to learn more about why and how to shift the way we work with communities as humanitarians. We believe this guideline, and other tools like it (including OCA’s Person-Centred Approach Guidance07, and MSF Vienna Evaluation Unit’s Guidance for Involving Communities08), to be an important contribution to the growing movement of communities and humanitarian actors who are pushing for changes in the humanitarian system that translate to dignity, health, justice, equity and self-determination for communities around the world. Specifically, the CommunityFirst Framework is intended to guide MSF teams to co-design health strategies with communities, throughout all stages of the project cycle, for exploratory missions, projects that are just opening, projects that have been running for some time, or those that are closing. At the time of publication, the CommunityFirst Framework has been tested in pilot projects in: (1) Madre de Dios, Peru (MSF OCP, August 2022), (2) Tonkolili, Sierra Leone (MSF OCA, November 2022) and (3) Anzoátegui, Venezuela (MSF OCB, February 2023) The experiences from these pilots (feedback from teams, implementation results, adaptations to each context, etc.) have informed the adaptation of the Framework. CommunityFirst builds on existing community engagement work inside MSF and contributes a practical framework for co-designing health initiatives with communities. To avoid duplicating efforts and resources around community engagement inside MSF, the appendices in this guideline largely refer to already existing MSF resources.09 This guideline is meant to be a living document that can evolve and be adapted given the experience of MSF staff and community members and diverse community contexts. This guide can be used by anyone in MSF who is interested in partnering with communities to improve the responsiveness and impact of their humanitarian programs. This is the first iteration of the document. Subsequent iterations will be published based on additional testing during future phases of the CommunityFirst TIC project.}, urldate = {2024-03-25}, institution = {MSF}, author = {Chapela Trillo, Violeta and Farber, Jessica}, month = mar, year = {2034}, } @article{burns_participatory_2012, title = {Participatory {Systemic} {Inquiry}}, copyright = {http://www.ids.ac.uk/files/dmfile/IDSOpenDocsStandardTermsOfUse.pdf}, issn = {1759-5436}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/7488}, doi = {10.1111/j.1759-5436.2012.00325.x}, abstract = {This article explores Participatory Systemic Inquiry processes through two examples of practise. The first is about embedding public engagement in UK higher education, the second is about water infrastructure development and local capacity development in small towns situated around Lake Victoria. These examples illustrate why it is necessary to understand the wider systemic dynamics within which issues are situated, and how this helps to identify workable and sustainable solutions to problems. It describes the learning architectures which were constructed to hold the local and thematic inquiries and then to extend them. It also demonstrates the methods which operationalised these processes and explores some of the methodological differences between this approach and other approaches to qualitative and participatory research.}, language = {en}, urldate = {2023-11-13}, author = {Burns, Danny}, month = may, year = {2012}, note = {Accepted: 2016-01-06T17:18:20Z Publisher: Blackwell Publishing Ltd}, } @misc{better_evaluation_participatory_nodate, title = {Participatory {Rural} {Appraisal}}, url = {https://www.betterevaluation.org/en/approach/PRA}, abstract = {"Participatory Rural Appraisal (PRA) recently renamed Participatory Learning for Action (PLA), is a methodological approach that is used to enable farmers to analyse their own situation and to develop a common perspective on natural resource management and agriculture at village level. PRA is an assessment and learning process that empowers farmers to create the information base they need for participatory planning and action. Outsiders contribute facilitation skills and external information and opinions. Many different tools have been developed for use in PRA. There are four main classes: tools used in group and team dynamics; tools for sampling; options for interviews and dialogue; and options for visualisation and preparing diagrams. Most countries have had some experience with PRA and local publications are available. IIED regularly reports on new developments in its PLA notes (Pretty et al 1995)." (Bie, 1998)}, urldate = {2018-10-19}, journal = {Better Evaluation}, author = {{Better Evaluation}}, } @techreport{guijt_participatory_1998, title = {Participatory {Monitoring} \& {Evaluation}: {Learning} from change}, url = {http://www.ids.ac.uk/files/dmfile/PB12.pdf}, abstract = {Development organisations need to know how effective their efforts have been. But who should make these judgements, and on what basis? Usually it is outside experts who take charge. Participatory monitoring and evaluation (PM\&E) is a different approach which involves local people, development agencies, and policy makers deciding together how progress should be measured, and results acted upon. It can reveal valuable lessons and improve accountability. However, it is a challenging process for all concerned since it encourages people to examine their assumptions about what constitutes progress, and to face up to the contradictions and conflicts that can emerge.}, number = {12}, urldate = {2018-10-19}, institution = {IDS}, author = {Guijt, Irene and Gaventa, John}, year = {1998}, pages = {6}, } @article{zukoski_participatory_2002, title = {Participatory evaluation. {What} is it? {Why} do it? {What} are the challenges?}, shorttitle = {Participatory evaluation. {What} is it?}, abstract = {Yogi Berra was right when he remarked, “If you don’t know where you’re going, you’ll wind up somewhere else.” When we collectively apply our hopes and energies to improving our communities, how do we know if we’re making the right choices along the way? How will we notice when we are spinning our wheels and what changes to make? How will we know that we are making a difference? And how will we know what success looks like to everyone in the group? By taking a community-based public health approach to our work, we create an opportunity to engage in a particular type of evaluation—participatory evaluation – that can help answer those questions. For those groups that are interested in this approach, this policy brief discusses the key concepts of participatory evaluation and some tips for applying it. We also present some real-life examples from two evaluators who work with grantees of the Partnership for the Public’s Health Initiative.}, journal = {Community-based public health policy \& practice}, author = {Zukoski, A. and Luluquisen, Mia}, year = {2002}, } @inproceedings{king_participatory_2023, address = {Brisbane}, title = {Participatory evaluation design and sense-making - making meaning through co-constructed lenses}, url = {https://juliankingnz.substack.com/p/making-meaning-through-co-constructed?publication_id=1205622&utm_campaign=email-post-title&r=qn2r}, abstract = {Based on a presentation at Australian Evaluation Society International Evaluation Conference, Brisbane, 28 September 2023. The importance of participatory approaches to evaluation is well-understood. Involving the right people and balancing voices at the stakeholder table can help to make evaluations more valid, credible, useful, and actually used. Not all evaluations, however, are done in participatory ways. This presentation shares the experience of three evaluators in two recent projects with clients and stakeholders who were unaccustomed to participatory evaluation. In both cases, new ways of working were introduced, requiring participants to come into the evaluation tent, collaborate and learn with us. Engagement processes deliberately focused on incrementally building deep stakeholder input into evaluation design - including key evaluation questions, context analysis, program theory, rubrics, methods of data gathering, and reporting formats. The resulting evaluation frameworks represent an agreed, shared set of lenses for making sense of the evidence. Through this process, relationships and trust were cemented, stakeholders understood the evaluation process and endorsed the resulting frameworks. The client and sector have become more interested, more engaged stakeholders and more savvy evaluation participants and consumers. As the evaluations progress, the evaluation design builds in ongoing stakeholder involvement in reviewing emergent footprints of system change and making evaluative judgements. Participatory approaches are many, varied, and flexible. We will share our reflections and generalisable learning from the participatory approaches we applied in these evaluations. We will invite the audience to reflect on their own practices and experiences, and provoke them to consider whether participatory evaluation is 'just' a methodological option or a foundational element of good evaluation.}, urldate = {2023-09-28}, booktitle = {Evaluation and {Value} for {Investment}}, author = {King, Julian and Elliott, Kerry and Hollingsworth, Hilary}, month = sep, year = {2023}, } @misc{better_evaluation_participatory_nodate, title = {Participatory {Evaluation}}, url = {https://www.betterevaluation.org/en/plan/approach/participatory_evaluation}, abstract = {Participatory evaluation is an approach that involves the stakeholders of a programme or policy in the evaluation process. This involvement can occur at any stage of the evaluation process, from the evaluation design to the data collection and analysis and the reporting of the study. A participatory approach can be taken with any impact evaluation design, and with quantitative and qualitative data. However, the type and level of stakeholder involvement will necessarily vary between different types, for example between a local level impact evaluation and an evaluation of policy changes (Gujit 2014, p.1). It is important to consider the purpose of involving stakeholders, and which stakeholders should be involved how, in order to maximise the effectiveness of the approach.}, urldate = {2018-10-18}, journal = {Better Wvaluation}, author = {{Better Evaluation}}, } @article{hussain_participatory_2012, title = {Participatory design with marginalized people in developing countries: {Challenges} and opportunities experienced in a field study in {Cambodia}}, volume = {6}, shorttitle = {Participatory design with marginalized people in developing countries}, url = {http://search.proquest.com/openview/00023536653de469c50068f340e7c1b8/1?pq-origsite=gscholar}, number = {2}, urldate = {2016-09-16}, journal = {International Journal of Design}, author = {Hussain, Sofia and Sanders, Elizabeth B.-N. and Steinert, Martin}, year = {2012}, } @article{escobar_participatory_2015, title = {Participatory {Budgeting} in {Scotland}: {An} overview of strategic design choices and principles for effective delivery}, shorttitle = {Participatory {Budgeting} in {Scotland}}, url = {http://www.research.ed.ac.uk/portal/en/publications/participatory-budgeting-in-scotland-an-overview-of-strategic-design-choices-and-principles-for-effective-delivery(a0321a7e-8a9c-4187-9368-897ea75c6a0b)/export.html}, abstract = {Description}, language = {English}, urldate = {2016-03-23}, author = {Escobar, Oliver and Harkins, Chris}, month = dec, year = {2015}, } @article{baiocchi_participatory_2014, title = {Participatory {Budgeting} as if {Emancipation} {Mattered}}, volume = {42}, issn = {0032-3292}, url = {https://doi.org/10.1177/0032329213512978}, doi = {10.1177/0032329213512978}, abstract = {Participatory Budgeting has by now been widely discussed, often celebrated, and is now instituted in at least 1,500 cities worldwide. Some of its central features—its structure of open meetings, its yearly cycle, and its combination of deliberation and representation—are by now well known. In this article, however, we critically reflect on its global travel and argue for more careful consideration of some of its less well-known features, namely the coupling of the budgeting meetings with the exercise of power. We disaggregate PB into its communicative and empowerment dimensions and argue that its empowerment dimensions have usually not been part of its global expansion—and this is cause for concern from the point of view of emancipation. We thus discuss the specific institutional reforms associated with empowerment in the original version as well as its analytic dimensions. We also address some of the specific dangers of a communication-only version of PB as well as some suggestions for reintroducing empowerment.}, language = {en}, number = {1}, urldate = {2023-12-05}, journal = {Politics \& Society}, author = {Baiocchi, Gianpaolo and Ganuza, Ernesto}, month = mar, year = {2014}, note = {Publisher: SAGE Publications Inc}, pages = {29--50}, } @techreport{vso_participatory_2004, address = {London}, title = {Participatory approaches: a facilitator's guide}, url = {https://www.participatorymethods.org/resource/participatory-approaches-facilitators-guide}, abstract = {This book provides a set of guidelines for people who will be involved in participatory processes and projects with specific design focus on VSO (Voluntary Services Overseas) volunteers. It looks at appropriate levels of participation; pitfalls of participatory approaches (PA); best practice in facilitation; and tools for participation. The guide is organised into three parts (I) Principles, (II) Methods and (III) Toolkit. Part I gives a background to PA with a comparative analysis of PA in relation to top-down approaches, and within the range of PAs; looks at the role PA in VSO; discusses how to facilitate participatory processes with multiple stakeholders; presents a framework for PA on different levels of participation; and examines key facilitation skills needed to support participatory activities. Part II collates a range of participatory methods that have been used successfully in the field by VSO volunteers. Methods are categorised according to this suitability for use at different stages of a project process. Examples are also given of methods that can be used for specific purposes, such as participatory organisational appraisal and gender/diversity analysis. Part III gives tips on how to choose the most appropriate tool and how to organise participatory workshops and small group activities. It also systematically records a range of tools used by development workers all over the world with reference to what tool is appropriate in what situation. A profile of each tool includes guidelines on its purpose, potential applications and variations, as well as possible pitfalls. Illustrative case studies taken form real experiences of development workers in the field are also included.}, urldate = {2023-10-17}, institution = {VSO}, author = {VSO}, year = {2004}, } @techreport{guijt_participatory_2014, address = {Florence}, title = {Participatory {Approaches}}, url = {https://www.unicef-irc.org/publications/pdf/brief_5_participatoryapproaches_eng.pdf}, abstract = {This guide, written by Irene Guijt for UNICEF, looks at the use of participatory approaches in impact evaluation. Using participatory approaches means involving stakeholders, particularly those affected by intervention, in the evaluation process. This includes involvement in the design, data collection, analysis, reporting, and management of the study. Excerpt "By asking the question, ‘Who should be involved, why and how?’ for each step of an impact evaluation, an appropriate and context-specific participatory approach can be developed. Managers of UNICEF evaluations must recognize that being clear about the purpose of participatory approaches in an impact evaluation is an essential first step towards managing expectations and guiding implementation. Is the purpose to ensure that the voices of those whose lives should have been improved by the programme or policy are central to the findings? Is it to ensure a relevant evaluation focus? Is it to hear people’s own versions of change rather than obtain an external evaluator’s set of indicators? Is it to build ownership of the UNICEF programme? These, and other considerations, would lead to different forms of participation by different combinations of stakeholders in the impact evaluation."}, number = {5}, urldate = {2018-10-18}, institution = {UNICEF}, author = {Guijt, Irene}, year = {2014}, pages = {23}, } @article{fujitani_participatory_2017, title = {Participatory adaptive management leads to environmental learning outcomes extending beyond the sphere of science}, volume = {3}, copyright = {Copyright © 2017, The Authors. This is an open-access article distributed under the terms of the Creative Commons Attribution-NonCommercial license, which permits use, distribution, and reproduction in any medium, so long as the resultant use is not for commercial advantage and provided the original work is properly cited.}, issn = {2375-2548}, url = {https://advances.sciencemag.org/content/3/6/e1602516}, doi = {10.1126/sciadv.1602516}, abstract = {Resolving uncertainties in managed social-ecological systems requires adaptive experimentation at whole-ecosystem levels. However, whether participatory adaptive management fosters ecological understanding among stakeholders beyond the sphere of science is unknown. We experimentally involved members of German angling clubs (n = 181 in workshops, n = 2483 in total) engaged in self-governance of freshwater fisheries resources in a large-scale ecological experiment of active adaptive management of fish stocking, which constitutes a controversial management practice for biodiversity and ecosystem functioning when conducted inappropriately. The collaborative ecological experiments spanned several years and manipulated fish densities in 24 lakes with two species. In parallel, we experimentally compared changes in ecological knowledge and antecedents of proenvironmental behavior in stakeholders and managers who were members of a participatory adaptive management treatment group, with those receiving only a standard lecture, relative to placebo controls. Using a within-subjects pretest-posttest control design, changes in ecological knowledge, environmental beliefs, attitudes, norms, and behavioral intentions were evaluated. Participants in adaptive management retained more knowledge of ecological topics after a period of 8 months compared to those receiving a standard lecture, both relative to controls. Involvement in adaptive management was also the only treatment that altered personal norms and beliefs related to stocking. Critically, only the stakeholders who participated in adaptive management reduced their behavioral intentions to engage in fish stocking in the future. Adaptive management is essential for robust ecological knowledge, and we show that involving stakeholders in adaptive management experiments is a powerful tool to enhance ecological literacy and build environmental capacity to move toward sustainability. Participatory active adaptive management leads to far-reaching environmental learning outcomes in stakeholders. Participatory active adaptive management leads to far-reaching environmental learning outcomes in stakeholders.}, language = {en}, number = {6}, urldate = {2020-10-15}, journal = {Science Advances}, author = {Fujitani, Marie and McFall, Andrew and Randler, Christoph and Arlinghaus, Robert}, month = jun, year = {2017}, pages = {e1602516}, } @article{cornish_participatory_2023, title = {Participatory action research}, volume = {3}, copyright = {2023 Springer Nature Limited}, issn = {2662-8449}, url = {https://www.nature.com/articles/s43586-023-00214-1}, doi = {10.1038/s43586-023-00214-1}, abstract = {Participatory action research (PAR) is an approach to research that prioritizes the value of experiential knowledge for tackling problems caused by unequal and harmful social systems, and for envisioning and implementing alternatives. PAR involves the participation and leadership of those people experiencing issues, who take action to produce emancipatory social change, through conducting systematic research to generate new knowledge. This Primer sets out key considerations for the design of a PAR project. The core of the Primer introduces six building blocks for PAR project design: building relationships; establishing working practices; establishing a common understanding of the issue; observing, gathering and generating materials; collaborative analysis; and planning and taking action. We discuss key challenges faced by PAR projects, namely, mismatches with institutional research infrastructure; risks of co-option; power inequalities; and the decentralizing of control. To counter such challenges, PAR researchers may build PAR-friendly networks of people and infrastructures; cultivate a critical community to hold them to account; use critical reflexivity; redistribute powers; and learn to trust the process. PAR’s societal contribution and methodological development, we argue, can best be advanced by engaging with contemporary social movements that demand the redressingl of inequities and the recognition of situated expertise.}, language = {en}, number = {1}, urldate = {2023-10-06}, journal = {Nature Reviews Methods Primers}, author = {Cornish, Flora and Breton, Nancy and Moreno-Tabarez, Ulises and Delgado, Jenna and Rua, Mohi and de-Graft Aikins, Ama and Hodgetts, Darrin}, month = apr, year = {2023}, note = {Number: 1 Publisher: Nature Publishing Group}, pages = {1--14}, } @article{prieto-martin_participation_2014, title = {Participation {Schemas}: a tool to characterize collaborative participation}, journal = {PDD2014, Contemporary difficulties and future prospects for Participatory and Deliberative Democracy, NewCastle}, author = {Prieto-Martín, Pedro}, year = {2014}, pages = {9--11}, } @article{gaventa_participation_2011, title = {Participation {Makes} {A} {Difference}: {But} {Not} {Always} {How} {And} {Where} {We} {Might} {Expect}}, volume = {13}, issn = {1020-797X}, shorttitle = {Participation {Makes} {A} {Difference}}, url = {http://elibrary.worldbank.org/doi/abs/10.1596/1020-797X_13_1_70}, doi = {10.1596/1020-797X_13_1_70}, language = {en}, number = {1}, urldate = {2016-03-23}, journal = {Development Outreach}, author = {Gaventa, John}, month = apr, year = {2011}, pages = {70--76}, } @article{thapa_participation_2016, title = {Participation in {ICT} {Development} {Interventions}: {Who} and {How}?}, volume = {75}, issn = {16814835}, shorttitle = {Participation in {ICT} {Development} {Interventions}}, url = {http://www.ejisdc.org/ojs2/index.php/ejisdc/article/view/1699}, abstract = {The aim of participatory development (PD) in the context of using Information and Communication Technologies (ICT) for development (ICT4D) is to empower underprivileged communities and disadvantaged segments of the stakeholders. The literature on ICT4D is replete with empirical evidence showing that ICT interventions often fail since they are often externally initiated, with very limited involvement from the affected (Heeks, 2002). Clearly, the principles and concepts of PD are relevant to ICT4D. However, we should not consider PD a panacea but need to understand the caveats and processes by which PD happens. Questions to ask include: What are the various challenges in PD? Who are the relevant stakeholders? Why and how do actors enrol in the project? How do we create sustainable ICT4D projects through PD? To understand these research questions, we present a case analysis of a project in Nepal called the Nepal Wireless Networking Project (NWNP). Investigating the specific initiatives that they enabled, telemedicine, education and jobs, we propose that the key participants in the NWNP were activist actors and the affected and that activists drew upon existing Social Capital to enrol the affected through a process explained by Actor Network Theory (ANT). In the process, they built other forms of Social Capital, which in turn extended the benefits of PD to several mountain villages.}, language = {en}, number = {0}, urldate = {2016-07-27}, journal = {The Electronic Journal of Information Systems in Developing Countries}, author = {Thapa, Devinder and Sæbø, Øystein}, month = jun, year = {2016}, } @techreport{smith_participation_2023, address = {London}, title = {Participation for {Humanitarian} {Innovation} - {Toolkit}}, url = {https://www.elrha.org/researchdatabase/participation-for-humanitarian-innovation/}, abstract = {A resource designed to help organisations, teams and individuals manage innovation journeys responsibly and successfully. We have partnered with MIT D-Lab to develop a new resource to drive greater diversity and inclusion within project design and implementation. The Participation for Humanitarian Innovation (PfHI) toolkit sets out a robust approach to setting expectations for and monitoring the degree of participation within research and innovation projects for, with, and by people affected by crisis. The PfHI toolkit is composed of five tools: Opportunity Adviser: Identify and prioritise the desired benefits of participation while weighing the potential barriers. Participation Matrix: Agree on the precise degree of participation to target at a given project stage. Resource Navigator: Select tools and processes to address the needs of stakeholders, the project objectives and context. Quality Guidance: Ensure engagements are delivered to the highest standard. Assessment Matrix: Collectively evaluate the degree of participation achieved during an activity or project phase, learn and adapt. By applying these tools before, during and after a research and/or innovation project, implementors can ensure that stakeholders/end-users are included and participating at the highest possible degree. We encourage users of the PfHI toolkit to consider how else to integrate the tools into existing practices. For instance, the Evaluation Matrix could be used to supplement existing MEAL activities to: Establish baselines to measure changes in participation over time. Track the degree of participation/engagement of stakeholders. Regularly assess the degree of participation. Seek feedback from participants about the degree of their participation. Monitor the progress of activities related to stakeholder engagement. Our Participation for Humanitarian Innovation toolkit represents our ongoing commitment to responsible research and innovation across our portfolio of grants and for the humanitarian sector more broadly. We hope you will consider downloading and using the toolkit on your next project.}, language = {en-GB}, urldate = {2023-06-14}, institution = {Elrha}, author = {Smith, Amy and Thompson, Martha and {Saida Benhayoune} and Crespo Cardona, Omar}, month = jun, year = {2023}, } @techreport{smith_participation_2023, address = {London}, title = {Participation for {Humanitarian} {Innovation} - {Background} {Paper}}, url = {https://www.elrha.org/researchdatabase/participation-for-humanitarian-innovation/}, abstract = {A resource designed to help organisations, teams and individuals manage innovation journeys responsibly and successfully. We have partnered with MIT D-Lab to develop a new resource to drive greater diversity and inclusion within project design and implementation. The Participation for Humanitarian Innovation (PfHI) toolkit sets out a robust approach to setting expectations for and monitoring the degree of participation within research and innovation projects for, with, and by people affected by crisis. The PfHI toolkit is composed of five tools: Opportunity Adviser: Identify and prioritise the desired benefits of participation while weighing the potential barriers. Participation Matrix: Agree on the precise degree of participation to target at a given project stage. Resource Navigator: Select tools and processes to address the needs of stakeholders, the project objectives and context. Quality Guidance: Ensure engagements are delivered to the highest standard. Assessment Matrix: Collectively evaluate the degree of participation achieved during an activity or project phase, learn and adapt. By applying these tools before, during and after a research and/or innovation project, implementors can ensure that stakeholders/end-users are included and participating at the highest possible degree. We encourage users of the PfHI toolkit to consider how else to integrate the tools into existing practices. For instance, the Evaluation Matrix could be used to supplement existing MEAL activities to: Establish baselines to measure changes in participation over time. Track the degree of participation/engagement of stakeholders. Regularly assess the degree of participation. Seek feedback from participants about the degree of their participation. Monitor the progress of activities related to stakeholder engagement. Our Participation for Humanitarian Innovation toolkit represents our ongoing commitment to responsible research and innovation across our portfolio of grants and for the humanitarian sector more broadly. We hope you will consider downloading and using the toolkit on your next project.}, language = {en-GB}, urldate = {2023-06-14}, institution = {Elrha}, author = {Smith, Amy and Thompson, Martha and {Saida Benhayoune} and Crespo Cardona, Omar}, month = jun, year = {2023}, } @book{ashley_participation_2006, address = {London}, title = {Participation by the poor in {Luang} {Prabang} tourism economy: current earnings and opportunities for expansion}, isbn = {978-0-85003-816-3}, shorttitle = {Participation by the poor in {Luang} {Prabang} tourism economy}, url = {http://www.odi.org.uk/publications/working_papers/wp273.pdf}, language = {en}, urldate = {2020-08-19}, publisher = {ODI}, author = {Ashley, Caroline}, year = {2006}, note = {OCLC: 836665277}, } @techreport{cekan_participation_2016, address = {Baltimore, USA}, title = {Participation by {All} - {The} keys to sustainability of a {CRS} food security project in {Niger}}, url = {https://www.crs.org/sites/default/files/tools-research/participation-by-all.pdf}, abstract = {This project that ran from 2006-2012 in Niger and was implemented by three NGOs: CRS, Cooperative for Assistance and Relief Everywhere (CARE), and Helen Keller International (HKI) under the direction of United States Agency for International Development (USAID) Office of Food for Peace (FFP) as a multi-year assistance program (MYAP) to support food security activities in the Dosso, Tahoua, and Zinder regions. PROSAN focused on increasing agricultural production and agro-enterprise, improving household health and nutrition status, reinforcing the capacities of health agents, and enhancing community resiliency. Here are the highlights from the report which itself is an excerpt from a longer analysis we did. Also please note one Annex highlights the similarlties/ differences we found to USAID/ FFP’s 4 elements of sustainability: AIM, METHODS, AND RESEARCH QUESTIONS The aim of this sustainability evaluation was to explore perceptions of sustainability from Nigeriens involved in PROSAN, former CRS staff and donors. It focused on evaluating participants’ adherence to project outcomes and their creation of new innovations. It also evaluated partners’ involvement in sustaining project outcomes. This evaluation used qualitative and quantitative methods including community mapping, focus group discussions, beneficiary interviews, and key stakeholder interviews. The evaluation was carried out in six communities in the Dosso region, with more than 500 interviewees, focusing on the following research questions: Sustainability of activities and groups: Are the communities sustaining the activities three to five years after the end of the project? What can we learn from the communities and their post-project implementation partners? Spread and unexpected outcomes: If the project was considered a success in the eyes of the community, how well did it spread? Fostering Sustainability: What are the long-term prospects for continued sustainability? FINDINGS Three years after PROSAN’s conclusion, the project was considered a success by community members, national partners, the implementer (CRS), and donor (USAID) staff. The main findings include: 1. SUSTAINABILITY OF ACTIVITIES AND GROUPS Eighty percent (80\%)[*] of all activities were reported to have become self-sustained and community innovations have emerged: On average, households reported moving from being food secure for 3-6 months per year during PROSAN to 8-12 months at the time of this evaluation, which is a remarkable impact [1]. CRS\_Niger\_PROSAN\_Sustainability\_Evaluation\_pdf [1] Women reported greater income through the increase in sales of food that was produced and processed due to the grain mills [1]. Respondents also reported improved household health, hygiene, and nutrition, with 91\% of survey respondents indicating that their health and sense of well being had improved, especially through the efforts of the health posts and clinics that CRS helped build and the government of Niger’s efforts in sustaining them with resources and staff [1]. Community groups/committees have continued and are well-supported by NGO partners: 81\% of the committees set up by PROSAN were functioning at the time of this evaluation, with many participants discussing ways to sustain best practices within their communities, and members still receiving regular trainings or updates [1]. Several new and refresher trainings come through national partners, NGOs, and new channels such as radio programs [1]. Some new NGOs and international organizations have built upon PROSAN’s success, for instance, by using land previously managed by PROSAN for a new vegetable gardening training program, building hygiene programs on past health awareness efforts, or extending agricultural credit for further inputs [1]. Twenty percent (20\%) of implemented activities were not sustained or have stagnated: While hygiene practices were sustained by households and there was widespread latrine construction, sanitation was poor in the villages, and most latrines had fallen into disrepair [1]. Fewer than 50\% of women reported practicing exclusive breastfeeding for children less than six months of age [1]. While almost half of all health committees no longer exist, new health clinics staff have replaced some of the work of the committees with health and agricultural promotion messages now being sent via radio, television, and cell phones [1]. Literacy training and theater groups have completely ceased [1]. With the exception of the Système Communautaire d’Alerte Précoce-Réponses aux Urgences’ (SCAP-RU) SCAP-RU early warning system which has expanded, other resilience activities such as roadwork and caring for the environment are a lesser priority due in part to the lack of food and cash-incentives to continue doing them [1]. 2. SPREAD AND UNEXPECTED OUTCOMES New innovations and ceased activities reflected the project’s legacy: Community innovations have emerged such as collective funds paying for cleaners of the new health center, community-imposed sanctions for births occurring outside of the health centers, and the monitoring of savings from well water sales. National partners have praised the project, with many lamenting its withdrawal. One non-PROSAN village told an Agriculture Ministry staff and potential NGO partner that “No one should bring a program here unless it is like PROSAN.” PROSAN-trained masons, well repair technicians, and village youth have learned land recuperation techniques (zai holes, bunds and demi-lunes) that helped generate income beyond project communities. Project activities that received free inputs have largely stopped being implemented once the incentives were withdrawn such as Food for Training (FFT), Food for Work (FFW), or Cash for Work (CFW) (e.g. literacy, seedlings, latrines, theater etc.); nonetheless the inputs were highly valued and have continued to support agriculture and health (carts, bicycles). 3. FOSTERING SUSTAINABILITY The following areas were identified as potential barriers to sustainability that could be systematically explored in other projects: Although most committees are still functioning, there are no processes in place to engage and train youth and new inhabitants of the villages. While village communities have been maintained, there is an increasing lack of ministry resources (e.g., staff, transportation, and communications) to take the place of NGOs like CRS after a program ends. There is little management of knowledge around project data, which is further exacerbated by staff changes in NGOs, government ministries, and donors. Project data (proposal content, monitoring data, evaluation results, participant lists, partner names, and exit agreements) must be managed ethically, locally and be held online, accessible for future projects to use and for villages to conduct self-evaluations.}, urldate = {2023-08-14}, institution = {Valuing Voices}, author = {Cekan, Jindra and Kagendo, Rutere and Towns, Alexandra}, year = {2016}, } @article{stage_participation_2016, title = {Participation as assemblage: {Introducing} assemblage as a framework for analysing participatory processes and outcomes}, volume = {2}, copyright = {Copyright (c) 2015 Conjunctions. Transdisciplinary Journal of Cultural Participation}, issn = {2246-3755}, shorttitle = {Participation as assemblage}, url = {http://www.conjunctions-tjcp.com/article/view/22923}, doi = {10.7146/tjcp.v2i2.22923}, abstract = {The article presents a yet unexplored framework for analysing the multidimensionality and dis/connections of participatory processes and their outcomes by using the concept of the ‘assemblage’ (DeLanda, 2006). The case is an eight-month collaboration between a task force initiated by Central Denmark Region, the socio-economic company Sager der Samler, and citizens. The collaboration is aimed at bringing together and working across various institutional and user perspectives to act on a societal challenge. The analysis is theoretically based on a review of existing theories of participation and typologies for analysing and evaluating participation. In particu- lar, the analysis focuses on the assemblage approach as a way of acknowledging the institutional, affective, mate- rial and power-related complexity of participatory processes. The assemblage approach helps to analytically stress that the process under investigation should be evaluated both with a more traditional focus on decision-making or power allocation, as well as taking into account the social, personal-affective and material benefits produced, and the potential for change in the relationship between public administration and citizens.}, language = {en}, number = {2}, urldate = {2016-03-23}, journal = {Conjunctions. Transdisciplinary Journal of Cultural Participation}, author = {Stage, Carsten and Ingerslev, Karen}, month = feb, year = {2016}, pages = {117--136}, } @article{nagoda_participation_2017, title = {Participation and {Power} in {Climate} {Change} {Adaptation} {Policies}: {Vulnerability} in {Food} {Security} {Programs} in {Nepal}}, volume = {100}, issn = {0305750X}, shorttitle = {Participation and {Power} in {Climate} {Change} {Adaptation} {Policies}}, url = {https://linkinghub.elsevier.com/retrieve/pii/S0305750X17302504}, doi = {10.1016/j.worlddev.2017.07.022}, abstract = {The article explores the moments wherein participatory approaches in climate change adaptation (CCA) policies contribute to reinforcing, rather than transforming, the underlying causes of vulnerability. Using the case of food insecure households in the district of Humla in northwestern Nepal, the study demonstrates that the same social and power relations that are driving local vulnerability dynamics, such as caste, gender, and access to social and political networks, also play important roles in shaping the impact of CCA policies. By tracing Nepal’s CCA programs, starting with the local level, through district to international-national level dynamics, the study adds insights into the barriers to exclusion that embed power relations all the way through the chain of policy development. The purpose is to better understand how CCA can perpetuate rather than alleviate the conditions that create differential vulnerability patterns at village level. It raises questions about how whether CCA programs are an adequate response to increasing vulnerability for some of the world’s most marginalized people.}, language = {en}, urldate = {2019-05-02}, journal = {World Development}, author = {Nagoda, Sigrid and Nightingale, Andrea J.}, month = dec, year = {2017}, pages = {85--93}, } @article{brett_participation_2003, title = {Participation and accountability in development management}, volume = {40}, issn = {0022-0388}, url = {http://dx.doi.org/10.1080/00220380412331293747}, doi = {10.1080/00220380412331293747}, abstract = {This article critically reviews the role of participatory theory in managing development projects and programmes in poor countries. Participation has emerged in response to global demands for greater individual and social control over the activities of state and private agencies, and especially to the manifest failures of traditional ‘top-down’ management systems in LDCs. Claims made on behalf of these participatory methodologies are critically reviewed and a distinction is drawn between strong and weak versions of the theory. Empirical evidence is then considered to evaluate the effectiveness of these methodologies, using long-standing insights of social science theory to show that participation can succeed for specific kinds of projects and programmes in favourable circumstances, but is unsuitable for many others. It commonly fails in contexts where local conditions make co-operative and collective action very difficult, or where it is manipulated by implementing agencies to justify their own actions or poor performance.}, number = {2}, journal = {The Journal of Development Studies}, author = {Brett, E. A.}, month = dec, year = {2003}, pages = {1--29}, } @techreport{palumbo_participacion_2020, title = {Participación {Digital} y mejora democrática - un camino sin regreso}, abstract = {Tal vez como nunca en la historia, la democracia está siendo desafiada. A los viejos problemas, muchos no resueltos, se les agregan otros, surgidos de la incorporación de tecnología, de la emergencia de nuevos actores sociales y de una conformación de la subjetividad política cada vez más compleja e impredecible. Esta investigación pretende reactualizar algunos de los debates clásicos sobre la democracia y, al mismo tiempo, sentar una base empírica que permita pensar de qué modo la tecnología puede ayudar a mejorar la calidad democrática. Según nuestro estudio, la participación digital está promoviendo modificaciones importantes en la relación entre la ciudadanía y los decisores políticos, ampliando los espacios de proximidad. Esto sucede, fundamentalmente, porque baja las barreras de acceso y de incentivos haciendo más fácil, más efectiva y más mensurable la participación ciudadana. La participación digital aumenta el períodos electorales y fomenta el asociacionismo cívico como posibilidad cierta y concreta de presionar sobre los decisores políticos. Lo digital habilita, además, participación offline y genera espacios de pedagogía cívica. La capacidad de implantación de temas en el debate público que se puede generar a través de ella mejora la conversación pública, impactando a su vez la calidad de la democracia. Desde Luminate entendemos que favorecer los espacios de rendición de cuentas desde la ciudadanía hacia el poder político es una apuesta al robustecimiento de la experiencia democrática y que las formas digitales están abriendo posibilidades que otras opciones no pudieron lograr. Esperamos que esta investigación sea un aporte para poder seguir reflexionando y avanzando en esta dirección.}, language = {es}, institution = {Luminate}, author = {Palumbo, Gabriel}, month = sep, year = {2020}, pages = {26}, } @techreport{rumbul_parliament_2018, title = {Parliament and the people}, copyright = {cc-by-3.0}, url = {http://research.mysociety.org/publications/parliament-and-people}, abstract = {How digital technologies are shaping democratic information flow in Sub-Saharan Africa}, language = {en}, urldate = {2018-11-22}, author = {Rumbul, Rebecca and Moulder, Gemma and Parsons, Alex}, month = nov, year = {2018}, } @misc{davies_parevo_2020, title = {{ParEvo} - {Web}-assisted participatory evolution of scenarios}, url = {https://parevo.org/}, abstract = {ParEvo is a method of exploring alternative futures or histories, using a participatory evolutionary process (hence ParEvo). The process is designed to be used by multiple people, to produce a branching structure of storylines about what did, or could, happen. Participants are anonymous and can choose the extent to which they collaborate with others. Participants are also able to tag, comment on, and evaluate the storylines that are generated. Completed exercises can be analysed using downloaded data describing the content of storylines and the structure of people’s participation. Outcomes can be both cognitive (e.g. how we think about the future) and behavioural (e.g. how we respond to the future).}, urldate = {2022-07-01}, author = {Davies, Rick}, year = {2020}, } @article{lannon_paradoxes_2019, title = {Paradoxes and partnerships: a study of knowledge exploration and exploitation in international development programmes}, volume = {ahead-of-print}, issn = {1367-3270, 1367-3270}, shorttitle = {Paradoxes and partnerships}, url = {https://www.emerald.com/insight/content/doi/10.1108/JKM-09-2018-0605/full/html}, doi = {10.1108/JKM-09-2018-0605}, abstract = {Purpose – This paper aims to look at how organisational partnerships balance knowledge exploration and exploitation in contexts that are rife with paradoxes. It draws on paradox theory to examine the partnership’s response to the explore-exploit relationship.}, language = {en}, number = {ahead-of-print}, urldate = {2019-09-17}, journal = {Journal of Knowledge Management}, author = {Lannon, John and Walsh, John N.}, month = aug, year = {2019}, } @techreport{chambers_paradigms_2010, address = {Brighton}, type = {Working {Paper}}, title = {Paradigms, {Poverty} and {Adaptive} {Pluralism}}, url = {http://www.ids.ac.uk/go/idspublication/paradigms-poverty-and-adaptive-pluralism-rs}, abstract = {This paper explores participatory methodologies (PMs) associated with a paradigm of people, contrasted with a dominant paradigm associated with things.}, number = {344}, urldate = {2017-03-21}, institution = {IDS}, author = {Chambers, Robert}, month = jul, year = {2010}, } @misc{root_change_pando_2020, title = {Pando}, url = {https://mypando.org/index}, abstract = {Pando is a platform that gives organizations a way to visualize, learn from, and engage with the social systems in which they work. We have designed Pando to help users build trust, strengthen relationships, and work together to achieve greater social impact. Grounded in social network analysis, Pando allows users to collect and visualize organizations and their relationships in real-time on simple and easy-to-use relationship maps. Relationship maps are managed by map administrators. These are actors interested in learning about a particular system and making the tool available to those working in the system. Pando is integrated with Keystone Accountability’s Feedback Commons, an online tool that allows map administrators to collect and analyze qualitative feedback about levels of trust and relationship quality among map participants. Key features of Pando include relationship mapping, feedback surveys, and dashboards.}, urldate = {2020-10-15}, journal = {Root Change}, author = {Root Change}, year = {2020}, } @techreport{global_knowledge_initiative_overview_2016, title = {Overview for {Social} {Sector} {Leaders}: {Assessing} {Innovation} {Potential} for {Social} {Impact}}, url = {http://globalknowledgeinitiative.org/wp-content/uploads/2016/10/AIIP-Toolset-Overview-With-Tools_GKI-FINAL.pdf}, abstract = {We aim to provide decision makers with greater insight and confidence into the process of assessing innovation impact potential. Rather than considering the role innovation plays after an investment is made, or based on historic evaluations of how innovation has or has not delivered solutions to a problem, this approach is forward-looking. This customizable toolset assesses the future impact that innovation can deliver in a system to tackle particularly complex problems}, urldate = {2018-03-09}, author = {Global Knowledge Initiative}, month = apr, year = {2016}, pages = {30}, } @misc{roche_overcoming_2016, title = {Overcoming {Premature} {Evaluation}}, url = {http://oxfamblogs.org/fp2p/overcoming-premature-evaluation/}, abstract = {Guest post from Chris Roche on practical ways of introducing adaptive management, learning from failure etc in aid programmes}, urldate = {2016-11-15}, author = {Roche, Chris}, month = nov, year = {2016}, } @misc{matter_of_focus_outnav_2021, title = {{OutNav} - {Evaluate} outcomes and impact}, url = {https://www.matter-of-focus.com/outnav/}, abstract = {Make better use of your data and information to learn, improve and tell an evidenced story of the difference your organisation is making.}, language = {en-GB}, urldate = {2021-02-18}, journal = {Matter of Focus}, author = {Matter of Focus}, year = {2021}, } @techreport{mcgee_outcome_2013, address = {Brighton}, title = {Outcome {Measurement} in {Local} {Governance} {Programmes}: a {Power} {Dimension}}, url = {http://www.ids.ac.uk/publication/outcome-measurement-in-local-governance-programmes-a-power-dimension}, urldate = {2017-06-28}, institution = {IDS}, author = {McGee, Rosemary and Pettit, Jethro}, month = may, year = {2013}, } @techreport{buell_outcome_2020, title = {Outcome mapping: learning brief}, shorttitle = {Outcome mapping}, url = {https://www.odi.org/publications/17354-outcome-mapping-learning-brief}, abstract = {Adaptive programmes recognise that certain changes, particularly in behaviours, are complex, non-linear and difficult to measure. This briefing note explores the use of outcome mapping (OM) as a monitoring, evaluation and learning (MEL) approach to track behavioural change and inform adaptation for two programmes: the Pathways to Resilience in Semi-arid Economies (PRISE) research consortium and the Accountability in Tanzania programme (AcT I and AcT II). It discusses the implementation of OM, the ways in which it has enabled adaptation and enabling contexts in order to identify key considerations for MEL specialists and programme managers as they determine whether OM may be the right fit, and how best to use the approach. Key messages OM has a number of different benefits as a MEL approach, including unpacking different uses of information at different levels of programme implementation; helping to develop a common language around progress markers; and going beyond monitoring to inform adaptation throughout implementation. These benefits are important aspects of monitoring, evaluation and learning for adaptive management (MEL4AM), as they provide richer evidence for decision-making at a frequency that could mean real-time learning and change. OM works best when it is embedded throughout the organisation, and as part of programme and organisational culture, rather than tasked to a MEL unit or individual.}, language = {en}, urldate = {2020-10-14}, institution = {ODI/GLAM}, author = {Buell, Stephanie and Malallah, Haneen and Mason, Paige}, year = {2020}, } @article{tsasis_outcome_2013, title = {Outcome mapping for health system integration}, volume = {6}, issn = {1178-2390}, url = {https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3603332/}, doi = {10.2147/JMDH.S41575}, abstract = {Health systems around the world are implementing integrated care strategies to improve quality, reduce or maintain costs, and improve the patient experience. Yet few practical tools exist to aid leaders and managers in building the prerequisites to integrated care, namely a shared vision, clear roles and responsibilities, and a common understanding of how the vision will be realized. Outcome mapping may facilitate stakeholder alignment on the vision, roles, and processes of integrated care delivery via participative and focused dialogue among diverse stakeholders on desired outcomes and enabling actions. In this paper, we describe an outcome-mapping exercise we conducted at a Local Health Integration Network in Ontario, Canada, using consensus development conferences. Our preliminary findings suggest that outcome mapping may help stakeholders make sense of a complex system and foster collaborative capital, a resource that can support information sharing, trust, and coordinated change toward integration across organizational and professional boundaries. Drawing from the theoretical perspectives of complex adaptive systems and collaborative capital, we also outline recommendations for future outcome-mapping exercises. In particular, we emphasize the potential for outcome mapping to be used as a tool not only for identifying and linking strategic outcomes and actions, but also for studying the boundaries, gaps, and ties that characterize social networks across the continuum of care.}, language = {en}, urldate = {2018-09-22}, journal = {Journal of Multidisciplinary Healthcare}, author = {Tsasis, Peter and Evans, Jenna and Forrest, David and Jones, Richard Keith}, month = mar, year = {2013}, pages = {99--107}, } @misc{outcome_mapping_learning_community_outcome_2018, title = {Outcome {Mapping} {FAQs}}, url = {https://www.outcomemapping.ca/about/faqs.php}, abstract = {FAQ resource produced by IDRC's Evaluation Unit, with contributions from Kaia Ambrose, Sarah, Earl, Jan Van Ongevalle and Julius Nyangaga. We've added it here to answer some of your OM related questions.}, journal = {Outcome Mapping}, author = {{Outcome Mapping Learning Community}}, month = oct, year = {2018}, } @book{earl_outcome_2001, address = {Ottawa}, title = {Outcome {Mapping}: {Building} {Learning} and {Reflection} into {Development} {Programs}}, isbn = {978-0-88936-959-7}, shorttitle = {Outcome {Mapping}}, abstract = {"Outcome Mapping provides not only a guide to essential evaluation map-making, but also a guide to learning and increased effectiveness, and affirmation that being attentive along the journey is as important as, and critical to, arriving at a destination." - Michael Quinn PattonMore and more, development organizations are under pressure to demonstrate that their programs result in significant and lasting changes in the well-being of their intended beneficiaries. However, such "impacts" are often the product of a confluence of events for which no single agency or group of agencies can realistically claim full credit. As a result, assessing development impacts is problematic, yet many organizations continue to struggle to measure results far beyond the reach of their programs. "Outcome Mapping" recognizes that development is essentially about people relating to each other and their environment. The originality of this approach lies in its shift away from assessing the products of a program to focus on changes in behaviour, relationships, actions, and activities in the people, groups, and organizations it works with directly. In doing so, "Outcome Mapping" debunks many of the myths about measuring impact. It will help a program be specific about the actors it targets, the changes it expects to see, and the strategies it employs and, as a result, be more effective in terms of the results it achieves. This publication explains the various steps in the outcome mapping approach and provides detailed information on workshop design and facilitation. It includes numerous worksheets and examples.}, language = {English}, publisher = {IDRC Books}, author = {Earl, Sarah and Carden, Fred and Smutylo, Terry and Patten, Michael Quinn}, year = {2001}, } @techreport{smutylo_outcome_2005, title = {Outcome mapping: {A} method for tracking behavioural changes in development programs}, url = {https://www.outcomemapping.ca/download/csette_en_ILAC_Brief07_mapping.pdf}, abstract = {This guide published by the Institutional Learning and Change (ILAC) Initiative provides a detailed overview of using outcome mapping as an evaluation tool. Contents Expressing results as changes in behaviour Outcome mapping terms The three stages of outcome mapping Figure 1. The three stages and twelve steps of outcome mapping Stage 1. Intentional design Figure 2. The four basic questions of the intentional design stage Stage 2. Outcome and performance monitoring Stage 3. Evaluation planning Using outcome mapping The Ceja Andina Project The Agro-industry and Market Development project for Arracacha}, number = {7}, urldate = {2018-10-18}, author = {Smutylo, Terry}, year = {2005}, pages = {4}, } @misc{better_evaluation_outcome_2013, title = {Outcome {Mapping}}, url = {https://www.betterevaluation.org/en/plan/approach/outcome_mapping}, abstract = {Outcome mapping (OM) is a methodology for planning, monitoring and evaluating development initiatives in order to bring about sustainable social change. As the name suggests, its niche is understanding outcomes; the so-called ‘missing-middle’ or ‘black box’ of results that emerge downstream from the initiative’s activities but upstream from longer-term economic, environmental, political or demographic changes. At the planning stage, the process of outcome mapping helps a project team or program be specific about the actors it intends to target, the changes it hopes to see and the strategies appropriate to achieve these. For ongoing monitoring, OM provides a set of tools to design and gather information on the results of the change process, measured in terms of the changes in behaviour, actions or relationships that can be influenced by the team or program.}, urldate = {2018-10-18}, journal = {Better Evaluation}, author = {{Better Evaluation}}, month = oct, year = {2013}, } @misc{outcomeharvestingnet_outcome_2018, title = {Outcome {Harvesting}. {Understanding} social change results in complex circumstances}, url = {http://outcomeharvesting.net/}, abstract = {This website is a source of applications, events and resources to support the development of a community of practitioners of Outcome Harvesting. BetterEvaluation is one of three sister sites of OutcomeHarvesting.net}, author = {{outcomeharvesting.net}}, year = {2018}, } @misc{wilson-grau_outcome_2015, title = {Outcome {Harvesting}}, url = {https://www.betterevaluation.org/en/plan/approach/outcome_harvesting}, abstract = {Outcome Harvesting collects (“harvests”) evidence of what has changed (“outcomes”) and, then, working backwards, determines whether and how an intervention has contributed to these changes. Outcome Harvesting has proven to be especially useful in complex situations when it is not possible to define concretely most of what an intervention aims to achieve, or even, what specific actions will be taken over a multi-year period.}, urldate = {2018-10-18}, journal = {Better Evaluation}, author = {Wilson-Grau, R.}, year = {2015}, } @techreport{wilson-grau_outcome_2012, title = {Outcome {Harvesting}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/outome_harvesting_brief_final_2012-05-2-1.pdf}, abstract = {Outcome Harvesting was developed by Ricardo Wilson-Grau with colleagues Barbara Klugman, Claudia Fontes, David Wilson-Sánchez, Fe Briones Garcia, Gabriela Sánchez, Goele Scheers, Heather Britt, Jennifer Vincent, Julie Lafreniere, Juliette Majot, Marcie Mersky, Martha Nuñez, Mary Jane Real, Natalia Ortiz, and Wolfgang Richert. Over the past 8 years, Outcome Harvesting and has been used to monitor and evaluate the achievements of hundreds of networks, non-governmental organizations, research centers, think tanks, and communitybased organizations around the world. This brief is intended to introduce the concepts and approach used in Outcome Harvesting to grant makers, managers, and evaluators, with the hope that it may inspire them to learn more about the method and apply it to appropriate contexts. Thus, it is not a comprehensive guide to or explanation of the method, but an introduction to allow evaluators and decision makers to determine if the method is appropriate for their evaluation needs. Where possible, we have included examples to illustrate how Outcome Harvesting is applied to real situations. For each case story, organizations were asked to provide a description of the outcome and a summary of the role played by the organization. Sometimes they added other information such as the outcome’s significance. Some details and identifiers were redacted for confidentiality purposes. A draft of this brief was graciously commented on by Bob Williams, Fred Carden, Sarah Earl, Richard Hummelbrunner and Terry Smutylo. The final text is, of course, the sole responsibility of the authors and editor.}, urldate = {2018-09-22}, institution = {Ford Foundation}, author = {Wilson-Grau, Ricardo and Britt, Heather}, year = {2012}, } @misc{gac_our_2018, title = {Our priorities in international assistance}, url = {https://international.gc.ca/world-monde/issues_development-enjeux_developpement/priorities-priorites}, abstract = {For Global Affairs Canada, development innovation includes new or improved business models, policy practices, approaches, technologies, behavioral insights or ways of delivering products and services that benefit and empower the poorest and most vulnerable people in developing countries.}, language = {eng}, urldate = {2019-05-31}, journal = {GAC}, author = {{GAC}}, year = {2018}, } @book{pact_organizational_2015, address = {Washington DC, United States}, title = {Organizational {Performance} {Index} ({OPI}) {Handbook}: {A} practical guide to the {OPI} tool for practitioners and development professionals}, url = {http://hkdepo.am/up/docs/OPIhandbook_pact.pdf}, abstract = {This handbook is intended to help development practitioners understand how to use and what can be achieved by Pact’s Organizational Performance Index (OPI) tool. This document will provide practitioners and managers with information on how the Pact OPI works and how best to incorporate it in their country strategy or program.}, urldate = {2018-09-22}, publisher = {Pact}, author = {Pact}, year = {2015}, } @book{argyris_organizational_1978, address = {Reading}, title = {Organizational {Learning}: {A} {Theory} of {Action} {Perspective}}, isbn = {978-0-201-00174-7}, shorttitle = {Organizational {Learning}}, language = {English}, publisher = {Addison Wesley}, author = {Argyris, Chris and Schon, Donald A.}, month = may, year = {1978}, } @misc{noauthor_organizational_nodate, title = {Organizational {Development} {Network} - {Advancing} the science, practice and impact of {Dialogic} {Organizational} {Development}}, url = {https://www.odnetwork.org/page/dialogic-od}, abstract = {Dialogic OD is a label used to distinguish a mindset about organizations, leadership and change that is different from foundational Diagnostic OD. Gervase Bushe and Bob Marshak introduced the concept in 2009 to show that new forms of organization development had emerged since the mid 1980s (like appreciative inquiry, future search, open space, and world café, among many others) that did not conform with, and in some ways violated, central principles of OD found in textbooks and taught in graduate programs. Since then, theory and research on Dialogic OD has expanded rapidly. Bushe and Marshak argue that each OD practitioner is likely to use a unique combination of diagnostic and dialogic mindsets in their practice. In the 2015 textbook on Dialogic Organization Development, Edgar Schein describes Dialogic OD as a return to the roots of OD’s original spirit of inquiry, and opined that Dialogic OD may have emerged because organizational problems are now more complex, ambiguous and uncertain. Since then, the idea that Diagnostic OD is better suited to complicated, technical problems and Dialogic OD better suited to complex, adaptive challenges, has been echoed by others.}, urldate = {2023-10-20}, } @misc{the_kenya_institute_of_management_organisational_2014, title = {Organisational {Performance} {Index}}, url = {https://www.kim.ac.ke/index.php/opi/}, abstract = {The OPI Business Excellence Model exists to help organizations improve their performance and succeed in the competitive global marketplace. We are dedicated to improving African organizations regardless of sector, size or structure. The OPI was developed in response to feedback from organization participating in Company of the Year Award (COYA) and SME of the Year Award (SMOYA), who called on the Kenya Institute of Management (KIM) to refine the assessment methodology in order to emphasize the relationship between instilling smart business processes and generating strong business results. Whilst there are numerous management tools and techniques commonly used, the OPI Excellence Model is a practical, non-prescriptive framework which provides a holistic view of the organisation and it can be used to determine how these different methods fit together and complement each other. The Model can therefore be used in conjunction with any number of these tools, based on the needs and function of the organisation, as an overarching framework for developing sustainable excellence. We also administer the Annual Company of the Year Awards (COYA) and the SME of the Year Awards (SMOYA). Our key services are to identify and recognize role-model organizations, share best management practices, and help organizations achieve best-in-class performance levels. The OPI is an excellence model that generates a rating between 1 and 10, which sets a minimum score that an organisation must attain to remain competitive. The attainment of a minimum Organisation Performance Index ( OPI) demonstrates that organisations have applied an organisational strategy that drives effectiveness and competitiveness; failure to attain the minimum OPI demonstrates the organisation has not engaged the processes required to enable world class organisational performance.}, author = {{The Kenya Institute of Management}}, year = {2014}, } @book{britton_organisational_2005, address = {Oxford}, title = {Organisational {Learning} in {NGOs}: {Creating} the motive, means and opportunity}, isbn = {978-1-897748-92-3}, shorttitle = {Organisational {Learning} in {NGOs}}, url = {https://beamexchange.org/uploads/filer_public/1b/a1/1ba1b4d0-2d63-45d0-afa8-c324f4674f9e/learning_in_ngos.pdf}, language = {English}, publisher = {Intrac}, author = {Britton, Bruce}, year = {2005}, note = {OCLC: 474871294}, } @techreport{goodier_opportunities_2018, address = {Brighton}, title = {Opportunities for {Using} {Complexity}-{Aware} {Approaches} to {Theory} of {Change}}, copyright = {© Swiss Agency for Development and Cooperation (SCD). All rights reserved.}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/14040}, abstract = {The purpose of this briefing note is to review opportunities for using complexity aware approaches to Theory of Change (ToC) to inform the SDC approach. It provides an overview of complexity-aware approaches and then focuses on demonstrating how complexity thinking can support programming by building on the frameworks currently being used in the project/programme cycle management (PCM) processes. It is aimed at SDC staff, in particular Programme Officers and staff of partner organisations involved in the management of SDC interventions.}, language = {en}, urldate = {2019-03-06}, institution = {IDS}, author = {Goodier, Sarah and Apgar, Marina}, month = aug, year = {2018}, } @techreport{sharp_opportunities_2021, title = {Opportunities and challenges for {DAC} members in ‘adapting to context’}, copyright = {All rights reserved}, url = {https://odi.org/en/publications/opportunities-and-challenges-for-dac-members-in-adapting-to-context/}, abstract = {Key Messages New principles for OECD DAC members on ‘Managing for Sustainable Development Results’ emphasise tailoring result management approaches to different contexts; balancing internal compliance with empowerment at ground level; and adapting implementation in the pursuit of long-term outcomes. However development organisations face numerous challenges in aligning with these principles in practice. Reporting and evidence collection processes do not consistently encourage adaptive practice, reflecting their orientation towards accountability over learning. Context analysis is common during programme design, but used less on an ongoing basis. Popular tools –such as logical frameworks and theories of change - are often intepreted in linear ways, not as ‘living documents’ that react and change over time. Organisations need to meaningfully empower staff to work adaptively, including examining incentives and cultures that can make staff more comfortable with traditional results management. Even when senior leadership is supportive of adaptive ways of working, they can lack a clear understanding of the resourcing required and appropriate governance and management processes. Development organisations and their partners have attempted to address these challenges through the use of different monitoring and evaluation tools and methods, changes to reporting frameworks and templates, and initiatives to create positive incentives and motivate staff, leadership and partners at different levels.}, language = {en-gb}, urldate = {2021-05-25}, author = {Sharp, Samuel and Wild, Leni}, month = mar, year = {2021}, keywords = {\_tablet}, } @misc{noauthor_opm-vfm-approach-2pdf_nodate, title = {opm-vfm-approach-2.pdf}, url = {https://www.julianking.co.nz/wp-content/uploads/2023/12/opm-vfm-approach-2.pdf?utm_source=substack&utm_medium=email}, urldate = {2024-02-12}, } @techreport{king_opms_2018, address = {Oxford}, title = {{OPM}’s approach to assessing {Value} for {Money}}, url = {http://www.opml.co.uk/publications/opm%E2%80%99s-approach-assessing-value-money}, abstract = {This document offers practical guidance for assessing value for money (VfM) in international development programmes. Since 2016, evaluation expert Julian King has been working with OPM to develop and deploy a robust approach to VfM assessment. The approach combines cutting-edge evaluation practice with concepts from economic evaluation to respond to donor requirements for accountability and good resource allocation, as well as to support reflection, learning, and adaptive management.}, language = {en}, urldate = {2018-03-16}, institution = {Oxford Policy Management}, author = {King, Julian and OPM}, month = feb, year = {2018}, } @techreport{gonzalez_asis_operationalizing_2015, type = {Working {Paper}}, title = {Operationalizing the {Science} of {Delivery} {Agenda} to {Enhance} {Development} {Results}}, copyright = {http://creativecommons.org/licenses/by/3.0/igo}, url = {https://openknowledge.worldbank.org/handle/10986/23226}, abstract = {The clear development gains achieved in recent decades should not deflect attention from the scale and type of challenges that remain. The strategies largely responsible for these initial gains have been technical reforms promoting economic growth and logistical systems supplying basic inputs. Today, strategies are needed that focus on enhancing the quality of implementation— for example, ensuring learning and not just building schools and enrolling students. This concern now spans numerous domains of professional practice (especially health) and has entered World Bank discussions framed as the “science of delivery.” At the World Bank, the Global Delivery Initiative (GDI) is an operational manifestation and extension of these ideas. To date, the GDI has prepared a number of different case studies across numerous sectors on ways in which innovative teams solve particular problems during project implementation. On the basis of the initial case studies, the authors outline five key principles of how high-quality implementation occurs and invite others to add to this growing storehouse of knowledge. Specifically, task teams are encouraged to develop “live” case studies by and for their staff, documenting how, in real time, implementation challenges are being met. Projects must “learn” more rapidly and systematically how to solve the myriad range of complex implementation challenges they inevitably encounter, since most of these (by definition) cannot be anticipated ex ante. Delivery challenges of this kind will only intensify in the coming years as citizens demand effective responses to ever-more complex—and contentious—policy domains, such as justice, regulation, and taxation.}, language = {en\_US}, urldate = {2016-08-05}, institution = {Washington, DC: World Bank}, author = {Gonzalez Asis, Maria and Woolcock, Michael}, month = oct, year = {2015}, } @book{grandvoinnet_opening_2015, address = {Washington, DC}, series = {New frontiers of social policy}, title = {Opening the black box: the contextual drivers of social accountability}, isbn = {978-1-4648-0481-6 978-1-4648-0482-3}, shorttitle = {Opening the black box}, language = {eng}, publisher = {World Bank Group}, author = {Grandvoinnet, Helene and Aslam, Ghazia and Raha, Shomikho}, year = {2015}, keywords = {Social accounting}, } @misc{halloran_opening_2016, title = {Opening {Governance}: {What} have we learned and how do we translate into better practice?}, shorttitle = {Opening {Governance}}, url = {https://politicsgovernancedevelopment.wordpress.com/2016/01/25/opening-governance-what-have-we-learned-and-how-to-we-translate-to-better-practice/}, abstract = {In their introductory essay to the recent IDS Bulletin on Opening Governance (the entire issue is open access), Duncan Edwards and Rosie McGee critically appraise developments in the open governmen…}, urldate = {2016-04-27}, journal = {Politics, Governance and Development}, author = {Halloran, Brendan}, month = jan, year = {2016}, } @misc{gov.uk_open_2016, title = {Open {Policy} {Making} toolkit - {Low} cost tools}, url = {https://www.gov.uk/guidance/open-policy-making-toolkit/low-cost-tools}, urldate = {2016-04-17}, author = {GOV.UK}, year = {2016}, } @misc{gov.uk_open_2016, title = {Open {Policy} {Making} toolkit}, url = {https://www.gov.uk/guidance/open-policy-making-toolkit}, abstract = {This manual includes information about Open Policy Making as well as the tools and techniques policy makers can use to create more open and user led policy.}, urldate = {2016-05-11}, author = {gov.uk}, year = {2016}, } @misc{ogrx_open_2017, title = {Open {Governance} {Research} {Exchange}}, url = {http://www.ogrx.org}, abstract = {Your hub for quantitative and qualitative research on innovations in governance.}, urldate = {2017-05-05}, journal = {Your hub for quantitative and qualitative research on innovations in governance}, author = {OGRX}, year = {2017}, } @article{gurstein_open_2011, title = {Open data: {Empowering} the empowered or effective data use for everyone?}, volume = {16}, copyright = {Copyright (c)}, issn = {13960466}, shorttitle = {Open data}, url = {http://firstmonday.org/ojs/index.php/fm/article/view/3316}, language = {en}, number = {2}, urldate = {2017-06-06}, journal = {First Monday}, author = {Gurstein, Michael B.}, month = jan, year = {2011}, keywords = {e-Government, open access, open data}, } @misc{si_online_2021, title = {Online {Learning} and collaborative platform for systems thinking and systems change}, url = {https://www.systemsinnovation.io}, language = {en}, urldate = {2021-05-07}, journal = {Systems Innovation}, author = {SI}, year = {2021}, } @techreport{gilberds_one_2017, title = {One step to a thousand miles: building accountability in {Liberia}}, shorttitle = {One step to a thousand miles}, url = {http://www.makingallvoicescount.org/publication/one-step-thousand-miles-building-accountability-liberia}, abstract = {Lessons for enabling accountability and integrity in Liberia}, urldate = {2017-05-12}, institution = {Accountability Lab Liberia}, author = {Gilberds, Heather}, year = {2017}, } @misc{aston_one_2017, title = {One step back, two steps forward: {CARE}’s journey towards doing development differently}, shorttitle = {One step back, two steps forward}, url = {https://insights.careinternational.org.uk/development-blog/one-step-back-two-steps-forward-care-s-journey-towards-doing-development-differently}, abstract = {The Doing Development Different (DDD) community emerged in August 2014 and advocates that (a) the barriers to development are as much political as tec...}, urldate = {2017-09-13}, journal = {Care Insights}, author = {Aston, Tom}, month = aug, year = {2017}, } @article{pelrine_understanding_2011, title = {On understanding software agility: {A} social complexity point of view}, volume = {13}, url = {https://www.researchgate.net/publication/295174037_On_understanding_software_agility_A_social_complexity_point_of_view}, abstract = {Over the last decade, the field of so-called Agile software development has grown to be a major force in the socio-economic arena of delivering quality software on time, on budget, and on spec. The acceleration in changing needs brought on by the rise in popularity of the Internet has helped push Agile practices far beyond their original boundaries, and possibly into domains where their application is not the optimal solution to the problems at hand. The question of where Agile software development practices and techniques make sense, and where are they out of place, is a valid one. It can be addressed by looking at software development as a complex endeavour, and using tools and techniques from the Cynefin method and other models of social complexity.}, number = {1-2}, urldate = {2016-07-12}, journal = {E:CO}, author = {Pelrine, Joseph}, year = {2011}, keywords = {IMPORTANT}, pages = {26--37}, } @techreport{nixon_right_2023, title = {On the {Right} {Tack}: {Reflections} on {Coalition}-{Building} {Initiatives} across {The} {Asia} {Foundation}}, url = {https://asiafoundation.org/publication/on-the-right-tack-reflections-on-coalition-building-initiatives-across-the-asia-foundation/}, abstract = {Coalitions—groups of organizations and individuals that work together to pursue a common policy goal or reform—are crucial to development. Some of The Asia Foundation’s longest-standing and most successful development programs and portfolios have used coalition-building as an implementation modality. This paper examines successful initiatives in Bangladesh, Nepal, Philippines, Sri Lanka, Thailand, and Timor-Leste. By delving into each of these, we shed light on this coalition-building modality, sharing insights about how externally supported coalitions emerge and function and contributing ideas about how such support can be adapted to other contexts. We hope that this paper and these case studies contribute to innovations in contemporary development theory and help practitioners use and move beyond some formulaic and technocratic modalities, such as traditional capacity development, knowledge transfer, and technical assistance. People, relationships, and working partnerships can then take center stage, and sustained cooperation will gain primacy over short-term outputs and deliverables.}, language = {en}, institution = {The Asia Foundation}, author = {Nixon, Nicola and Yates, Peter and Saluja, Sumaya and Yi, Su Lae and Lucas, Miranda and Bain, Katherine}, year = {2023}, } @misc{green_old_2018, title = {Old {Wine} in {New} {Bottles}? 6 ways to tell if a programme is really ‘doing development differently’}, shorttitle = {Old {Wine} in {New} {Bottles}?}, url = {https://oxfamblogs.org/fp2p/old-wine-in-new-bottles-6-ways-to-tell-if-a-programme-is-really-doing-development-differently/}, abstract = {Some top adaptive management exponents give their top tips on how to distinguish spin from reality, when looking at an avowedly AM programme}, language = {en-GB}, urldate = {2018-11-13}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = nov, year = {2018}, } @techreport{oecd_oecd_2018, title = {{OECD} {Development} {Assistance} {Committee} {Peer} {Review} of {Canada}}, url = {https://www.oecd.org/dac/peer-reviews/Memorandum-of-Canada-2018.pdf}, urldate = {2019-05-31}, institution = {OECD}, author = {{OECD}}, year = {2018}, } @book{kay_obliquity:_2010, address = {New York}, title = {Obliquity: {Why} {Our} {Goals} {Are} {Best} {Achieved} {Indirectly}}, shorttitle = {Obliquity}, abstract = {"John Kay tells a fast-paced detective story as he searches for the surprising secret to success...Brilliant." -Tim Harford, author of The Logic of Life In this revolutionary book, economist John Kay proves a notion that feels at once paradoxical and deeply commonsensical: the best way to achieve any complex or broadly defined goal, from happiness to preventing forest fires, is the indirect way. We can learn how to achieve our objectives only through a gradual process of risk taking and discovery-what Kay calls obliquity. The author traces this seemingly counterintuitive path to success as it manifests itself in nearly every aspect of life, including business, politics, sports, and more.}, language = {English}, publisher = {Penguin Books}, author = {Kay, John}, year = {2010}, } @incollection{dillan_nuru_2020, address = {London}, title = {Nuru {Kenya} transition from {Nuru} {International}, {Kenya}}, abstract = {This case study is an example of a phased transfer of ownership and responsibility from INGO Nuru International to Nuru Kenya, including the exit of all international staff. Post-transition, Nuru Kenya is managed entirely by Kenyan staff, although it continues to receive financial support from Nuru International. A lot of the elements described are aligned with Adaptive Management ways of working.}, language = {en}, booktitle = {What {Transformation} {Takes} - {Evidence} of {Responsible} {INGO} {Transitions} to {Locally} {Led} {Development} {Around} the {World}}, publisher = {Peace Direct}, author = {Dillan, Haley and Ouma, Joel and Yamron, David}, editor = {Renoir, Megan and Boone, Grace}, month = dec, year = {2020}, pages = {31}, } @techreport{actionaid_notes_2001, address = {London}, title = {Notes to {Accompany} {ALPS}}, url = {https://www.actionaid.org.uk/sites/default/files/content_document/ALPSNotes.pdf}, urldate = {2017-07-17}, institution = {ActionAid International}, author = {ActionAid}, year = {2001}, } @techreport{hearn_not_2011, address = {London}, type = {Background note}, title = {Not everything that connects is a network}, abstract = {In the public policy context, networks have been predominant factors in policy formulation, innovation and global governance. While not a new phenomenon in the development landscape, networks are becoming increasingly prevalent. Donors, for example, are turning to networks to deliver aid interventions, NGOs are working through networks for collective advocacy and researchers collaborate across networks for greater policy influence. But are networks always the most appropriate vehicle? Where they are appropriate, how can we make the best use of them? This Background Note argues for a more rigorous understanding of their nature, particularly their value (and costs), and presents a revised Network Functions Approach as a model for rationalised investment in networks.}, language = {en}, institution = {ODI}, author = {Hearn, Simon and Mendizabal, Enrique}, year = {2011}, pages = {8}, } @misc{aktar_non-violent_2021, title = {Non-{Violent} {Communication} in everyday life}, url = {https://clarissa.global/non-violent-communication-in-everyday-life/}, abstract = {In March, members of the team in Bangladesh (Community Mobilisers and Lead Community Mobilisers) participated in a training course in non-violent communication (NVC). NVC is a communication technique that prioritises listening over speaking. It aims to improve communication by achieving a deeper understanding of our emotions and values and what we observe in the behaviour of others. The training was facilitated by Paul Kahawatte, a UK-based mediator, facilitator and trainer, Roufun Naher, a lecturer at the University of Dhaka and NVC practitioner in Bangladesh, Neil Howard, co-lead of Social Protection for CLARISSA and Jiniya Afroze, CLARISSA Country Coordinator in Bangladesh. The aim of the training was to support the community mobilisers to explore and practice different ways of communicating and facilitating. This will help them support communities to come together and build their collective power for the social protection ‘cash plus’ pilot. Lemon Roy, a community mobiliser was grateful for the experience; “I had little knowledge about Non-Violent Communication before participating in the training. I didn’t know that passive listening and the communication gap between two people could lead to conflict. I have learned about tools and techniques in conflict mediation and the importance of understanding the feelings and needs of other people.”.}, language = {en-US}, urldate = {2024-02-19}, journal = {CLARISSA}, author = {Aktar, Afrin and Goon, Swmaranika and Pal, Ujjal and Zaman, Thahina}, month = may, year = {2021}, } @article{renmans_no_2020, title = {No {Mechanism} {Without} {Context}: {Strengthening} the {Analysis} of {Context} in {Realist} {Evaluations} {Using} {Causal} {Loop} {Diagramming}}, volume = {2020}, issn = {1534-875X}, shorttitle = {No {Mechanism} {Without} {Context}}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20424}, doi = {10.1002/ev.20424}, abstract = {Realist evaluation is an approach with a strong emphasis on causal mechanisms and the context in which they are triggered. However, recent reviews of published realist evaluations show that context is often understudied. This is problematic, as a thorough understanding of the relationship between context and causal mechanisms is crucial in assisting policymakers to make appropriate and targeted decisions that improve the intervention. Therefore, we set out to test whether combining realist evaluation with the “systems thinking” approach and, more specifically, causal loop diagramming, could help strengthen the analysis of context. We did this through a study of a performance-based financing (PBF) intervention in the Ugandan health care sector by the Belgian development agency, Enabel. PBF allocates funds to health workers and/or health facilities based on their performance, and introduces additional management support tools, provides extra monitoring and supervision, and promotes community participation in management issues, among other activities. In this case, we found that the proposed combined methodological approach indeed adds value to the analysis, as it leads to insights into the role played by the underlying system that otherwise may have been overlooked. Moreover, such information may provide clear directions to policymakers on how to improve the intervention in a sustainable way. Finally, causal loop diagrams help to visualize complex causal interactions and to communicate them to policymakers.}, language = {en}, number = {167}, urldate = {2021-02-18}, journal = {New Directions for Evaluation}, author = {Renmans, Dimitri and Holvoet, Nathalie and Criel, Bart}, year = {2020}, pages = {101--114}, } @article{serpe_nimble_2022, title = {Nimble adaptation: {Tailoring} monitoring, evaluation, and learning methods to provide actionable data in complex environments}, volume = {2022}, issn = {1534-875X}, shorttitle = {Nimble adaptation}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20523}, doi = {10.1002/ev.20523}, abstract = {This chapter examines good practices in implementing effective Monitoring, Evaluation, and Learning (MEL) systems within complex international development Democracy, Human Rights, and Governance (DRG) programs, which are characterized by challenges of non-linearity, limited evidence of theories of change, and contextual and politically contingent nature of outcomes. The chapter presents three cases of MEL systems in complex projects implemented by Pact across distinct and diverse operating contexts – Zimbabwe, Cambodia, and Somalia – to illustrate those projects’ MEL approaches that enabled continuous adaptation. The authors analyze the cases to respond to two questions: (1) What are the key elements of effective adaptive management-focused MEL systems in complex environments? (2) What is practical guidance for designing and enabling complexity-responsive and effective adaptive management-focused MEL systems? The case studies illustrate three key elements: (1) Information gathering that closely links context, research, and performance data; (2) Systems for reflection that offer scheduled learning moments of varying frequency and intensity, as well as multiple feedback mechanisms; and (3) Enabling structures that promote adaptive mindsets and attitudes within project teams.}, language = {en}, number = {176}, urldate = {2023-04-13}, journal = {New Directions for Evaluation}, author = {Serpe, Lauren and Ingram, Mason and Byom, Kate}, year = {2022}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1002/ev.20523}, pages = {97--106}, } @techreport{savi_nigeria_2016, address = {London}, title = {Nigeria {Public} {Sector} {Accountability} and {Governance} {Programme} - {Business} {Case}}, shorttitle = {{SAVI} {Approach} {Paper} 15}, url = {http://savi-nigeria.org/approach/savi-approach-paper-15/}, abstract = {In May 2016, SAVI transitioned into a successor programme – the ‘Engaged Citizens Pillar’ (ECP) of a wider DFID-funded governance reform programme ‘The Partnership to Engage, Reform and Learn’ (PERL). ECP is managed by the same service provider, Palladium, and the same core management team as SAVI, and many of the SAVI front line staff...}, language = {en-US}, urldate = {2018-02-28}, institution = {DFID}, author = {SAVI}, month = dec, year = {2016}, } @misc{green_ngos_2017, title = {{NGOs} {Doing} {Development} {Differently}}, url = {http://oxfamblogs.org/fp2p/looks-like-the-ngos-are-stepping-up-on-doing-development-differently-good/}, abstract = {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}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = aug, year = {2017}, } @techreport{gohl_ngo-ideas_2011, address = {Stuttgart}, title = {{NGO}-{IDEAs} {Impact} {Toolbox} - {Participatory} {Monitoring} of {Outcome} and {Impact}}, url = {http://www.ngo-ideas.net/tiny_tools/index.html}, abstract = {NGO-IDEAs (NGO – Impact on Development, Empowerment and Actions) NGO-IDEAs is a cooperation of about 40 non-govermental organisations (NGOs) from South Asia, East Africa and the Philippines and 14 German NGOs working in the field of development cooperation. It identifies and develops jointly with all partners, concepts and tools for NGOs in the areas of Outcome and Impact Assessment and Monitoring \& Evaluation (M\&E). NGO-IDEAs is further being supported by VENRO, the umbrella organisation of development non-governmental organisations in Germany as well as PARITÄT, the legal holder of the project. The Federal Ministry for Economic Cooperation and Development (BMZ) has cofinanced the project. NGO-IDEAs is not just another study evaluating the impact of NGOs’ work – it combines research \& development, knowledge management, learning \& training as well as advice \& coaching to initiate a collective learning process for all partners involved. Additionally, NGOIDEAs intends to create a valuable resource base for use by NGOs. NGO-IDEAs aims at: • Empowering community based organisations or groups and the poor among the rural communities to use and practice impact monitoring for project management • Empowering NGOs to further improve the effectiveness, impact and sustainability of their efforts • Making social changes more visible for implementing and funding NGOs, thus improving development practice • Improving public recognition of NGOs and CBOs and their contribution to development. The NGO-IDEAs “Impact Toolbox” is to enable NGOs and grassroots organisations to monitor projects together with the so called target groups involved, in a manner that will enhance positive outcomes and impacts, and reduce negative ones. It focuses on joint setting of goals, on monitoring them and finally on taking joint decisions about the further design and direction of interventions. The instruments of the NGO-IDEAs “Impact Toolbox” are simple and participatory. Simple means: setting out from people’s knowledge and know-how, therefore, easy to understand and apply. Application can easily be fitted into the “normal” activities of the NGOs or grassroots organisations. The participatory character emerges through democratic elements promoting a “Culture of Learning” that the people can assimilate}, language = {en}, urldate = {2023-07-14}, institution = {Impact+}, author = {Gohl, Eberhard and Causemann, Bernward}, year = {2011}, } @article{najam_ngo_1996, title = {{NGO} {Accountability}: {A} {Conceptual} {Framework}}, volume = {14}, issn = {1467-7679}, shorttitle = {{NGO} {Accountability}}, url = {http://onlinelibrary.wiley.com/doi/10.1111/j.1467-7679.1996.tb00112.x/abstract}, doi = {10.1111/j.1467-7679.1996.tb00112.x}, language = {en}, number = {4}, journal = {Development Policy Review}, author = {Najam, Adil}, month = dec, year = {1996}, pages = {339--354}, } @techreport{gagliardone_new_2012, title = {New communication technologies and citizen-led governance in {Africa}}, url = {https://www.repository.cam.ac.uk/handle/1810/245112}, number = {1}, urldate = {2016-09-12}, author = {Gagliardone, Iginio and Srinivasan, Sharath and Brisset-Foucault, Florence}, year = {2012}, } @misc{noauthor_networkweaver_2018, title = {{NetworkWeaver}}, url = {https://networkweaver.com/}, abstract = {Weaving Smart Networks}, language = {en-US}, urldate = {2018-12-19}, journal = {NetworkWeaver}, year = {2018}, } @book{holley_network_2012, title = {Network {Weaver} {Handbook}}, publisher = {Network Weaver}, author = {Holley, June}, year = {2012}, } @book{honig_navigation_2018, title = {Navigation by {Judgment}: {Why} and when {Top} {Down} {Management} of {Foreign} {Aid} {Doesn}'t {Work}}, isbn = {978-0-19-067245-4}, shorttitle = {Navigation by {Judgment}}, abstract = {Foreign aid organizations collectively spend hundreds of billions of dollars annually, with mixed results. Part of the problem in these endeavors lies in their execution. When should foreign aid organizations empower actors on the front lines of delivery to guide aid interventions, and when should distant headquarters lead? In Navigation by Judgment, Dan Honig argues that high-quality implementation of foreign aid programs often requires contextual information that cannot be seen by those in distant headquarters. Tight controls and a focus on reaching pre-set measurable targets often prevent front-line workers from using skill, local knowledge, and creativity to solve problems in ways that maximize the impact of foreign aid. Drawing on a novel database of over 14,000 discrete development projects across nine aid agencies and eight paired case studies of development projects, Honig concludes that aid agencies will often benefit from giving field agents the authority to use their own judgments to guide aid delivery. This "navigation by judgment" is particularly valuable when environments are unpredictable and when accomplishing an aid program's goals is hard to accurately measure. Highlighting a crucial obstacle for effective global aid, Navigation by Judgment shows that the management of aid projects matters for aid effectiveness.}, language = {en}, publisher = {Oxford University Press}, author = {Honig, Dan}, year = {2018}, note = {Google-Books-ID: GT5MDwAAQBAJ}, } @misc{keira_oliver_navigating_2020, title = {Navigating with {Action} {Inquiry} ({Collective} {Leadership} {Animations})}, url = {https://www.youtube.com/watch?v=UX2MF6bW6GQ}, abstract = {"Have you ever wondered if there might be a better way to work together? Perhaps you would like to find ways to avoid habits, or patterns of behaviour, that whilst you say you don’t like them, you seem unable to escape." Written \& narrated by Cathy Sharp (Research for Real) and animated by Keira Oliver (Collective Leadership for Scotland) and her son (10yr) in an animation-sprint style (created quickly, but with care), this film summarises the ideas and practices of action inquiry. It introduces a set of statements designed to stretch, challenge and encourage us to talk about these ideas to find better ways to work together.}, urldate = {2023-05-22}, author = {{Keira Oliver}}, month = may, year = {2020}, } @incollection{coleman_navigating_2011, address = {Leverkusen}, title = {Navigating the landscape of conflict: {Applications} of dynamical systems theory to protracted social conflict}, url = {https://www.researchgate.net/publication/236007877_Navigating_the_landscape_of_conflict_Applications_of_dynamical_systems_theory_to_protracted_social_conflict}, urldate = {2016-10-05}, booktitle = {The {Non}-linearity of {Peace} processes. {Theory} and {Practice} of {Systemic} {Conflict} {Transformation}}, publisher = {Barbara Budrich Publishers}, author = {Coleman, Peter T. and Vallacher, Robin R. and Nowak, Andrzej and Bartoli, Andrea}, editor = {Körppen, Daniela and Ropers, Norbert and Giessmann, Hans J.}, year = {2011}, pages = {39--56}, } @misc{halloran_navigating_2015, title = {Navigating the {Evidence} on {Transparency}, {Participation} and {Accountability}: {What} {Insights} {Have} {Emerged}? {What} {Gaps} {Remain}? - {Terms} of reference for the {Consultant} {Author}(s)}, abstract = {Example of Terms of Reference for a Report on TAP.}, author = {Halloran, Brendan}, year = {2015}, } @book{burns_navigating_2015, address = {Rugby}, title = {Navigating {Complexity} in {International} {Development}: {Facilitating} {Sustainable} {Change} at {Scale}}, isbn = {978-1-85339-852-0}, shorttitle = {Navigating {Complexity} in {International} {Development}}, abstract = {Governments and organizations invest huge sums of money in development interventions to explicitly address poverty and its root causes. However, a high proportion of these do not work. This is because interventions are grounded in flawed assumptions about how change happens -- change is rarely linear, yet development interventions are almost entirely based on linear planning models. Change is also characterized by unintended consequences, which are not predictable by planners and by power dynamics, which drive outcomes towards vested interests rather than real need. Development processes need to engage effectively with these sorts of complex system dynamics. This book provides a conceptual framework for this thinking, offers detail case studies of interventions which have been built on this philosophy and which demonstrate key facets of it. It articulates some clear methodological underpinnings for this work, and draws out the implications both for development, practice and practitioners.}, language = {English}, publisher = {Practical Action Publishing}, author = {Burns, Danny and Worsley, Stuart}, month = oct, year = {2015}, keywords = {IMPORTANT}, } @techreport{allana_navigating_2014, address = {Portland}, title = {Navigating complexity: {Adaptive} management in the {Northern} {Karamoja} {Growth}, {Health} \& {Governance} program}, shorttitle = {Navigating complexity}, url = {https://www.mercycorps.org/research-resources/navigating-complexity-adaptive-management-northern-karamoja-growth-health}, abstract = {Development actors increasing agree that managing programs adaptively – especially complex interventions – can improve their effectiveness. But what does adaptive management look like in practice?}, urldate = {2017-04-18}, institution = {MercyCorps}, author = {Allana, Amir}, month = oct, year = {2014}, keywords = {IMPORTANT, Practice}, } @article{allana_navigating_2014, title = {Navigating complexity: adaptive management and organizational learning in a development project in {Northern} {Uganda}}, volume = {10}, url = {https://www.km4djournal.org/index.php/km4dj/article/view/204}, abstract = {Adaptive management is a management paradigm for intervening in complex, unpredictable systems where continual learning and adaptation is vital for success. This management approach requires a fundamentally different set of tools, processes, and most importantly, staff behaviors and organizational culture than ‘traditional’ management. A facilitative approach to development, where the goal is creating systemic change that spreads in networks of local businesses, government, and civil society organizations, necessitates an adaptive approach. Mercy Corps Uganda’s Northern Karamoja Growth, Health, and Governance Program (GHG) has been an ongoing experiment in applying the principles of adaptive management and facilitation. This article details two examples from GHG where adaptation has occurred, and provides an analysis of the tools, processes, and organizational culture that exists. Three salient takeaways for effective facilitation are elaborated on: the importance of staff behaviors and underlying beliefs, particularly with regards to ‘failure’, flexibility to experiment, dissent \& debate, and curiosity with the subject matter of their work; importance of consistent messaging from senior management with regards to the same; and tools and processes playing a support function to these behaviours, rather than being their source. Lessons and implications are drawn out from the GHG experience for funders and implementing organizations wanting to apply adaptive management in the context of development programming. These include building flexibility into budgeting and contracts, rethinking the structure and content of reports, and utilizing alternative hiring criteria to attract senior managers who are more likely to succeed at adaptive management.}, number = {3}, urldate = {2022-06-30}, journal = {Knowledge Management for Development Journal}, author = {Allana, Amir and Sparkman, Timothy}, year = {2014}, pages = {101--112}, } @phdthesis{honig_navigating_2015, type = {Doctoral dissertation}, title = {Navigating by {Judgment}: {Organizational} {Structure}, {Autonomy}, and {Country} {Context} in {Delivering} {Foreign} {Aid}}, copyright = {open}, shorttitle = {Navigating by {Judgment}}, url = {https://dash.harvard.edu/handle/1/17467366}, abstract = {This dissertation examines when initiatives by International Development Organizations (IDOs) are more, and less, successful. The core argument is that allowing field-level agents to drive initiatives – what I call organizational Navigation by Judgment – will often be the most effective way to deliver aid. This inverts what a classical application of the principal agent model – the workhorse of studies of public management and bureaucracy – would predict, with better performance resulting from less control. In the delivery of foreign aid the costs of monitoring to the principal are often overshadowed by the deleterious effects of the monitoring itself. The core of the argument is that development implementation requires soft information, tacit knowledge, and flexibility that are crowded out by tight controls or an organizational navigation strategy focused on short term measurement and targets. As a result there are increasing returns to Navigation by Judgment in environments that are uncertain or difficult to understand from the outside and tasks where outputs are difficult to observe and/or poorly correlated with long term intervention goals. Insecure political authorizing environments which constrain the autonomy of IDOs prevent these organizations from Navigating by Judgment in situations where this is the best strategy. Empirically, this dissertation examines a cross-IDO dataset of projects (including over 14,000 projects over 50 years over 9 organizations), which I have assembled. It also examines eight cases of development interventions in Liberia and South Africa. These cases are matched pairs comparing the performance and navigation strategies of the US Agency for International Development (a low autonomy IDO) and the UK’s Department for International Development (a higher autonomy IDO) in capacity building and health sector interventions.}, language = {en}, urldate = {2018-02-12}, school = {Harvard University, Graduate School of Arts \& Sciences}, author = {Honig, Daniel}, month = may, year = {2015}, keywords = {IMPORTANT}, } @techreport{pett_navigating_2020, address = {London}, title = {Navigating adaptive approaches for development programmes}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/202009_learnadapt_navigating_adaptive_approaches_wp_3.pdf}, abstract = {This working paper compares six of the most prominent adaptive approaches to emerge over the past two decades. Three come from the world of innovation, largely in the private sector (agile, lean startup and human-centred design), and three from the global development sector (thinking and working politically, forms of adaptive management and problem-driven iterative adaptation). While all of these approaches are valuable when used in the right context, practitioners may be perplexed by the multiplicity of methods and jargon. This paper aims to address some of this confusion by mapping where these approaches have come from and showing how they can be applied across the adaptive programme cycle. Armed with this knowledge, practitioners might experiment with different combinations and sequences of adaptive approaches according to the kind of problem and context faced. In turn, this may help us move beyond a siloed view of approaches linked to innovation, adaptive management or more politically smart ways of working. Key messages: • Adaptive approaches have emerged in several sectors, including software development, product and service design, technology startups and international development. • Adaptive approaches can help practitioners counteract misplaced certainty. By talking to potential users, understanding institutions, interests and ideas and investigating the root causes of a problem, practitioners applying these approaches can illuminate the underlying nature of the problem and context. • Rather than building a whole solution straight away, these approaches commonly encourage practitioners to start small and use structured cycles of testing and learning. There is scope to further consider how different approaches can be better brought together and combined. • Adaptive approaches in development provide a wider range of options for what to create and facilitate – not only products or services, but also forms of collective action. There are also alternative ways to think about scale – considering how others might take up an idea and looking for leverage, rather than quantity.}, language = {en}, number = {589}, institution = {ODI}, author = {Pett, Jamie}, month = sep, year = {2020}, pages = {31}, } @incollection{mosier_naturalizing_2010, address = {New York, NY}, title = {Naturalizing sensemaking}, isbn = {978-1-84872-911-7}, url = {https://www.amazon.co.uk/Informed-Knowledge-Performance-Situations-Applications/dp/1848729111}, abstract = {The focus of this book is on how experts adapt to complexity, synthesize and interpret information in context, and transform or "fuse" disparate items of information into coherent knowledge. The chapters examine these processes across experts (e.g. global leaders, individuals in extreme environments, managers, police officers, pilots, commanders, doctors, inventors), across contexts (e.g. space and space analogs, corporate organizations, command and control, crisis and crowd management, air traffic control, the operating room, product development), and for both individual and team performance. Successful information integration is a key factor in the success of diverse endeavors, including team attempts to climb Mt. Everest, crowd control in the Middle East, and remote drilling operations. This volume is divided into four sections, each with a specific focus on an area of expert performance, resulting in a text that covers a wide range of useful information. These sections present well-researched discussions, such as: the management of complex situations in various fields and decision contexts; technological and training approaches to facilitate knowledge management by individual experts and expert teams; new or neglected perspectives in expert decision making; and the importance of ‘modeling’ expert performance through techniques and frameworks such as Cognitive Task Analysis, computational architectures based on the notion of causal belief mapping such as ‘Convince Me,’ or the data/frame model of sensemaking. The volume provides essential reading for researchers and practitioners of Naturalistic Decision Making and those who study Expertise; Organizational and Cognitive Psychologists; and researchers and students in Business and Engineering.}, language = {English}, booktitle = {Informed by {Knowledge}: {Expert} {Performance} in {Complex} {Situations}}, publisher = {Psychology Press}, author = {Snowden, Dave}, editor = {Mosier, Kathleen L. and Fischer, Ute M.}, month = oct, year = {2010}, pages = {223--34}, } @article{chen_natural_2013, title = {Natural {Disaster} {Monitoring} with {Wireless} {Sensor} {Networks}: {A} {Case} {Study} of {Data}-intensive {Applications} upon {Low}-{Cost} {Scalable} {Systems}}, volume = {18}, issn = {1572-8153}, shorttitle = {Natural {Disaster} {Monitoring} with {Wireless} {Sensor} {Networks}}, url = {https://doi.org/10.1007/s11036-013-0456-9}, doi = {10.1007/s11036-013-0456-9}, abstract = {The wireless sensor network (WSN) technology has applied in monitoring natural disasters for more than one decade. Disasters can be closely monitored by augmenting a variety of sensors, and WSN has merits in (1) low cost, (2) quick response, and (3) salability and flexibility. Natural disaster monitoring with WSN is a well-known data intensive application for the high bandwidth requirements and stringent delay constraints. It manifests a typical paradigm of data-intensive application upon low-cost scalable system. In this study, we first assessed representative works in this area by classifying those in the domains of application of WSNs for disasters and optimization technologies significantly distinguishing these from general-purpose WSNs. We then described the design of an early warning system for geohazards in reservoir region, which relies on the WSN technology inspired by the existing work with focuses on issues of (1) supporting reliable data transmission, (2) handling huge data of heterogeneous sources and types, and (3) minimizing energy consumption. This study proposes a dynamic routing protocol, a method for network recovery, and a method for managing mobile nodes to enable real-time and reliable data transmission. The system incorporates data fusion and reconstruction approaches to bring together all data into a single view of the geohazard under monitoring. A distributed algorithm for joint optimal control of power and rate has been developed, which can improve utility of network ({\textgreater} 95 \%) and to minimize the energy consumption (reduction by {\textgreater} 20 \% in comparison with LEACH). Experimental results indicate the potentials of the proposed approaches in terms of adapting to the needs of early warning on geohazards.}, language = {en}, number = {5}, urldate = {2019-05-03}, journal = {Mobile Networks and Applications}, author = {Chen, Dan and Liu, Zhixin and Wang, Lizhe and Dou, Minggang and Chen, Jingying and Li, Hui}, month = oct, year = {2013}, keywords = {Data-intensive application, Geohazard, Natural disaster monitoring, Scalable system, Wireless sensor network}, pages = {651--663}, } @article{lemos_narrowing_2012, title = {Narrowing the climate information usability gap}, volume = {2}, issn = {1758-6798}, url = {http://www.nature.com/articles/nclimate1614}, doi = {10.1038/nclimate1614}, abstract = {Climate-change-related risks pose serious threats to the management of a wide range of social, economic and ecological systems. Managing these risks requires knowledge-intensive adaptive management and policy-making actively informed by scientific knowledge, especially climate science1. However, potentially useful climate information often goes unused1,2. This suggests a gap between what scientists understand as useful information and what users recognize as usable in their decision-making. We propose a dynamic conceptual model to address this gap and highlight strategies to move information from useful to usable to reduce climate-related risks.}, language = {en}, number = {11}, urldate = {2019-05-02}, journal = {Nature Climate Change}, author = {Lemos, Maria Carmen and Kirchhoff, Christine J. and Ramprasad, Vijay}, month = nov, year = {2012}, pages = {789--794}, } @techreport{noauthor_nairobi_2016, title = {Nairobi {Outcome} {Document}}, url = {http://effectivecooperation.org/wp-content/uploads/2016/10/GPEDC.NBO-OC-doc-rewritten-draft-3-october-2016.pdf}, urldate = {2016-11-15}, month = oct, year = {2016}, } @misc{tisa_nairobi_2015, title = {Nairobi {Is} {Organizing}- {Grassroots} {Organizing} \&{Public} {Participation} for {Social} {Change}}, url = {http://www.tisa.or.ke/index.php/blog/post/nairobi-is-organizing}, abstract = {The Institute for Social Accountability}, urldate = {2016-04-28}, author = {{TISA}}, month = mar, year = {2015}, } @book{stake_multiple_2006, address = {New York}, title = {Multiple case study analysis}, isbn = {978-1-59385-248-1 978-1-59385-249-8}, url = {https://www.amazon.com/Multiple-Study-Analysis-Robert-Stake/dp/1593852487}, abstract = {Examining situational complexity is a vital part of social and behavioral science research. This engaging text provides an effective process for studying multiple cases--such as sets of teachers, staff development sessions, or clinics operating in different locations--within one complex program. The process also can be used to investigate broadly occurring phenomena without programmatic links, such as leadership or sibling rivalry. Readers learn to design, analyze, and report studies that balance common issues across the group of cases with the unique features and context of each case. Three actual case reports from a transnational early childhood program illustrate the author's approach, and helpful reproducible worksheets facilitate multicase recording and analysis.}, publisher = {The Guilford Press}, author = {Stake, Robert E.}, year = {2006}, keywords = {Case method, Cross-cultural studies, Education, Europe, Eastern, Research Methodology, Step by Step (Program)}, } @techreport{buffardi_multi-project_2015, title = {Multi-project programmes functions, forms and implications for evaluation and learning}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/10353.pdf}, abstract = {Multi-project programmes can serve different purposes. For instance, they may coordinate multiple implementing entities; standardise management and technical support; compare intervention approaches across different contexts; enhance leverage through joint action; or foster sustainability by building relationships among organisations. • At the same time, multi-project programmes are costly, potentially duplicate other mechanisms that fulfil similar functions, and can dilute focus and create confusion. • To guide decisions on what coordination, evaluation and learning mechanisms are needed, it is helpful to articulate the intended purpose of using a programme model. Identifying the purpose(s) can help staff determine what types of knowledge sharing strategies may be most useful to the programme, and how project and programme theories of change can be sequenced}, urldate = {2018-11-10}, institution = {Methods Lab}, author = {Buffardi, Anne and Hearn, Simon}, month = dec, year = {2015}, pages = {20}, } @misc{wageningen_university_msp_2015, title = {{MSP} {Guide}}, url = {https://mspguide.org/}, abstract = {The MSP Guide Designing and facilitating effective multi-stakeholder partnerships Get started Download now The MSP Guide(EN, FR, ES) Explore the rationale, principles and process of designing and facilitating effective MSPs Get it now The MSP Tool Guide Detailed descriptions of 60 tried-and-tested tools to facilitate multi-stakeholder partnerships Get it now Reflection Methods: Practical Guide Proven…}, language = {en-GB}, urldate = {2023-02-09}, journal = {MSP Guide}, author = {Wageningen University}, year = {2015}, } @misc{beam_exchange_msd_2023, title = {{MSD} {Competency} {Framework}}, url = {https://beamexchange.org/msd-competency-framework/msd-competencies/}, abstract = {MSD Competency Framework A catalogue of the full range of knowledge, skills and aptitudes found in high-performing teams that use the market systems approach. Useful for: Practitioners - identify personal training needs and continue your professional development Trainers - diversify your courses and refine your training / capacity-building offers Managers - strengthen your recruitment and induction processes MSD competencies Competency is a mix of knowledge, skills and attitudes demonstrated through concrete behaviours. This section explores the 17 competencies used by high-performing MSD teams. Arranged in three groups they relate to how we understand the world, make decisions and interact with others. Each competency is defined and has links to useful resources that explain or illustrate the knowledge or skills that feed it. Where available, sources of teaching and learning for that competency are included. Teaching and learning modes An exploration of the most common modes of teaching and learning that support practitioners to acquire knowledge, skills and attitudes. Some modes of learning are more relevant to certain types of competency - as indicated by the box colours. Each page has a summary of the teaching mode, guidance for team leaders and trainers, and examples of how to use this mode for developing specific competencies. Assessment modes Assessing competency is important for recruitment, performance appraisal and continued professional development These pages describe distinct approaches to evaluating individuals. They include a summary of the evaluation mode, guidance for assessors, and examples tailored to specific competencies.}, language = {en}, urldate = {2023-04-13}, journal = {BEAM Exchange}, author = {BEAM Exchange}, month = jan, year = {2023}, } @misc{beam_exchange_msd_nodate, title = {{MSD} competencies}, url = {https://beamexchange.org/msd-competency-framework/msd-competencies/}, abstract = {A catalogue of the full range of knowledge, skills and aptitudes found in high-performing teams that use the market systems approach. Useful for: Practitioners - identify personal training needs and continue your professional development Trainers - diversify your courses and refine your training / capacity-building offers Managers - strengthen your recruitment and induction processes}, language = {en}, urldate = {2020-10-15}, journal = {BEAM Exchange}, author = {BEAM Exchange}, } @techreport{derbyshire_moving_2016, title = {Moving {Targets}, {Widening} {Nets}: monitoring incremental and adaptive change in an {Empowerment} and {Accountability} programme. {The} experience of the {State} {Accountability} and {Voice} {Initiative} in {Nigeria}}, url = {http://savi-nigeria.org/resource/moving-targets-widening-nets-monitoring-incremental-adaptive-change-empowerment-accountability-programme/}, urldate = {2016-07-27}, institution = {DFID}, author = {Derbyshire, Helen and Barr, Julian and Fraser, Steve and Mwamba, Wilf}, month = feb, year = {2016}, keywords = {IMPORTANT, Practice}, } @article{dearden_moving_2016, title = {Moving {ICTD} research beyond bungee jumping: practical case studies and recommendations}, volume = {35}, issn = {0278-0097}, shorttitle = {Moving {ICTD} research beyond bungee jumping}, url = {http://ieeexplore.ieee.org/document/7563950/}, doi = {10.1109/MTS.2016.2593267}, abstract = {The global spread of Internet and mobile communications has been accompanied by a growing interest in how information and communication technologies (ICTs) can contribute to social and economic development. There are a considerable number of such examples in developing countries. For example, M-Pesa in Kenya allows workers in the cities to send money back to families living in the countryside using SMS messages on basic mobile phones. In Ghana, the Motech project allows community health workers to use feature phones and network services to track ante-natal (and post-natal) care with the objective of improving outcomes for both mothers and babies. Other examples include Gram Vaani's (GRINS) open-source software for community radio stations, or Ushahidi's initiatives, which began with tracking post-electoral violence in Kenya in 2008 using mobile phones and Google maps. These examples illustrate different ways of leveraging ICT to improve lives and livelihoods worldwide. Such stories are inspiring many young (and not so young) researchers and innovators alike to explore how technology might support social and economic development and inclusion in global knowledge exchange}, language = {en}, number = {3}, urldate = {2017-09-06}, journal = {IEEE Technology and Society Magazine}, author = {Dearden, Andy and Tucker, William}, month = sep, year = {2016}, pages = {36--43}, } @misc{lee_moving_2016, title = {Moving from {Real}-{Time} {Data} to {Real}-{Time} {Programs}}, shorttitle = {\#{LongReads}}, url = {https://reboot.org/2016/10/12/longreads-moving-real-time-data-real-time-programs/}, abstract = {How can we avoid drowning in data to actually make better decisions?}, urldate = {2017-02-23}, journal = {Reboot}, author = {Lee, Panthea}, month = oct, year = {2016}, keywords = {IMPORTANT}, } @techreport{palavicino_motion_2022, address = {Utrecht}, title = {{MOTION} {HANDBOOK} - {Developing} a transformative {Theory} of {Change}}, url = {https://transitionshub.climate-kic.org/publications/motion-handbook-developing-a-transformative-theory-of-change/}, abstract = {A step-by-step guide on how to develop a Transformative Theory of Change, for innovation projects, programmes and organisations working on systems transformation. The MOTION project was initiated with one key question in mind: how can we help projects and organisations be more transformative, using the framework and concept provided by the multi-level perspective? And what kind of tools, methods and frameworks can we co-design that translate scientific concepts into practises relevant for policy practitioners? This led us into a co-creation journey during which researchers from the Transformative Innovation Policy Consortium (TIPC) and EIT Climate-KIC project partners experimented, reflected and learned from each other in building the approach that we share in this handbook. Through this journey, we gained a deeper understanding of what the portfolio approach means in a transformative system change context and which skills and competences are needed to facilitate processes of co-creation in the science-policy-practice interface. We had the opportunity to configure the key building blocks of our theoretical approach, the Transformative Outcomes, into practical insights and actions that can easily be applied by innovation organisations at many levels. This handbook is the culmination of the journey as it translates key learnings from the MOTION project into practical insights that are relevant to practitioners working on systems transformation.}, urldate = {2023-01-24}, institution = {TIPC, Utrecht University}, author = {Palavicino, Carla Alvial and Matti, Cristian and Witte, Jenny}, month = jan, year = {2022}, } @misc{better_evaluation_most_nodate, title = {Most {Significant} {Change}}, url = {https://www.betterevaluation.org/en/plan/approach/most_significant_change}, abstract = {The Most Significant Change (MSC) approach involves generating and analysing personal accounts of change and deciding which of these accounts is the most significant – and why. The are three basic steps in using MSC: Deciding the types of stories that should be collected (stories about what - for example, about practice change or health outcomes or empowerment) Collecting the stories and determining which stories are the most significant Sharing the stories and discussion of values with stakeholders and contributors so that learning happens about what is valued. MSC is not just about collecting and reporting stories but about having processes to learn from these stories – in particular, to learn about the similarities and differences in what different groups and individuals value. It provides some information about impact and unintended impact but is primarily about clarifying the values held by different stakeholders. By itself it is not sufficient for impact evaluation as it does not provide information about the usual experience but about the extremes. If you imagine a normal distribution of outcomes for individuals then the stories often come from the extremity of positive change. It can be useful to explicitly add a process to generate and collect stories from the extremity of little or negative change. MSC can be very helpful in explaining HOW change comes about (processes and causal mechanisms) and WHEN (in what situations and contexts). It can therefore be useful to support the development of programme theory (theory of change, logic models).}, urldate = {2018-10-18}, journal = {Better Evaluation}, author = {Better Evaluation}, } @techreport{heeks_most_2003, address = {Manchester}, title = {Most egovernment-for-development projects fail: how can risks be reduced?}, url = {http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.125.2441&rep=rep1&type=pdf}, abstract = {Research on the Information Society, the Digital Divide and Information and Communication Technologies for development}, urldate = {2016-05-09}, institution = {Institute for Development Policy and Management}, author = {Heeks, Richard}, year = {2003}, } @techreport{obrecht_more_2016, address = {London}, title = {More than just luck: {Innovation} in humanitarian action}, url = {http://www.elrha.org/news/more-than-just-luck/}, abstract = {In South Sudan, a new water treatment system that provides a community with more clean water at a lower cost. In Sierra Leone, a poster explaining how to prevent the...}, urldate = {2016-06-02}, institution = {Humanitarian Innovation Fund}, author = {Obrecht, Alice and Warner, Alexandra T.}, year = {2016}, } @misc{algoso_more_2016, title = {More books on complexity than you can shake a stick at—plus a mea culpa}, url = {http://algoso.org/2016/04/17/more-books-on-complexity-than-you-can-shake-a-stick-at-plus-a-mea-culpa/}, abstract = {Last month, Duncan Green was kind enough to post my overly ambitious multi-book review on complexity thinking in development on his From Poverty to Power blog. It covered three books: Ben Ramalingam’s Aid on the Edge of Chaos; Jean Boulton, Peter Allen, and Cliff Bowman’s Embracing Complexity; and Danny Burns and Stuart Worsley’s Navigating Complexity in International Development. It...}, urldate = {2016-08-05}, journal = {Praxis}, author = {Algoso, Dave}, month = apr, year = {2016}, } @article{brock_more_2017, title = {More accountable and responsive governance: {How} do technologies help make it happen?}, copyright = {Attribution 2.0 UK: England \& Wales}, shorttitle = {More accountable and responsive governance}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/12975}, abstract = {The change Making All Voices Count wants to see is more responsive, accountable governance. The programme has contributed to this change by supporting tech-enabled initiatives which amplify citizen voice and nurture government responsiveness, and by building understanding of when and how the technologies help create and support change. In March 2017, partners from 34 of the programme's projects met with Making All Voices Count staff and associates in South Africa in order to share their stories of change. The learning event participants analysed their experiences using a framework that describes seven streams of tech-enabled change: the information stream; the feedback stream; the naming-and-shaming stream; the conducive innovation system stream; the connecting citizens stream; the infomediation stream and the intermediation stream.}, language = {en}, urldate = {2017-05-16}, author = {Brock, Karen and McGee, Rosemary}, year = {2017}, } @article{cundill_monitoring_2009, title = {Monitoring in adaptive co-management: {Toward} a learning based approach}, volume = {90}, issn = {0301-4797}, shorttitle = {Monitoring in adaptive co-management}, url = {http://www.sciencedirect.com/science/article/pii/S0301479709001510}, doi = {10.1016/j.jenvman.2009.05.012}, abstract = {The recognition of complexity and uncertainty in natural resource management has lead to the development of a wealth of conceptual frameworks aimed at integrated assessment and complex systems monitoring. Relatively less attention has however been given to methodological approaches that might facilitate learning as part of the monitoring process. This paper reviews the monitoring literature relevant to adaptive co-management, with a focus on the synergies between existing monitoring frameworks, collaborative monitoring approaches and social learning. The paper discusses the role of monitoring in environmental management in general, and the challenges posed by scale and complexity when monitoring in adaptive co-management. Existing conceptual frameworks for monitoring relevant to adaptive co-management are reviewed, as are lessons from experiences with collaborative monitoring. The paper concludes by offering a methodological approach to monitoring that actively seeks to engender reflexive learning as a means to deal with uncertainty in natural resource management.}, number = {11}, urldate = {2019-05-03}, journal = {Journal of Environmental Management}, author = {Cundill, Georgina and Fabricius, Christo}, month = aug, year = {2009}, keywords = {Adaptive co-management, Collaborative monitoring, Complexity, Social learning}, pages = {3205--3211}, } @techreport{warner_monitoring_2017, address = {London}, title = {Monitoring {Humanitarian} {Innovation}}, language = {en}, institution = {ALNAP}, author = {Warner, Alexandra and Obrecht, Alice}, year = {2017}, pages = {24}, } @techreport{dominique_morel_monitoring_2020, address = {Baltimore, USA}, title = {Monitoring for problem-solving, adaptive management, reporting and learning}, url = {https://www.crs.org/sites/default/files/tools-research/monitoring_for_problem_solving_adaptive_mgt_reporting_and_learning_2020.pdf}, abstract = {Internal and external stakeholders have different information needs over a project’s life, for purposes that include adaptive management, accountability, compliance, reporting and learning. A project’s monitoring, evaluation, accountability and learning, or MEAL, system should provide the information needed by these stakeholders at the level of statistical reliability, detail and timing appropriate to inform data use. In emergency contexts where the situation is still fluid, ‘informal monitoring’ has proved helpful to staff’s ongoing assessment of the broader environment in order to identify changes in the situation, in other actors’ responses, and in priority unmet needs that would require corresponding changes in the response.2 The same distinction between informal monitoring of possible changes in the project’s operating context—whether identified as project assumptions and risk factors or not—and formal monitoring of the activities included in the response and project indicators, is relevant for development contexts too. Informal monitoring: Ongoing assessment of changes in operating context Formal monitoring: Tracking progress against project activities and indicators Within formal monitoring, it is useful to further differentiate between light monitoring and rigorous monitoring: - Light monitoring aims to provide timely feedback on new activities (or new locations or target groups) or aspects of the project’s theory of change (activity-to-output or output-to-IR change) logic that staff are less confident about, to check for early signs that progress is being made and that assumptions are holding true while there is still ample time to make adjustments if necessary.3 - Rigorous monitoring aims to collect representative data for evidence-based project management, reporting and learning, not just at midterm but throughout project implementation.}, urldate = {2022-02-24}, institution = {Catholic Relief Services}, author = {{Dominique Morel} and Dzino-Silajdzic, Velida and Hagens, Clara}, month = apr, year = {2020}, } @techreport{coe_monitoring_2013, address = {London}, title = {Monitoring, {Evaluation} and {Learning} in {NGO} {Advocacy} - {Findings} from {Comparative} {Policy} {Advocacy} {MEL} {Review} {Project}}, url = {https://www.alnap.org/help-library/monitoring-evaluation-and-learning-in-ngo-advocacy-findings-from-comparative-policy}, abstract = {For organizations committed to social change, advocacy often figures as a crucial strategic element. How to assess effectiveness in advocacy is, therefore, important. The usefulness of Monitoring, Evaluation and Learning (MEL) in advocacy are subject to much current debate. Advocacy staff, MEL professionals, senior managers, the funding community, and stakeholders of all kinds are searching for ways to improve practices – and thus their odds of success – in complex and contested advocacy environments. This study considers what a selection of leading advocacy organizations are doing in practice. We set out to identify existing practice and emergent trends in advocacy-related MEL practice, to explore current challenges and innovations. The study presents perceptions of how MEL contributes to advocacy effectiveness, and reviews the resources and structures dedicated to MEL.}, urldate = {2021-03-26}, institution = {ODI and Oxfam}, author = {Coe, Jim and Majot, Juliette}, month = feb, year = {2013}, } @misc{davda_monitoring_2019, title = {Monitoring, {Evaluation} and {Learning} for {Complex} {Programs} in {Complex} {Contexts}: {Three} {Facility} {Case} {Studies} – {Governance} {Soapbox}}, url = {https://abtassocgovernancesoapbox.wordpress.com/2019/04/11/monitoring-evaluation-and-learning-for-complex-programs-in-complex-contexts-three-facility-case-studies/}, urldate = {2019-06-21}, journal = {Abt Associates - Governance Soapbox}, author = {Davda, Tara and Tyrrel, Lavinia}, month = apr, year = {2019}, } @techreport{tsui_monitoring_2016, title = {Monitoring, {Evaluation} and {Learning} approaches in an adaptive management context}, institution = {EPS PEAKS, ODI}, author = {Tsui, Josephine}, month = sep, year = {2016}, pages = {15}, } @techreport{dominique_morel_monitoring_2012, address = {Baltimore, USA}, title = {Monitoring, {Evaluation}, {Accountability} and {Learning} in {Emergencies}}, url = {https://www.crs.org/sites/default/files/tools-research/monitoring-evaluation-accountability-and-learning-in-emergencies.pdf}, urldate = {2022-02-24}, institution = {Catholic Relief Services}, author = {{Dominique Morel} and Hagens, Clara}, year = {2012}, } @techreport{davda_monitoring_2019, title = {Monitoring, {Evaluating} and {Learning} for {Complex} {Programs} in {Complex} {Contexts}: {Three} {Facility} {Case} {Studies}}, url = {https://abtassocgovernancesoapbox.files.wordpress.com/2019/03/abt-governance-working-paper-series-issue-no-6-final-8-march-2019.pdf}, language = {en}, urldate = {2019-06-21}, institution = {Abt Associates}, author = {Davda, Tara and Tyrrel, Lavinia}, month = feb, year = {2019}, } @techreport{khan_monitoring_2019, title = {Monitoring and {Result} {Measurement} for {Adaptive} {Programming} - {How} to {Use} {Data} to {Manage} a {MSD} {Program}: {Lessons} from {PRISMA}}, url = {https://aip-prisma.or.id/data/public/uploaded_file/05_Monitoring%20and%20Result%20Measurement%20for%20Adaptive%20Programming%20-%20How%20to%20Use%20Data%20to%20Manage%20a%20MSD%20Program%20-%20Lessons%20from%20PRISMA.pdf}, abstract = {Using monitoring data to improve interventions is harder than it seems. Decision-makers are often busy implementing activities, unclear about their roles in data collection and analysis, and uncertain what data matters most or when. PRISMA, an AUD77 million agricultural Market Systems Development (MSD) programme funded by DFAT Australia, has encountered these challenges. With the programme completing its first five year phase, this case study shares ten key lessons divided into three sections: shaping the culture, developing systems, and top management decisions. These lessons aim to help program, sector and intervention managers make better use of monitoring data to improve interventions.}, urldate = {2020-02-14}, institution = {PRISMA}, author = {Khan, Khaled and Seely, Kevin and Ridwan, Mustika and Mulya, Bodhiya}, year = {2019}, } @techreport{noauthor_monitoring_2016, address = {Bern}, title = {Monitoring and {Measuring} {Results} in {Private} {Sector} {Development}}, url = {http://www.enterprise-development.org/wp-content/uploads/SDC_MRM_good_practices_2016.pdf}, urldate = {2016-12-13}, institution = {Swiss Agency for Development and Cooperation SDC}, month = apr, year = {2016}, } @techreport{buffardi_monitoring_2019, address = {London}, title = {Monitoring and learning for country-level portfolio decision-making and adaptation}, url = {https://www.odi.org/publications/11351-monitoring-and-learning-country-level-portfolio-decision-making-and-adaptation}, abstract = {Most measurement and adaptive management approaches were developed for and from individual projects. This briefing aims to guide measurement and management of country-level portfolios of work. It identifies potential purposes portfolio-level analyses can fulfil, types of adaptation, and the relative role of monitoring, learning and evaluation (MEL). Drawing on reviews of practice from the United States Agency for International Development (USAID) and the United Kingdom Department for International Development (DFID), guidance notes, and experiences of members of the Global Learning for Adaptive Management (GLAM) initiative, it offers recommendations and considerations that are particularly relevant for this level of analysis and management. Key messages - Portfolio-level analyses can serve eight potential purposes, each of which answers different questions, involves adaptation at different times and levels, and requires different types of evidence. Identifying the purpose(s) and how the component parts relate to each other should guide the development of monitoring and learning systems. - Portfolios are oriented more towards breadth than depth, involve more people with different perspectives, and draw on multiple sources of evidence with potentially greater variation in quality. - In practice, four activities appear to be applied most frequently at a portfolio level: alignment of indicators and aggregation of monitoring data; synthesis of multiple sources and types of information to provide a summary of outputs, outcomes, common observations and trends; periodic review and reflection sessions; and strategic planning, design or refresh of the portfolio strategy. - The extent to which evidence-informed portfolio management is facilitating learning and adaptation has not been well documented to date, and we suggest potential indicators to do so.}, language = {en}, urldate = {2019-05-31}, institution = {ODI/GLAM}, author = {Buffardi, Anne L and Mason, Paige and Hutchings, Claire and Sharp, Samuel}, month = may, year = {2019}, } @techreport{pasanen_monitoring_2019, title = {Monitoring {And} {Evaluation} {Tools} and {Approaches} to {Support} {Adaptive} {Management}}, institution = {GLAM}, author = {Pasanen, Tiina}, year = {2019}, } @techreport{tsui_monitoring_2014, title = {Monitoring and evaluation of policy influence and advocacy}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/8928.pdf}, abstract = {Policy influence and advocacy are increasingly regarded as a means of creating sustainable policy change in international development. It is often also seen as a difficult area to monitor and evaluate. Yet there is an increasingly rich strand of innovation in options to monitor, evaluate and learn from both the successes and failures of policy influence and advocacy interventions. This paper explores current trends in monitoring and evaluating policy influence and advocacy; discusses different theories of how policy influence happens; and presents a number of options to monitor and evaluate different aspects of advocacy interventions. Case studies describe how some organisations have used these options in practice to understand their impact and improve their advocacy strategies.}, number = {395}, urldate = {2018-12-10}, institution = {ODI}, author = {Tsui, Josephine and Hearn, Simon and Young, John}, month = mar, year = {2014}, pages = {90}, } @techreport{kpmg_monitoring_2014, address = {Zurich}, title = {Monitoring and {Evaluation} in the {Development} {Sector}}, url = {https://assets.kpmg.com/content/dam/kpmg/pdf/2014/09/2014-survey-monitoring-evaluation-v4.pdf}, language = {en}, institution = {KPMG International}, author = {KPMG}, year = {2014}, } @article{aston_monitoring_2022, title = {Monitoring and evaluation for thinking and working politically}, volume = {28}, issn = {1356-3890}, url = {https://doi.org/10.1177/13563890211053028}, doi = {10.1177/13563890211053028}, abstract = {This article explores the challenges of monitoring and evaluating politically informed and adaptive programmes in the international development field. We assess the strengths and weaknesses of some specific evaluation methodologies which have been suggested as particularly appropriate for these kinds of programmes based on scholarly literature and the practical experience of the authors in using them. We suggest that those methods which assume generative causality are particularly well suited to the task. We also conclude that factoring in the politics of uncertainty and evidence generation and use is particularly important in order to recognize and value diverse experiential knowledge, integrate understandings of the local context, accommodate adaptation and realistically grapple with the power relations which are inherent in evaluation processes.}, language = {en}, number = {1}, urldate = {2022-03-21}, journal = {Evaluation}, author = {Aston, Thomas and Roche, Chris and Schaaf, Marta and Cant, Sue}, month = jan, year = {2022}, note = {Publisher: SAGE Publications Ltd}, pages = {36--57}, } @misc{roche_monitoring_2018, title = {Monitoring and evaluation for adaptive programming}, url = {http://www.devpolicy.org/monitoring-and-evaluation-for-adaptive-programming-20180918/}, abstract = {Chris Roche and Linda Kelly with six take-aways on what is being tried and learnt in setting up monitoring and evaluation frameworks for adaptive programs.}, language = {en-US}, urldate = {2018-09-24}, journal = {Devpolicy Blog from the Development Policy Centre}, author = {Roche, Chris and Kelly, Linda}, month = sep, year = {2018}, } @misc{pasanen_monitoring_2017, title = {Monitoring and evaluation: five reality checks for adaptive management}, url = {https://www.odi.org/comment/10588-monitoring-and-evaluation-five-reality-checks-adaptive-management}, urldate = {2018-11-10}, journal = {ODI Insight}, author = {Pasanen, Tiina}, month = dec, year = {2017}, } @techreport{goldwyn_monitoring_2013, address = {London}, title = {Monitoring and {Evaluating} {Conflict} {Sensitivity}: {Methodological} {Challenges} and {Practical} {Solutions}}, shorttitle = {Monitoring and {Evaluating} {Conflict} {Sensitivity}}, url = {https://www.cdacollaborative.org/publication/monitoring-and-evaluating-conflict-sensitivity-methodological-challenges-and-practical-solutions/}, language = {en-US}, urldate = {2019-03-06}, institution = {DFID}, author = {Goldwyn, Rachel and Chigas, Diana}, month = mar, year = {2013}, } @incollection{ossi_monitoring_2015, title = {Monitoring and {Adaptive} {Management}}, url = {https://doee.dc.gov/sites/default/files/dc/sites/ddoe/service_content/attachments/08%202015%20WildlifeActionPlan%20Ch7%20Monitoring%20and%20Adaptive%20Management.pdf}, urldate = {2019-02-25}, booktitle = {District of {Columbia} {Wildlife} {Action} {Plan} - 2015}, publisher = {Department of Energy \& Environment, Columbia}, author = {Ossi, Damien}, year = {2015}, } @book{hevia_monitoreo_2016, address = {Ciudad de México}, title = {Monitoreo ciudadano en {México}: {Participación} ciudadana para mejorar la provisión de servicios públicos}, isbn = {978-607-9367-82-4}, shorttitle = {Libro}, url = {https://www.academia.edu/27473432/Libro_Monitoreo_ciudadano_en_M%C3%A9xico_Participaci%C3%B3n_ciudadana_para_mejorar_la_provisi%C3%B3n_de_servicios_p%C3%BAblicos}, abstract = {Existe un amplio consenso sobre la importancia de los sistemas de monitoreo y evaluación para la mejora de políticas, programas y servicios públicos. Sin embargo, en la literatura especializada sorprende el escaso interés por analizar un tipo}, urldate = {2016-08-08}, publisher = {CIDE}, author = {Hevia, Felipe}, year = {2016}, } @techreport{laser_monday_2016, title = {Monday morning in {Kigali}: what do you do when you get off the plane? {Practical} guidance for {PDIA} practitioners}, url = {http://www.laserdev.org/media/1151/monday-morning-in-kigali-updated-january-2016.pdf}, abstract = {In order to help enhance the effectiveness of donors and development practitioners on the ground, LASER has produced a range of practical guidance and tools. These are primarily intended for the international development community engaged in designing and implementing investment climate programmes, though can also be used more widely by other stakeholders across sectors. General guidance and tools: Monday morning in Kigali January 2016 - what do you do when you get off the plane? Practical guidance for PDIA practitioners}, urldate = {2016-09-07}, institution = {DFID-LASER Programme}, author = {LASER}, month = jan, year = {2016}, keywords = {IMPORTANT, Practice}, } @techreport{oosterhoff_modern_2018, address = {London}, title = {Modern {Slavery} {Prevention} and {Responses} in {South} {Asia}: {An} {Evidence} {Map}}, url = {https://assets.publishing.service.gov.uk/media/5c0e42f7ed915d0c736a1e2e/MS_Evidence_Map_Report__final_.pdf}, abstract = {The Asia Pacific region has the highest numbers of both slavery and child labour victims in the world. The International Labour Organization (ILO) estimates that 16.5 million and 8.4 million persons were in situations of forced labour and forced marriage respectively in Asia Pacific, among 40.3 million in modern slavery globally (ILO \& Walk Free Foundation 2017). Although there is a growing body of research and evaluations on specific sub-sectors and interest in the worst forms of labour exploitation, there has not yet been a systematic scoping or synthesis of studies that would help policymakers understand ‘what works’ to reduce the prevalence of “Modern Slavery”2(MS) in the countries of interest to DFID (India, Nepal, Bangladesh, Pakistan). India alone is estimated to have the largest number of people in modern slavery in the world with nearly 8 million persons living in modern slavery, followed by 3.2 million, 592,000 and 171,000 in Pakistan, Bangladesh and Nepal respectively (Walk Free Foundation 2018). While systematic reviews on interventions to reduce prevalence of trafficking, forced or bonded labour or slavery exist, these have not focused on the target countries of interest to DFID. Previous systematic reviews have focussed on particular types of MS, such as cross border sexual exploitation globally (van der Laan et al. 2011), labour exploitation in Europe (Cockbain et al. 2018) or community based interventions for safer migration programming in low and middle income countries (LMICs) (Zimmerman et al. 2016). Several systematic reviews focus specifically on health needs and post-trafficking care or interventions (Ottisova et al. 2016; Muraya \& Fry 2016; Hemmings et al. 2016; Dell et al. 2017), and research methods and tools used in trafficking in persons (TIP) and health research (Cannon et al. 2018; Doherty et al. 2016). A recent global review and evidence map of MS interventions found some interventions in the target countries, but the outcomes were not specified (Bryant \& Joudo 2018). In this Evidence Map, we address this gap in evidence for India, Nepal, Bangladesh and Pakistan specifically, scoping the range of Modern Slavery interventions and outcomes for specific target populations (survivors, employers, landlords, services providers, criminal justice officials) and at different levels (individual, community, state). This map is foremost targeted to DFID and its partners in India, Nepal, Bangladesh and Pakistan to inform evidence-based policy making. We hope that it is also useful to academics and practitioners working to address modern slavery, or in intervention areas or locations described.}, urldate = {2023-10-26}, institution = {DFID}, author = {Oosterhoff, Pauline and Yunus, Raudah and Jensen, Charity and Somerwell, Francis and Pocock, Nicola}, month = dec, year = {2018}, } @article{rhydderch_models_2016, title = {Models for {Foresight} {Use} in {International} {Development}}, volume = {47}, url = {http://bulletin.ids.ac.uk/idsbo/article/view/2778/ONLINE%20ARTICLE}, doi = {10.19088/1968-2016.153}, abstract = {This article sets out the components of the foresight approach that has been adopted by many governments in the developed world, and identifies elements of this 'dominant' approach that may hinder its uptake in developing countries. Instead, it suggests that a less rigid, more exploratory and normative approach may be better suited to many developing country contexts. With reference to the writings and practice of the creator of 'la prospective', Gaston Berger, it argues for an attitude that combines bold and inclusive thinking about how to create better futures with the pragmatic engagement with political and administrative systems that can help bring these about.}, number = {4}, urldate = {2018-03-09}, journal = {IDS Bulletin}, author = {Rhydderch, Alun}, year = {2016}, } @misc{olivan_cortes_modelo_2021, title = {Modelo {HIP} - {Hexágono} de la innovación pública}, url = {https://modelohip.net/}, language = {es}, urldate = {2021-05-07}, author = {Oliván Cortés, Raúl}, year = {2021}, } @techreport{halloran_mobilizing_2015, title = {Mobilizing {Accountability}: {Citizens}, {Movements} and the {State}}, url = {http://www.transparency-initiative.org/news/mobilizing-accountability-citizens-movements-and-the-state}, urldate = {2016-04-05}, institution = {Transparency \& Accountability Initiative}, author = {Halloran, Brendan and Flores, Walter}, month = apr, year = {2015}, } @techreport{joyce_mobilizing_2015, title = {Mobilizing {Accountability}: {A} {Learning} {Agenda} for {Grassroots} {Organizations} and {Social} {Movements} {Addressing} {State} {Accountability}}, url = {http://www.transparency-initiative.org/wp-content/uploads/2015/11/Learning-Agenda-for-Mobilizing-Accountability.pdf}, urldate = {2016-04-05}, institution = {Transparency \& Accountability Initiative}, author = {Joyce, Mary and Halloran, Brendan}, year = {2015}, } @misc{pellini_mle_2018, title = {{MLE} or {MEL} in adaptive programming?}, url = {https://arnaldopellini.org/2018/06/21/mle-or-mel-in-adaptive-programming/}, urldate = {2018-07-17}, journal = {Knowledge counts}, author = {Pellini, Arnaldo}, month = jun, year = {2018}, } @techreport{arntson_mission-based_2017, address = {Washington DC}, title = {Mission-{Based} {Monitoring}, {Evaluation} and {Learning} ({MEL}) {Platforms} {Assessment} {Report}}, url = {https://usaidlearninglab.org/library/mission-based-monitoring%2C-evaluation-and-learning-platforms-assessment-report}, abstract = {In 2016, the Bureau of Policy, Planning and Learning (PPL) commissioned an internal stocktaking of USAID's mission-based MEL (Monitoring, Evaluation, and Learning) Platforms.}, language = {en}, urldate = {2019-03-12}, institution = {USAID}, author = {Arntson, Laura and Giannoni, Tonya and Peek, Nancy and Saarlas, Kristin}, month = dec, year = {2017}, } @article{mitchell_miscommunicating_2016, title = {({Mis})communicating climate change? {Why} online adaptation databases may fail to catalyze adaptation action}, volume = {7}, issn = {1757-7799}, shorttitle = {({Mis})communicating climate change?}, url = {http://onlinelibrary.wiley.com/doi/abs/10.1002/wcc.401}, doi = {10.1002/wcc.401}, abstract = {Over the last decade a plethora of action-oriented research projects has been conducted in developing countries, exploring how to effectively adapt to the anticipated impacts of climate change. Many intergovernmental agencies and development organizations have chosen to disseminate their research results via online databases. It is unclear, however, whether these databases are useful in terms of actual adaptation planning and implementation. A systematic review of online databases has found at least 64 databases and tools online related to climate change adaptation. Despite the abundance of databases, this analysis reveals that the existing body of online databases generally lack the structure and mechanics to identify, extract, and synthesize both effective and ineffective climate change adaptation practices, projects, programs, and policies. Even relatively basic information, such as identification of projects’ projected versus actual costs is absent, which are crucial decision-making criteria particularly in developing country contexts where resource constraints are significant. In this paper we evaluate these online tools with a focus on identifying features that potentially could contribute to knowledge sharing and successful exchange of climate change adaptation projects and practices within a developing country context. We conclude the paper with recommendations for how to improve efforts to communicate climate change research, such as more nuanced needs assessments of potential users of databases. WIREs Clim Change 2016, 7:600–613. doi: 10.1002/wcc.401 This article is categorized under: Vulnerability and Adaptation to Climate Change {\textgreater} Institutions for Adaptation Climate and Development {\textgreater} Knowledge and Action in Development Social Status of Climate Change Knowledge {\textgreater} Knowledge and Practice}, language = {en}, number = {4}, urldate = {2019-05-02}, journal = {Wiley Interdisciplinary Reviews: Climate Change}, author = {Mitchell, Carrie L. and Burch, Sarah L. and Driscoll, Patrick A.}, year = {2016}, pages = {600--613}, } @misc{salzer_miradi_2013, title = {Miradi {Measures} {Dashboard} {Demo}}, url = {https://www.youtube.com/watch?v=i2nrZDvVBxE}, abstract = {Live demonstration (view in HD) of a new online measures dashboard site (http://miradi.sitkatech.com) that allows users of the Miradi Adaptive Management software (http://miradi.org) to share the progress they are making towards achieving their desired results}, author = {Salzer, D}, year = {2013}, } @misc{noauthor_miradi:_2018, title = {{MIRADI}: {Adaptive} {Management} {Software} for {Conservation} {Projects}}, url = {https://www.miradi.org/}, year = {2018}, } @misc{office_of_the_prime_minister_minister_2015, title = {Minister of {International} {Development} and {La} {Francophonie} {Mandate} {Letter} ({November} 12, 2015)}, url = {https://pm.gc.ca/eng/minister-international-development-and-la-francophonie-mandate-letter}, abstract = {Dear Minister:I am honoured that you have agreed to serve Canadians as Minister of International Development and La Francophonie. You will be part of a strong team of ministers led by the Minister of Foreign Affairs.}, language = {en}, urldate = {2019-05-30}, author = {{Office of the Prime Minister}}, month = nov, year = {2015}, } @incollection{odugbemi_minipublics:_2010, address = {Washington D.C.}, title = {Minipublics: {Designing} {Institutions} for {Effective} {Deliberation} and {Accountability}}, isbn = {978-0-8213-8505-0}, url = {http://siteresources.worldbank.org/EXTGOVACC/Resources/Accountabilitybookweb.pdf}, abstract = {“Accountability” has become a buzzword in international development. Development actors appear to delight in announcing their intention to “promote accountability”—but it is often unclear what accountability is and how it can be promoted. This book addresses some questions that are crucial to understanding accountability and for understanding why accountability is important to improve the effectiveness of development aid. We ask: What does it mean to make governments accountable to their citizens? How do you do that? How do you create genuine demand for accountability among citizens, how do you move citizens from inertia to public action? The main argument of this book is that accountability is a matter of public opinion. Governments will only be accountable if there are incentives for them to do so—and only an active and critical public will change the incentives of government officials to make them responsive to citizens’ demands. Accountability without public opinion is a technocratic, but not an effective solution. In this book, more than 30 accountability practitioners and thinkers discuss the concept and its structural conditions; the relationship between accountability, information, and the media; the role of deliberation to promote accountability; and mechanisms and tools to mobilize public opinion. A number of case studies from around the world illustrate the main argument of the book: Public opinion matters and an active and critical public is the surest means to achieve accountability that will benefit the citizens in developing countries. This book is designed for policy-makers and governance specialists working within the international development community, national governments, grassroots organizations, activists, and scholars engaged in understanding the interaction between accountability and public opinion and their role for increasing the impact of international development interventions.}, booktitle = {Accountability through public opinion : from inertia to public action}, publisher = {The World Bank}, author = {Fung, Archon}, editor = {Odugbemi, Sina and Lee, Taeku}, year = {2010}, } @incollection{whaites_mind_2015, title = {Mind the gaps: {What}'s missing in political economy analysis and why it matters}, url = {http://www.oecd.org/dac/governance-peace/governance/governance-practitioners-notebook.htm}, abstract = {The Governance Practitioner’s Notebook takes an unusual approach for the OECD-DAC Network on Governance (GovNet). It brings together a collection of specially written notes aimed at those who work as governance practitioners within development agencies. It does so, however, without attempting to offer definitive guidance – instead aiming to stimulate thinking and debate. To aid this process the book is centred on a fictional Governance Adviser. The Notebook’s format provides space for experts to speak on today’s governance issues: politics, public sector reform and stakeholder engagement. It encourages debate, charts the evolution of donor thinking, and highlights future challenges in the age of the Sustainable Development Goals. Each section introduces both technical issues and major areas of debate, providing ideas for future development support to institutional reform.}, urldate = {2016-08-11}, booktitle = {A {Governance} {Practitioner}’s {Notebook}: {Alternative} {Ideas} and {Approaches}}, publisher = {OECD}, author = {Hudson, David and Marquette, Heather}, editor = {Whaites, Alan and Gonzalez, Eduardo and Fyson, Sara and Teskey, Graham}, month = nov, year = {2015}, keywords = {IMPORTANT}, } @article{tschakert_micropolitics_2016, title = {Micropolitics in collective learning spaces for adaptive decision making}, volume = {40}, issn = {0959-3780}, url = {http://www.sciencedirect.com/science/article/pii/S0959378016301170}, doi = {10.1016/j.gloenvcha.2016.07.004}, abstract = {Recent advances on power, politics, and pathways in climate change adaptation aim to re-frame decision-making processes from development-as-usual to openings for transformational adaptation. This paper offers empirical insights regarding decision-making politics in the context of collective learning through participatory scenario building and flexible flood management and planning in the Eastern Brahmaputra Basin of Assam, India. By foregrounding intergroup and intragroup power dynamics in such collective learning spaces and how they intersect with existing micropolitics of adaptation on the ground, we examine opportunities for and limitations to challenging entrenched authority and subjectivities. Our results suggest that emancipatory agency can indeed emerge but is likely to be fluid and multifaceted. Community actors who are best positioned to resist higher-level domination may well be imbricated in oppression at home. While participatory co-learning as embraced here might open some spaces for transformation, others close down or remain shut.}, journal = {Global Environmental Change}, author = {Tschakert, Petra and Das, Partha Jyoti and Shrestha Pradhan, Neera and Machado, Mario and Lamadrid, Armando and Buragohain, Mandira and Hazarika, Masfique Alam}, month = sep, year = {2016}, keywords = {Co-learning, Flood management, Participatory scenarios, Politics of adaptation, Power}, pages = {182--194}, } @misc{noauthor_mhero_2016, title = {{mHero} and the {Principles} for {Digital} {Development}: {Development} {Done} {Right} {\textbar} {iHRIS}}, url = {http://www.ihris.org/2016/07/mhero-and-the-principles-for-digital-development-development-done-right/}, urldate = {2016-08-08}, month = jul, year = {2016}, } @article{highsmith_messy_1997, title = {Messy, {Exciting}, and {Anxiety}-{Ridden}: {Adaptive} {Software} {Development}}, url = {http://www.adaptivesd.com/articles/messy.htm}, urldate = {2016-08-05}, journal = {American Programmer}, author = {Highsmith, Jim}, month = apr, year = {1997}, } @techreport{raftree_merl_2020, title = {{MERL} {Tech} {State} of the {Field} - {The} evolution of {MERL} {Tech}}, url = {https://merltech.org/resources/merl-tech-state-of-the-field-the-evolution-of-merl-tech/}, language = {en}, institution = {MERL Tech}, author = {Raftree, Linda}, month = apr, year = {2020}, pages = {30}, } @techreport{herringshaw_mentoring_2015, title = {Mentoring {Programmes}: {Supporting} {Effective} {Technology} {Use} in {Transparency} and {Accountability} {Organisations}}, shorttitle = {Mentoring {Programmes}}, url = {http://www.transparency-initiative.org/reports/mentoring-programmes-supporting-effective-technology-use-in-transparency-and-accountability-organisations}, abstract = {The global movement to hold governments and companies accountable is growing rapidly, and technology can play a vital role. Some actors harness this potential to brilliant effect. But many others waste precious money and staff time on technology that isn’t a good fit for their aims or capacity. Mentorships can be a really effective way …}, urldate = {2016-03-24}, institution = {Transparency \& Accountability Initiative}, author = {Herringshaw, Vanessa and Faith, Becky}, month = jun, year = {2015}, } @techreport{berdou_mediating_2011, title = {Mediating {Voices}, {Communicating} {Realities}: {Using} {Information} {Crowdsourcing} {Tools}, {Open} {Data} {Initiatives} and {Digital} {Media} to {Support} and {Protect} the {Vulnerable}}, shorttitle = {Mediating {Voices}, {Communicating} {Realities}}, url = {http://www.ids.ac.uk/publication/mediating-voices-communicating-realities-using-information-crowdsourcing-tools-open-data-initiatives-and-digital-media-to-support-and-protect-the-vulnerable}, abstract = {This is the final report from a research project, supported by the UK Department for International Development, examining whether and how open ICT projects designed to support the poor can make a diff...}, urldate = {2016-04-03}, institution = {IDS}, author = {Berdou, Evangelia}, month = mar, year = {2011}, } @article{danaher_mechanisms_2023, title = {Mechanisms of {Techno}-{Moral} {Change}: {A} {Taxonomy} and {Overview}}, issn = {1572-8447}, shorttitle = {Mechanisms of {Techno}-{Moral} {Change}}, url = {https://doi.org/10.1007/s10677-023-10397-x}, doi = {10.1007/s10677-023-10397-x}, abstract = {The idea that technologies can change moral beliefs and practices is an old one. But how, exactly, does this happen? This paper builds on an emerging field of inquiry by developing a synoptic taxonomy of the mechanisms of techno-moral change. It argues that technology affects moral beliefs and practices in three main domains: decisional (how we make morally loaded decisions), relational (how we relate to others) and perceptual (how we perceive situations). It argues that across these three domains there are six primary mechanisms of techno-moral change: (i) adding options; (ii) changing decision-making costs; (iii) enabling new relationships; (iv) changing the burdens and expectations within relationships; (v) changing the balance of power in relationships; and (vi) changing perception (information, mental models and metaphors). The paper also discusses the layered, interactive and second-order effects of these mechanisms.}, language = {en}, urldate = {2023-10-20}, journal = {Ethical Theory and Moral Practice}, author = {Danaher, John and Sætra, Henrik Skaug}, month = jun, year = {2023}, } @techreport{holmer_measuring_2018, title = {Measuring {Up}: {Evaluating} the {Impact} of {P}/{CVE} {Programs}}, abstract = {This report considers the various conceptual and practical challenges in measuring the impact and value of programs designed to prevent and counter violent extremism (P/CVE). It examines potential solutions and emphasizes the significance of efforts to assess changes in attitudes, behaviors, and relationships. The report was developed in tandem with “Taking Stock: Analytic Tools for Understanding and Designing P/CVE Programs” and seeks to help advance more rigor and sustainability in P/CVE programming.}, institution = {United States Institute of Peace}, author = {Holmer, Georgia and Bauman, Peter}, collaborator = {Araeinejad, Kateira}, year = {2018}, } @article{fernando_gomez_measuring_2016, title = {Measuring the {Barriers} to {Big} {Data} for {Development}: design-reality gap analysis}, volume = {62}, url = {http://hummedia.manchester.ac.uk/institutes/gdi/publications/workingpapers/di/di_wp62.pdf}, journal = {Manchester University Development Informatics Working Paper Series}, author = {Fernando Gomez, L. and Heeks, R.}, year = {2016}, } @misc{tanburn_measuring_2014, title = {Measuring {Results} \& the {DCED} {Standard}}, url = {http://www.enterprise-development.org/measuring-results-the-dced-standard/}, abstract = {This page gives an introduction to the DCED Standard, which is a framework that helps practitioners to measure results in Private Sector Development (PSD).}, urldate = {2016-12-13}, author = {Tanburn, Jim}, month = sep, year = {2014}, } @techreport{peabody_measuring_2015, address = {Washington DC}, title = {Measuring {Impact}. {Making} {Use} of the {Portfolio}: {Organizational} {Learning} at {USAID}}, abstract = {This technical analysis explores previous and ongoing social learning efforts, best practices, challenges, and lessons in USAID as a foundation for improving the implementation and design of the Agency’s forestry and biodiversity programs. This analysis is particularly relevant as the Bureau of Economic Growth, Education and the Environment’s Office of Forestry and Biodiversity (E3/FAB) begins to develop a Cross-Mission Learning Program under the Measuring Impact initiative, a five-year activity to promote the adoption of best practices in the USAID program cycle among Missions using biodiversity funds. The findings reported in this document can help inform the overall design and structure of the Learning Program and provide insight into possible challenges and best practices.}, language = {en}, institution = {USAID}, author = {Peabody, Shawn}, month = may, year = {2015}, pages = {40}, } @misc{lauck_measuring_2014, address = {USAID}, title = {Measuring {Impact}: {A} {Learning} {Approach} to {Strengthening} {USAID} {Biodiversity} {Programs}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/kmrg_061114_ppt.pdf}, urldate = {2018-09-22}, author = {Lauck, Liz}, year = {2014}, } @techreport{poirrier_measuring_2020, address = {Washington DC}, title = {Measuring {Governance}, {Advocacy} and {Power}: {A} {Database} of {Existing} {Indicators}, {Tools} and {Indices}}, shorttitle = {Measuring {Governance}, {Advocacy} and {Power}}, url = {https://r4d.org/resources/measuring-governance-advocacy-and-power/}, abstract = {Measuring Governance, Advocacy, and Power is an excel sheet that brings together existing indicators, tools, and indices that may be useful to practitioners responsible for the measurement of outcomes in the field of governance, advocacy, and power in an easily accessible and filterable format.}, language = {English}, urldate = {2021-03-30}, institution = {R4D}, author = {Poirrier, Caroline and Tolmie, Courtney}, year = {2020}, } @techreport{usaid_measuring_2017, address = {Washington DC}, title = {Measuring {Efforts} to {Combat} {Wildlife} {Crime} - {A} toolkit for {Improving} {Actiona} and {Accountability} (v.1.3)}, institution = {USAID}, author = {USAID}, month = mar, year = {2017}, } @techreport{lafond_measuring_2022, address = {Washington DC}, title = {Measuring and {Monitoring} {Adaptive} {Learning}: {A} {Landscape} {Review}}, url = {https://usaidmomentum.org/resource/adaptive-learning-measures-landscape-review/}, abstract = {This landscape review on measuring and monitoring adaptive learning highlights the learning from five adaptive programming guidelines and toolkits and one implementation science framework to inform the monitoring and evaluation of adaptive learning. The introduction of adaptive learning processes and skillsets in global health programming is part of an emerging strategy to advance a learning culture within projects and teams to improve health program performance. The monitoring and evaluation of adaptive learning is an emergent field aiming to monitor how adaptive learning processes have been introduced, how they are used, and whether they are having the intended results. Although there is a growing body of literature on adaptive programming more generally, there is a limited knowledge base on the monitoring and evaluation of adaptive learning interventions and their impacts. Unlike other implementation strategies or program management approaches, there are no standard metrics or a monitoring and evaluation framework to track the integration, implementation, and effectiveness of adaptive learning in health programming.}, language = {en}, institution = {USAID MOMENTUM Knowledge Accelerator}, author = {LaFond, Anne and Adrian, Haley}, month = may, year = {2022}, } @article{gettleman_meant_2015, address = {BANGWEULU WETLANDS, Zambia}, chapter = {AFRICA}, title = {Meant to {Keep} {Malaria} {Out}, {Mosquito} {Nets} {Are} {Used} to {Haul} {Fish} {In}}, url = {https://www.nytimes.com/2015/01/25/world/africa/mosquito-nets-for-malaria-spawn-new-epidemic-overfishing.html?_r=1}, abstract = {Nets like his are widely considered a magic bullet against malaria — one of the cheapest and most effective ways to stop a disease that kills at least half a million Africans each year. But Mr. Ndefi and countless others are not using their mosquito nets as global health experts have intended. Nobody in his hut, including his seven children, sleeps under a net at night. Instead, Mr. Ndefi has taken his family’s supply of anti-malaria nets and sewn them together into a gigantic sieve that he uses to drag the bottom of the swamp ponds, sweeping up all sorts of life: baby catfish, banded tilapia, tiny mouthbrooders, orange fish eggs, water bugs and the occasional green frog}, journal = {The New York Times}, author = {Gettleman, Jeffrey}, month = jan, year = {2015}, } @article{mayne_mayne18-developing_2019, title = {Mayne18-{Developing} {Useful} {ToCs} {REV3}}, abstract = {An update on the previous September 2018 uploaded article}, author = {Mayne, John}, month = aug, year = {2019}, } @phdthesis{vahamaki_matrixing_2017, title = {Matrixing {Aid}: {The} {Rise} and {Fall} of '{Results} {Initiatives}' in {Swedish} {Development} {Aid}}, shorttitle = {Matrixing {Aid}}, url = {http://www.diva-portal.org/smash/record.jsf?pid=diva2:1054590}, urldate = {2017-10-09}, school = {Stockholm Business School, Stockholm University}, author = {Vähämäki, Janet}, year = {2017}, } @techreport{dfat_market_2017, title = {Market {Systems} {Development} - {Operational} {Guidance} {Note}}, url = {https://dfat.gov.au/about-us/publications/Documents/operational-guidance-note-market-systems-development.pdf}, language = {en}, urldate = {2019-06-10}, institution = {DFAT}, author = {{DFAT}}, month = nov, year = {2017}, } @techreport{loveridge_market_2022, address = {Oxford}, title = {Market systems change rubric}, abstract = {This systems change rubric describes different performance levels according to various systems elements, such as policy (formal rules), practices and relationships and connections. Programmes can use the rubric to assess the performance of systems to help decide where and how to intervene, or during and post-implementation to conduct progress assessments, and assess the effectiveness of interventions and type, breadth and depth of systems change. Each performance level description highlights the type of data and information that needs to be collected. One analysis is completed, users can compare this to the performance descriptions to see which level best matches the analysis. This helps programmes draw conclusions about systems changes. The rubric was developed in 2020 and tested in 2021 and builds on systems change thinking and frameworks from two previous FSG publications. It can be used as: pre-intervention to conduct an assessment during an intervention to conduct progress assessments and reflect on the effectiveness of interventions to change systems and inform decision making post intervention to make judgements about whether interventions were valuable given the resources, time and effort spent Useful for: Implementation managers to determine the effectiveness of interventions, as well as by Monitoring, Evaluation and Learning (MEL) teams to track progress against expected outcomes.}, language = {en}, institution = {Oxford Policy Management}, author = {Loveridge, Donna}, month = jan, year = {2022}, } @article{fulton_marine_2018, title = {Marine {Conservation} {Outcomes} are {More} {Likely} when {Fishers} {Participate} as {Citizen} {Scientists}: {Case} {Studies} from the {Mexican} {Mesoamerican} {Reef}}, volume = {3}, copyright = {Authors who publish with this journal agree to the following terms: Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access ). All third-party images reproduced on this journal are shared under Educational Fair Use. For more information on Educational Fair Use , please see this useful checklist prepared by Columbia University Libraries . All copyright of third-party content posted here for research purposes belongs to its original owners. Unless otherwise stated all references to characters and comic art presented on this journal are ©, ® or ™ of their respective owners. No challenge to any owner’s rights is intended or should be inferred.}, issn = {2057-4991}, shorttitle = {Marine {Conservation} {Outcomes} are {More} {Likely} when {Fishers} {Participate} as {Citizen} {Scientists}}, url = {http://theoryandpractice.citizenscienceassociation.org/articles/10.5334/cstp.118/}, doi = {10.5334/cstp.118}, abstract = {Small-scale fishers on Caribbean coral reefs have exploited fish spawning aggregations (FSAs) for generations, but intense fishing has led to the loss of traditional aggregation sites. In many areas, the traditional ecological knowledge (TEK) of fishers has contributed greatly to the characterization of spawning aggregations and implementation of local conservation initiatives. TEK has identified more than 40 potential FSA sites along the coast of the Mexican Mesoamerican Reef. These sites have been characterised and scientifically validated, in some cases with traditional western science and in others, with a participatory citizen-science approach. The objective of this work is to compare the science and conservation outcomes at these FSA sites. We report that those FSA sites where scientific surveys were conducted without community participation remain unprotected. By contrast, the FSAs where local fishers were engaged in characterization and subsequent monitoring are now protected at the behest of the fishers themselves. Conservation initiatives to protect FSAs can be more effective through a combination of TEK, western science, and participatory citizen science involving local fishers.}, language = {eng}, number = {1}, urldate = {2019-05-04}, journal = {Citizen Science: Theory and Practice}, author = {Fulton, Stuart and Caamal-Madrigal, Jacobo and Aguilar-Perera, Alfonso and Bourillón, Luis and Heyman, William D.}, month = jun, year = {2018}, keywords = {Citizen science, Fishers, Spawning Aggregation, Traditional Ecological Knowledge}, pages = {7}, } @article{gaventa_mapping_2012, title = {Mapping the {Outcomes} of {Citizen} {Engagement}}, volume = {40}, issn = {0305-750X}, url = {http://www.sciencedirect.com/science/article/pii/S0305750X12001246}, doi = {10.1016/j.worlddev.2012.05.014}, abstract = {Summary Despite the normative beliefs that underpin the concept of participation, its impact on improved democratic, and developmental outcomes has proven difficult to assess. Using a meta-case study analysis of a sample of 100 cases, we inductively create a typology of four democratic and developmental outcomes, including (a) the construction of citizenship, (b) the strengthening of practices of participation, (c) the strengthening of responsive and accountable states, and (d) the development of inclusive and cohesive societies. We find that citizen participation produces positive effects across these outcome types, though in each category there are also important types of negative outcomes as well.}, number = {12}, urldate = {2016-04-21}, journal = {World Development}, author = {Gaventa, John and Barrett, Gregory}, month = dec, year = {2012}, keywords = {Citizen engagement, Citizenship, Development outcomes, Participation, democratic outcomes, meta-analysis}, pages = {2399--2410}, } @techreport{omeally_mapping_2013, address = {Washington, DC}, title = {Mapping {Context} for {Social} {Accountability}: {A} resource paper}, url = {blogs.worldbank.org/publicsphere/it-time-new-paradigm-citizen-engagement-role-context-and-what-evidence-tells-us}, urldate = {2013-08-09}, institution = {The World Bank}, author = {O'Meally, Sion C.}, year = {2013}, } @misc{ramalingam_manifesto_2014, title = {Manifesto for {Half}-{Arsed} {Development} {Reforms}}, url = {aidontheedge.info/2014/01/24/manifesto-for-half-arsed-development-reforms/}, urldate = {2016-07-22}, journal = {Aid on the Edge of Chaos}, author = {Ramalingam, Ben}, month = jan, year = {2014}, keywords = {IMPORTANT}, } @techreport{agile_alliance_manifesto_2001, address = {Snowbird, UT}, title = {Manifesto for {Agile} {Software} {Development}}, url = {http://agilemanifesto.org}, urldate = {2019-06-10}, institution = {Agile Alliance}, author = {Agile Alliance}, year = {2001}, } @phdthesis{kolker_managing_2013, title = {Managing {Upward} and {Downward} {Accountability} in an {International} {Development} {Project} - {A} {Case} {Study} of a {World} {Bank} {Telecommunications} {Infrastructure} {Project} in {Benin}}, url = {http://arc.hhs.se/download.aspx?MediumId=2093}, urldate = {2017-06-08}, school = {Master's Thesis, Stockholm School of Economics}, author = {Kolker, Eva and Kulldorff, Catharina}, year = {2013}, keywords = {Downward accountability, Upward accountability}, } @misc{proud_managing_2020, title = {Managing uncertainty when your brain doesn’t like it}, url = {https://medium.com/learnadapt/managing-uncertainty-when-your-brain-doesnt-like-it-9f220ffe1252}, abstract = {Over lockdown there were a lot of tantrums in our household. The tears and tussles were at a dramatic high when the schools closed, and…}, language = {en}, urldate = {2020-10-14}, journal = {LearnAdapt}, author = {Proud, Emma}, month = jul, year = {2020}, } @techreport{desai_managing_2018, title = {Managing to {Adapt}: {Analysing} adaptive management for planning, monitoring, evaluation, and learning}, shorttitle = {Managing to {Adapt}}, url = {https://policy-practice.oxfam.org.uk/publications/managing-to-adapt-analysing-adaptive-management-for-planning-monitoring-evaluat-620446}, abstract = {Adaptive management is at the heart of ‘Doing Development Differently’. It emerges from stakeholders’ calls for development programmes to be more flexible and responsive to their contexts. Whether it becomes a mainstreamed practice depends on how much it is}, language = {English}, urldate = {2018-05-14}, institution = {Oxfam}, author = {Desai, Harsh and Maneo, Gabriele and Pellfolk, Erica and Schlingheider, Annika}, month = mar, year = {2018}, } @techreport{mcclure_managing_2015, title = {Managing the {Journey} to {Scale} {Up} {Innovation} in the {Humanitarian} and {Development} {Sector}}, url = {https://www.thoughtworks.com/insights/blog/managing-journey-scale-innovation}, urldate = {2016-09-08}, institution = {ThoughtWorks}, author = {McClure, Dan and Gray, Ian}, month = jun, year = {2015}, } @inproceedings{royce_managing_1970, address = {Los Angeles}, title = {Managing the development of large software systems}, url = {https://www.cs.umd.edu/class/spring2003/cmsc838p/Process/waterfall.pdf}, urldate = {2017-02-19}, booktitle = {Proceedings of {IEEE} {WesCon}}, publisher = {IEEE}, author = {Royce, Winston}, year = {1970}, pages = {1--9}, } @techreport{usaid_managing_2019, address = {Washington DC}, title = {Managing staff transistions through {CLA}: preserving institutional memory as staff come and go}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/version_2_cla_toolkit_staff_transitions_tool_20190613.pdf}, abstract = {This document is relevant for any position or hiring mechanism. While this document does not explicitly address what happens when someone arrives into a newly-created position, which has its own set of challenges, many of the principles, actions, and resources can be applied in that context. Section 1 offers guidance for how to set up and implement systems at Mission/OU or office to ensure that all staff help preserve institutional memory and enable continuity of relationships. This section is for any staff in a Mission/OU working to build systems that improve handovers and knowledge capture and sharing across the Mission or OU. If a Mission or OU is just beginning to develop a system to manage staff transitions, you may want to start by developing a system within an office or team and then expand it out to other offices or to the Mission/OU writ large. Section 2 includes key principles and actions individuals could consider following when arriving or departing a position, regardless of hiring mechanism and position. This includes staff new to the Mission/OU and staff who are currently in the Mission/OU and are moving into a new position. Section 3 provides a select number of resources to help you take a systematic and comprehensive approach to manage staff transitions as effectively and efficiently as possible at the individual or organizational level.}, urldate = {2023-10-26}, institution = {USAID LEARN}, author = {USAID}, month = jun, year = {2019}, } @book{chambers_managing_1974, title = {Managing {Rural} {Development}: {Ideas} and {Experience} from {East} {Africa}}, isbn = {978-91-7106-075-4}, shorttitle = {Managing {Rural} {Development}}, language = {en}, publisher = {Scandinavian Institute of African Studies}, author = {Chambers, Robert}, year = {1974}, note = {Google-Books-ID: W4IsAAAAMAAJ}, } @article{chambers_managing_1974, title = {Managing {Rural} {Development}}, volume = {6}, issn = {1759-5436}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1759-5436.1974.mp6001002.x}, doi = {10.1111/j.1759-5436.1974.mp6001002.x}, language = {en}, number = {1}, urldate = {2022-07-11}, journal = {Institute of Development Studies Bulletin}, author = {Chambers, Robert}, year = {1974}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1759-5436.1974.mp6001002.x}, pages = {4--12}, } @incollection{ansell_managing_2016, title = {Managing {Policy} {Mess}}, isbn = {978-0-19-250888-1}, abstract = {What are the conditions for political development and decay, and the likelihood of sustained political order? What are the limits of established rule as we know it? How much stress can systems tackle before they reach some kind of limit? How do governments tackle enduring ambiguity and uncertainty in their systems and environments? These are some of the big questions of our time. Governance in turbulent times may serve as a stress-test of well-known ways of governing in the 21st century. Governance in Turbulent Times discusses this pertinent challenge and suggests how governments and organizations cope with and live with turbulence. The book explores how organizations and institutions respond to precipitous, conflicting, and novel-in short, turbulent-governance challenges. This book is a comprehensive and ground-breaking endeavor to understand how governance systems respond to turbulent challenges, and how turbulent times provide excellent opportunities to investigate the sustainability of governance systems. The book illustrates how politics, administrative scale and complexity, uncertainty, and time constraints can collide to produce turbulence. Building on prior work in organization theory and political science, we argue that turbulence refers to four properties related to the interaction of demands for action: variability, consistency, expectation, and unpredictability. Turbulence occurs where the interaction of demands is experienced as highly variable, inconsistent, unexpected, and/or unpredictable.}, language = {en}, booktitle = {Governance in {Turbulent} {Times}}, publisher = {Oxford University Press}, author = {Roe, Emery}, editor = {Ansell, Christopher K. and Trondal, Jarle and Øgård, Morten}, month = dec, year = {2016}, note = {Google-Books-ID: IYSuDQAAQBAJ}, keywords = {Comparative Politics, International Relations, Political Process, Political science, Public Affairs \& Administration}, } @book{james_managing_2018, title = {Managing {Humanitarian} {Innovation}: {The} cutting edge of aid}, isbn = {978-1-85339-954-1}, shorttitle = {Managing {Humanitarian} {Innovation}}, abstract = {The challenges facing humanitarian logistics are huge. Refugee camps present enormously challenging environments in which sudden spikes in demand, difficult to access locations, disruptions due to conflict or disasters, as well as normal supply chain problems are commonplace. This means that orders for medical and other supplies can take weeks and sometimes months to fulfil, severely impeding humanitarian operations. There is also a lack of or slow adoption of technology routinely used elsewhere. In addition, humanitarian logistics are also expensive. When customs clearance, transportation, storage, middlemen and administration are added in, the costs of basic items are often exorbitant. Managing Humanitarian Innovation presents a new approach that is beginning to transform the way humanitarian logistics are conducted. Innovation in logistics includes disrupting and improving supply chains through the use of technology, especially 3D printers, and engaging people to manage this approach. The book discusses what innovation is, and strategies for supporting it; it describes practical innovations and how they have been applied; and it outlines how innovation labs can be run. Finally it covers how to fund innovation and it suggests how humanitarian innovation might develop in the future. This book brings together the real experience of practitioners who have made innovation work. It is a collaborative work written by and for the community of people involved in humanitarian innovation, in particular in the making and manufacturing of humanitarian supplies. The book is full of practical and actionable points of value to the humanitarian community. Managing Humanitarian Innovation is essential reading for humanitarian practitioners as well as volunteers and others involved in humanitarian supplies provision. It is equally helpful to thought leaders, policy makers and educators.}, language = {English}, publisher = {Practical Action Publishing}, editor = {James, Eric and Taylor, Abigail}, month = mar, year = {2018}, } @techreport{tyrrel_managing_2017, title = {Managing {Facilities}: a stock-take from the first 12 months}, language = {en}, institution = {Abt Associates}, author = {Tyrrel, Lavinia and Teskey, Graham and de Lacy, Jacqui}, month = nov, year = {2017}, } @techreport{snowden_managing_2021, address = {Luxemburg}, title = {Managing complexity (and chaos) in times of crisis. {A} field guide for decision makers inspired by the {Cynefin} framework}, abstract = {This field guide helps to navigate crises using the Cynefin framework as a compass. It proposes a four-stage approach through which we can: - assess the type of crisis and initiate a response; - adapt to the new pace and start building sensing networks to inform decisions; - repurpose existing structures and working methods to generate radical innovation; - transcend the crisis, formalise lessons learnt and increase resilience. The guide stresses the importance of setting and managing boundaries, building informal structures, keeping options open, distributing engagement and keeping an ongoing assessment of the evolving landscape. Action items, real life examples and demonstrations complement the references to the developing theoretical framework.}, number = {JRC123629}, institution = {Publications Office of the European Union}, author = {Snowden, Dave and Rancati, Alessandro}, year = {2021}, } @techreport{mercy_corps_managing_2015, title = {Managing {Complexity}: {Adaptive} {Management} at {Mercy} {Corps}}, shorttitle = {Managing {Complexity}}, url = {https://www.mercycorps.org/research-resources/managing-complexity-adaptive-management-mercy-corps}, abstract = {Managing Complexity: Adaptive management at Mercy Corps}, urldate = {2016-08-05}, author = {Mercy Corps}, month = jun, year = {2015}, } @techreport{honig_managing_2020, address = {Washington DC}, title = {Managing {Better}: {What} {All} of {Us} {Can} {Do} to {Encourage} {Aid} {Success}}, shorttitle = {Managing {Better}}, url = {https://www.cgdev.org/publication/managing-better-what-all-us-can-do-encourage-aid-success}, abstract = {Management by way of top-down controls and targets sometimes gets in the way of aid donors’ aims, undermining project success. These unhelpful controls often stem from a need to account for performance; legislatures or executive boards induce agencies to exercise tight process controls and orient projects towards what is measurable and reportable.}, language = {en}, urldate = {2020-02-14}, institution = {Center for Global Development}, author = {Honig, Dan}, month = feb, year = {2020}, } @techreport{seely_managing_2019, title = {Managing and {Adapting} a development program: {Lessons} from {PRISMA}}, url = {https://www.springfieldcentre.com/managing-and-adapting-a-development-program-lessons-from-prisma}, abstract = {This case study is part of the AIP-Rural Learning Series. Funders and implementers of international development programs largely agree that adaptive management is industry best practice. Most development experts also broadly agree on what ‘adaptive management’ means. In this case study, we use a common definition of ‘adaptive management’, including the following features: Flexibility. Implementers create, modify and drop interventions when circumstances change or new information emerges, in order to tailor strategies to context and maximise impact. Purposeful experimentation. Implementers test different activities at the same time, monitoring them to learn what will achieve the desired impact. Since 2015, the number of publications calling for and praising adaptive management in development programs has grown fast. These publications give us an idea of the state of adaptive management in development programs. They reveal progress in some areas, such as tailoring interventions to local context and using evidence for decision-making. Yet they also reveal multiple, ongoing, real-world constraints to adaptive management. This case study explores how one development program, PRISMA, has avoided and overcome some of these constraints, whilst continuing to battle others. Four major constraints revealed in the adaptive management literature are discussed in this case study: Programs are designed in ways that make it hard to adapt interventions, target regions or sectors based on new learning or changing circumstances. Programs struggle to create an organisational culture that encourages learning and adapting. When staffing programs, recruiters prioritise sectoral expertise and length of experience over adaptive managerial competence. Program managers face pressures to spend their budgets predictably and before their program ends. Learning and testing take time and cost little, so managers feel pressure to deprioritise them. The first of these constraints is explored in the next section, ‘Design’, which looks at how the selection of target sectors and performance targets affects PRISMA implementers’ ability to manage adaptively. The third section, ‘Organisational Culture’, shares lessons on encouraging staff to test and improve interventions. Section 4, ‘Staffing’, looks at hiring adaptive managers, and freeing up their time to improve interventions. The final section summarises this case study’s key lessons. Throughout this paper, findings are based on 16 in-depth interviews with PRISMA’s junior, mid-level and senior staff, and its funders. To contextualise these findings, the authors reviewed the ‘adaptive management’ literature, and drew on their experience with development programs worldwide.}, urldate = {2020-07-15}, institution = {PRISMA}, author = {Seely, Kevin}, year = {2019}, } @article{maclay_management_2015, title = {Management not models: adaptability, responsiveness, and a few lessons from football}, volume = {25}, issn = {0961-4524}, shorttitle = {Management not models}, url = {https://doi.org/10.1080/09614524.2015.983460}, doi = {10.1080/09614524.2015.983460}, abstract = {Despite a swathe of critiques of logframes and other blueprint approaches to development over the last 30 years, most aid infrastructure continues to concentrate on the design and subsequent implementation of closed models. This article does not propose an alternative to blueprints, but challenges the inflexibility of their implementation, which is inadequate given the complex nature of social change. It proposes a supplementary management and learning approach which enables implementers to be dynamic, adaptive, and responsive to problems and opportunities. Emphasising the role of donors, the paper presents a case study of one donor-led programme in Bangladesh doing just this.}, number = {1}, urldate = {2022-12-05}, journal = {Development in Practice}, author = {Maclay, Christopher}, month = jan, year = {2015}, note = {Publisher: Routledge \_eprint: https://doi.org/10.1080/09614524.2015.983460}, pages = {42--57}, } @article{boehm_management_2005, title = {Management challenges to implementing agile processes in traditional development organizations}, volume = {22}, issn = {0740-7459}, doi = {10.1109/MS.2005.129}, abstract = {Discussions with traditional developers and managers concerning agile software development practices nearly always contain two somewhat contradictory ideas. They find that on small, stand-alone projects, agile practices are less burdensome and more in tune with the software industry's increasing needs for rapid development and coping with continuous change. Managers face several barriers, real and perceived, when they try to bring agile approaches into traditional organizations. They categorized the barriers either as problems only in terms of scope or scale, or as significant general issues needing resolution. From these two categories, we've identified three areas - development process conflicts, business process conflicts, and people conflicts - that we believe are the critical challenges to software managers of large organizations in bringing agile approaches to bear in their projects.}, number = {5}, journal = {IEEE Software}, author = {Boehm, B. and Turner, R.}, month = sep, year = {2005}, keywords = {Aerospace engineering, Aerospace materials, Agile methods, Agile software development, Automatic testing, Business processes, Computer industry, DP industry, Programming, Project management, Refining, Software engineering, Software management, Software systems, development process conflicts, process integration, software development management, software industry, systems engineering, traditional development organizations}, pages = {30--39}, } @book{roe_making_2013, title = {Making the {Most} of {Mess}: {Reliability} and {Policy} in {Today}'s {Management} {Challenges}}, shorttitle = {Making the {Most} of {Mess}}, abstract = {In Making the Most of Mess, Emery Roe emphasizes that policy messes cannot be avoided or cleaned up; they need to be managed. He shows how policymakers and other professionals can learn these necessary skills from control operators who manage large critical infrastructures such as water supplies, telecommunications systems, and electricity grids. The ways in which they prevent major accidents and failures offer models for policymakers and other professionals to manage the messes they face.Throughout, Roe focuses on the global financial mess of 2008 and its ongoing aftermath, showing how mismanagement has allowed it to morph into other national and international messes. More effective management is still possible for this and many other policy messes but that requires better recognition of patterns and formulation of scenarios, as well as the ability to translate pattern and scenario into reliability. Developing networks of professionals who respond to messes is particularly important. Roe describes how these networks enable the avoidance of bad or worse messes, take advantage of opportunities resulting from messes, and address societal and professional challenges. In addition to finance, he draws from a wide range of case material in other policy arenas. Roe demonstrates that knowing how to manage policy messes is the best approach to preventing crises.}, language = {English}, publisher = {Duke University Press Books}, author = {Roe, Emery}, month = mar, year = {2013}, } @techreport{ripley_making_2014, title = {Making {Sense} of ‘{Messiness}’. {Monitoring} and measuring change in market systems: a practitioner's perspective}, url = {https://beamexchange.org/uploads/filer_public/c9/bb/c9bb16e6-c5ff-43ac-8a5f-d6fcc1106f20/makingsensemessiness2014.pdf}, urldate = {2019-03-01}, author = {Ripley, Matthew and Nippard, Daniel}, month = feb, year = {2014}, } @article{van_der_merwe_making_2019, title = {Making {Sense} of {Complexity}: {Using} {SenseMaker} as a {Research} {Tool}}, volume = {7}, copyright = {http://creativecommons.org/licenses/by/3.0/}, shorttitle = {Making {Sense} of {Complexity}}, url = {https://www.mdpi.com/2079-8954/7/2/25}, doi = {10.3390/systems7020025}, abstract = {There is growing interest in studying processes of human sensemaking, as this strongly influences human and organizational behavior as well as complex system dynamics due to the diverse lenses people use to interpret and act in the world. The Cognitive Edge SenseMaker\® tool is one method for capturing and making sense of people\’s attitudes, perceptions, and experiences. It is used for monitoring and evaluation; mapping ideas, mind-sets, and attitudes; and detecting trends and weak signals. However, academic literature describing the tool-set and method is lacking. This introduction aims to guide researchers in choosing when to use SenseMaker and to facilitate understanding of its execution and limitations. SenseMaker can provide nuanced insight into system-level patterns of human sensemaking that can provide insight to nudge systems towards more desirable futures, and enable researchers to measure beyond what they know.}, language = {en}, number = {2}, urldate = {2019-10-11}, journal = {Systems}, author = {Van der Merwe, Susara E. and Biggs, Reinette and Preiser, Rika and Cunningham, Charmaine and Snowden, David J. and O’Brien, Karen and Jenal, Marcus and Vosloo, Marietjie and Blignaut, Sonja and Goh, Zhen}, month = jun, year = {2019}, keywords = {Mixed methods, SenseMaker tool, complex systems, sensemaking, social complexity}, pages = {25}, } @techreport{khemani_making_2016, title = {Making politics work for development: harnessing transparency and citizen engagement}, shorttitle = {Making politics work for development}, url = {http://documents.worldbank.org/curated/en/2016/06/26480682/making-politics-work-development-harnessing-transparency-citizen-engagement}, abstract = {Too often, government leaders fail to adopt and implement policies that they know are necessary for sustained economic development. They are encumbered by adverse political incentives, which prevent them from selecting good policies, and they run the risk of losing office should they try to do the right thing. Even when technically sound policies are selected by leaders, implementation can run into perverse behavioral norms among public officials and citizens, who seek to extract private benefits from the public sector. Such behavior might be supported by widespread beliefs that corruption is the norm. Even countries with low corruption and strong institutions experience problems of political incentives and behavior that prevent the public sector from solving shared problems. Ideological polarization among citizens and capture by special interests can lead to policy gridlock and the failure of the state to provide public goods, even in advanced economies. Even educated citizens can hold ideological beliefs about the role of public policy that lead them to deny technical evidence contrary to these beliefs. Too often, government leaders fail to adopt and implement policies that they know are necessary for sustained economic development. Political constraints can prevent leaders from following sound technical advice, even when leaders have the best of intentions. Making Politics Work for Development: Harnessing Transparency and Citizen Engagement focuses on two forces—citizen engagement and transparency—that hold the key to solving government failures by shaping how political markets function. In today’s participative world, citizens are not only queueing at voting booths, but are also taking to the streets and using modern communication technology to select, sanction, and pressure the leaders who wield power within government. This political engagement can function in highly nuanced ways even within the same formal institutional context and across the political spectrum, from autocracies to democracies. Political engagement becomes unhealthy when leaders are selected and sanctioned on the basis of their provision of private benefits rather than public goods, giving rise to a range of government failures. The solutions to these failures lie in fostering healthy political engagement within any institutional context, and not in circumventing or suppressing it. Transparency—citizen access to publicly available information about the actions of those in government and the consequences of these actions—can play a crucial role by nourishing political engagement. The report distills policy lessons for governments, international development partners, and civil society on how best to target transparency initiatives so that the provision of public goods becomes the focus of political contestation. Even so, unhealthy political engagement may persist. But to build institutions that are capable of tackling public goods problems, politics needs to be addressed and cannot be side-stepped. Targeted transparency is one way to move in the right direction: it complements everything else policy makers do and holds the potential to make politics work for development rather than against it. " This pathbreaking report places politics at the heart of the development dialogue—exactly where it belongs. It provides constructive ideas for harnessing the forces of transparency and citizen engagement in ways that are suited to diverse institutional contexts so that reform leaders can overcome political constraints to their countries’ development goals. " Asli Demirgüç-Kunt, Director of Research, Development Research Group, The World Bank "This book not only provides an authoritative statement of what we know about how to align political incentives with the interests of society, but it does so with an eye to making change happen even in the face of political opposition. The World Bank will never be the same again. " James Robinson, University Professor, Harris School of Public Policy, University of Chicago " A lesson for us at the World Bank also comes out of this research. We can do more…to work with our clients to diminish political constraints to achieving development goals…To do this we have to overcome the fear of talking about politics, and confront it as part of the challenge of development. That is what we are doing through this report. " Kaushik Basu, Senior Vice President and Chief Economist, The World Bank}, language = {en}, number = {106337}, urldate = {2016-07-07}, institution = {The World Bank}, author = {Khemani, Stuti and Ferraz, Claudio and Finan, Frederico S. and Johnson, Stephenson and Louise, Corinne and Abrahams, Scott David and Odugbemi, Adesinaola Michael and Dal Bó, Ernesto and Thapa, Dikshya}, month = jan, year = {2016}, pages = {1--281}, } @book{hearn_making_2009, title = {Making {Outcome} {Mapping} {Work} - {Volume} 2 - {Innovations} in {Participatory} {Planning}, {Monitoring} and {Evaluation}}, language = {en}, publisher = {Outcome Mapping Learning Community}, editor = {Hearn, Simon and Schaeffer, Heidi and van Ongevalle, JAn}, month = sep, year = {2009}, } @book{jones_making_2007, address = {Ottawa}, title = {Making {Outcome} {Mapping} {Work} - {Evolving} experiences from around the {World}}, url = {https://www.odi.org/publications/3639-making-outcome-mapping-work-evolving-experiences-around-world}, language = {en}, urldate = {2020-10-09}, publisher = {Outcome Mapping Learning Community}, editor = {Jones, Harry}, month = mar, year = {2007}, } @techreport{obrecht_making_2018, address = {London}, type = {{ALNAP} {Background} {Paper}}, title = {Making humanitarian response more flexible: {Challenges} and questions}, url = {https://www.alnap.org/system/files/content/resource/files/main/ALNAPpaper%20Making%20humanitarian%20response%20more%20flexible_1.pdf}, urldate = {2018-09-18}, institution = {ALNAP/ODI}, author = {Obrecht, Alice and Bourne, S.}, month = aug, year = {2018}, } @techreport{alnap_making_2018, type = {{ALNAP} {Background} {Paper}}, title = {Making humanitarian response more flexible: bibliography}, url = {https://www.alnap.org/system/files/content/resource/files/main/ALNAP%20Making%20humanitarian%20response%20more%20flexible%20biblio.pdf}, urldate = {2018-10-11}, author = {{ALNAP}}, year = {2018}, pages = {20}, } @techreport{doremus_making_2011, title = {Making {Good} {Use} of {Adaptive} {Management}}, url = {http://www.ssrn.com/abstract=1808106}, language = {en}, urldate = {2019-02-25}, institution = {Center for Progressive Reform}, author = {Doremus, Holly and Andreen, William L. and Camacho, Alejandro E. and Farber, Daniel A. and Glicksman, Robert L. and Goble, Dale D. and Karkkainen, Bradley C. and Rohlf, Dan and Tarlock, A. Dan and Zellmer, Sandra B. and Jones, Shana Campbell and Huang, Yee}, month = apr, year = {2011}, } @article{honig_making_2018, title = {Making good on donors’ desire to {Do} {Development} {Differently}}, volume = {39}, issn = {0143-6597}, url = {https://doi.org/10.1080/01436597.2017.1369030}, doi = {10.1080/01436597.2017.1369030}, abstract = {AbstractForeign aid donors are increasingly focused on changing the way their development agencies function. This discourse has focused on desired qualities, including greater knowledge of local contextual realities, appropriate adaptation to context and greater flexibility to respond to changing circumstances. We argue that more attention needs to be devoted to the achievement of these qualities and turn to contingency theory to identify some under-exploited ways to ?do development differently?. The qualities sought by donors are emergent properties of complex organisational systems and will only be achieved through a micro-level and interlinked focus on the fundamentals of organisation.}, number = {1}, journal = {Third World Quarterly}, author = {Honig, Dan and Gulrajani, Nilima}, month = jan, year = {2018}, pages = {68--84}, } @techreport{edwards_making_2014, address = {Brighton}, title = {{MAKING} - {Fostering} new ideas for social inclusion and accountable, responsive governance}, url = {http://www.makingallvoicescount.org/publication/making}, urldate = {2016-04-22}, institution = {MAVC and IDS}, author = {Edwards, Duncan}, month = jun, year = {2014}, } @techreport{ang_making_2014, title = {Making {Details} {Matter}: {How} to {Reform} {Aid} {Agencies} to {Generate} {Contextual} {Knowledge}}, shorttitle = {Making {Details} {Matter}}, url = {https://papers.ssrn.com/abstract=2794434}, abstract = {My essay considers a central problem of reinventing foreign aid in the twenty-first century: how to reform aid agencies to enable a “best-fit” approach to development assistance. For the past decades, the aid community has tried to transplant best practices from the developed world to the developing world. Increasingly, however, it is recognized that copying best practices does not work and may even backfire; rather, aid programs work best when they are tailored to local contexts. Yet while the idea of a best-fit approach is widely embraced in principle, actualizing it is easier said than done. For meaningful changes to take root in practice, we must first identify the obstacles to localizing development assistance and suggest ways to address these problems. To this end, I propose a three-pronged strategy to promote the generation of contextual knowledge among aid professionals, a necessary condition for crafting solutions that can fit various local contexts, namely: (1) build a bank of knowledge about unorthodox practices that work, (2) diversify expertise within aid agencies; and (3) carve experimental pockets. My proposal does not fit neatly into any one of the six themes specified in the GDN competition; rather, it concerns all of the themes. Whether it is to use aid to improve governance, apply information technology, or design financial instruments, the overarching challenge is to empower and incentivize aid professionals to learn and apply contextual knowledge to creatively solve problems in developing societies.}, language = {en}, number = {Winning Essay of the 2014 GDN Essay Competition on "The Future of Development Assistance"}, urldate = {2018-05-23}, institution = {SSRN}, author = {Ang, Yuen Yuen}, year = {2014}, keywords = {Contextual knowledge, Localization, Public policy, foreign aid, international development}, } @misc{schoen_making_2016, title = {Making design core to the agile process: a look into how we built {Salesforce}'s {Lightning} {Experience}}, url = {https://medium.com/salesforce-ux/making-design-core-to-the-agile-process-3e06b083e8a8#.suq0sux6b}, abstract = {A look into how we built Salesforce’s Lightning Experience}, urldate = {2016-10-04}, journal = {Medium}, author = {Schoen, Ian}, month = jul, year = {2016}, } @techreport{noauthor_making_2014, title = {Making {All} {Voices} {Count}'s {Research} \& {Evidence} {Strategy}}, url = {http://www.makingallvoicescount.org/publication/making-all-voices-counts-research-and-evidence-strategy/}, abstract = {Building an evidence-base on what works in technology for voice, transparency and accountability, how, and why.}, urldate = {2016-04-22}, month = nov, year = {2014}, } @misc{global_integrity_making_2012, title = {Making {All} {Voices} {Count}: {A} {Slam} {Dunk}?}, shorttitle = {Making {All} {Voices} {Count}}, url = {https://www.globalintegrity.org/2012/12/06/mavc-slam-dunk/}, abstract = {Yesterday, I had the chance to attend the public launch of a new government transparency and accountability funding mechanism – Making All Voices Count. Held at USAID headquarters, the discussion featured a veritable who’s who of open government and transparency practitioners in the Washington area; probably 250 people were packed into the room. (Announcing a …}, language = {en-US}, urldate = {2020-10-15}, journal = {Global Integrity}, author = {Global Integrity}, month = dec, year = {2012}, } @techreport{ramalingam_making_2019, address = {London}, title = {Making adaptive rigour work - {Principles} and practices for strenghening monitoring, evaluation and learning for adaptive management}, abstract = {Adaptive programmes can be accountable, rigorous and high quality in how they use evidence by taking an ’adaptive rigour’ approach. Core development and humanitarian challenges are complex, and require processes of testing, learning and iteration to find solutions – adaptive management offers one approach for this. Yet large bureaucracies and development organisations can have low tolerance for experimentation and learning, and adaptive management can be viewed as an excuse for ‘making things up as you go along’. This briefing from the Global Learning for Adaptive Management (GLAM) initiative argues that adaptive programmes can be accountable, rigorous and high quality in how they use evidence – but this requires rethinking some key assumptions about how they are practised. The paper sets out three key elements of an ‘adaptive rigour’ approach: - Strengthening the quality of monitoring, evaluation and learning data and systems. - Ensuring appropriate investment in monitoring, evaluation and learning across the programme cycle. - Strengthening capacities and incentives to ensure the effective use of evidence and learning as part of decision-making, leading ultimately to improved effectiveness.}, language = {en}, institution = {ODI/GLAM}, author = {Ramalingam, Ben and Wild, Leni and Buffardi, Anne L}, month = apr, year = {2019}, } @techreport{laws_mainsreaming_2020, address = {London}, title = {Mainsreaming gender in an adaptive, politically smart governance programme - {Lessons} from {Institutions} for {Inclusive} {Development} in {Tanzania}}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/202002_odi_i4id_briefing_note_gender_web.pdf}, abstract = {• This paper looks at the experience of gender mainstreaming in the Institutions for Inclusive Development (I4ID) programme – an adaptive, politically smart governance programme in Tanzania. • When development programmes try to engage with political stakeholders and align with the priorities of wider coalitions there is a danger that gender equality is de-prioritised. • It is important that formal political economy analysis, as well as other data collection, analysis and consultation exercises, are gender-sensitive. Teams should also look for ways to make gendered political and power analysis part of the everyday routine practice of staff. • Working politically and adaptively to advance gender objectives calls for staff with a specific skillset, as well as links to appropriate networks and political stakeholders. It also implies establishing checks and incentives to hold staff and partners accountable for gender objectives, and strong and consistent messaging from team leaders.}, urldate = {2021-02-18}, institution = {ODI}, author = {Laws, Ed}, month = mar, year = {2020}, } @misc{intrac_m&e_2019, title = {M\&{E} {Universe}}, url = {https://www.intrac.org/resources/me-universe/}, abstract = {The M\&E Universe is a free, online resource developed by INTRAC to support development practitioners involved in monitoring and evaluation (M\&E). It consists of a series of short papers (2-6 pages) on different subjects related to M\&E. It can be explored through an online platform (intrac.org/universe) that is compatible with most web browsers. The M\&E Universe is designed for M\&E practitioners with different levels of experience and expertise in M\&E, from those new to M\&E who want an entry level into the subject to experienced practitioners wanting to broaden their knowledge. Initial contact with the Map will provide people with a starting point for understanding different aspects of M\&E and how they link to each other. More experienced practitioners can browse the Map to identify more advanced subjects of interest, such as sampling methods, different forms of evaluation, organisational M\&E systems and complex methodologies for data collection and analysis.}, language = {en}, urldate = {2019-08-12}, journal = {INTRAC}, author = {intrac}, month = jun, year = {2019}, } @article{lynn_lost_2021, title = {Lost {Causal}: {Debunking} {Myths} {About} {Causal} {Analysis} in {Philanthropy}}, volume = {13}, issn = {1944-5660}, shorttitle = {Lost {Causal}}, url = {https://scholarworks.gvsu.edu/tfr/vol13/iss3/6}, doi = {10.9707/1944-5660.1576}, language = {en}, number = {3}, urldate = {2023-01-27}, journal = {The Foundation Review}, author = {Lynn, Jewlya and Stachowiak, Sarah and Coffman, Julia}, month = sep, year = {2021}, } @misc{baguios_looking_2020, title = {Looking for a way out of aid’s pre-pandemic mess? {A} model based on cake}, shorttitle = {Looking for a way out of aid’s pre-pandemic mess?}, url = {https://oxfamblogs.org/fp2p/looking-for-a-way-out-of-aids-pre-pandemic-mess-a-model-based-on-cake/}, abstract = {Arbie Baguios presents his ideas on how to reform the aid system}, language = {en-GB}, urldate = {2020-10-15}, journal = {From Poverty to Power}, author = {Baguios, Arbie}, month = jun, year = {2020}, } @techreport{husain_logics_2015, title = {Logics of {Government} {Innovation} and {Reform} {Management} in {China}}, abstract = {Since the beginning of reforms in the late 1970s, China has developed rapidly, transforming itself into a middle-income country, raising hundreds of millions out of poverty and, latterly, developing broad-based social protection systems. The country’s approach to reform has been unorthodox, leading many to talk of a specific Chinese model of development. This paper analyses the role of innovation (chuangxin) and experimentation in the Chinese government repertoire and their contribution to management of change during the rapid, complex and interconnected reforms that China is undergoing. ‘Innovation’ is understood as the process of generation, putting into use, and spread, of new ideas. This contemporary focus on innovation is an extension of an older Chinese government attachment to sub-national initiative in policy formulation and development that goes back to the beginnings of the PRC and before. Central government backing for, and endorsement of, proactive agency on the part of sub-national governments responds to a belief that China is too large, and conditions around the country too diverse, to allow adoption of ‘one size fits all’ policy. Sub-national governments are expected to show initiative in adapting policy locally, and creating locally-useable policy solutions within the overall scope of central policy mandates/ paradigms. The paper argues that innovation by sub-national government is systemically embedded: while central government sets the policy agenda, local governments are frontline managers, and develop a range of policy practices. Differences in conditions between localities mean that multiple variant policy practices are often in circulation at any one time. While innovation is not quantifiable in the aggregate, there is much controlled experimentation, freewheeling innovation, and trial and error, all of which are part of a search for new policy fixes and institutional solutions. Many forms of policy transfer and learning are in evidence, including much central learning from sub-national models, as well as sub-national circulation of a range of innovative policy practices. While much government innovation is not ‘original’, and may be ‘inefficient’ or of little systemic usefulness, overall, the churn of government innovation remains valuable in underpinning systemic adaptation and reform. The paper situates the analysis of government innovation within a larger framework on the functioning of Chinese government and international literature on policy transfer, and outlines an agenda for future research on the structural bases of Chinese government innovation and its contribution to adaptive management.}, language = {en}, institution = {STEPS centre}, author = {Husain, Lewis}, year = {2015}, pages = {39}, } @book{elliott_locating_1999, address = {Winnipeg}, title = {Locating the energy for change: an introduction to appreciative inquiry}, isbn = {978-1-895536-15-7}, shorttitle = {Locating the energy for change}, publisher = {International Institute for Sustainable Development}, author = {Elliott, Charles}, collaborator = {International Institute for Sustainable Development}, year = {1999}, note = {OCLC: ocm41119278}, keywords = {Appreciative inquiry, Organizational change}, } @misc{ols_locally_2020, type = {Text}, title = {Locally {Led} {Development}: {Engaging} {Local} {Stakeholders} in {Building} {An} {Evidence} {Base}}, shorttitle = {Locally {Led} {Development}}, url = {https://usaidlearninglab.org/lab-notes/locally-led-development-engaging-local-stakeholders-building-evidence-base}, abstract = {For two months in the Spring of 2020, the Office of Local Sustainability’s Evidence and Learning Team invited staff from across USAID to join us in exploring how the Agency approaches its generation and use of evidence from the perspective of locally led development. Our seven-part Standards of Evidence for Locally Led Development series brought together eight expert presenters and more than 670 participants to engage in conversations ranging from scientific research to complexity-aware monitoring to ethical considerations when conducting research. This blog post outlines some of our key learnings from the series and introduces the topics covered by each presenter. We encourage you to explore the event resources and share your own takeaways in the comment section below. WHAT DID WE LEARN? Three key themes emerged from the series: - Practitioners should draw on a wide range of evidence to inform locally led development programming. - Local actors can provide important contextual knowledge throughout the life of your research programs. - Prioritize local actors as the end users for your evidence to help them build their own self-reliance and increase sustainability of your program’s outcomes.}, language = {en}, urldate = {2024-01-31}, journal = {USAID Learning Lab}, author = {OLS}, month = sep, year = {2020}, } @techreport{ingram_locally_2022, title = {Locally driven development: {Overcoming} the obstacles}, url = {https://www.brookings.edu/essay/locally-driven-development-overcoming-the-obstacles/}, abstract = {Locally led development is a complex process that the development community, in the U.S. and around the world, has spent several decades trying to get right. Yet, despite all the experience and lessons learned, it feels like we are barely beyond the starting line. This publication aims to contribute to the ongoing dialogue on locally led development, especially as to how the United States can address the obstacles posed by U.S. law, regulation, policy, and practice. It consists of two parts: • An essay by George Ingram that notes the path that has taken us to this point, identifies key obstacles, and invites a discussion of how to overcome impediments and move forward. • A set of 15 commentaries written by development experts that add a range of perspectives and nuances to the discussion}, language = {en}, number = {173}, urldate = {2023-04-27}, institution = {Brookings Institution}, author = {Ingram, George}, month = may, year = {2022}, pages = {58}, } @book{mansuri_localizing_2013, title = {Localizing {Development} : {Does} {Participation} {Work}?}, copyright = {http://creativecommons.org/licenses/by/3.0/igo}, isbn = {978-0-8213-8256-1}, shorttitle = {Localizing {Development}}, url = {https://openknowledge.worldbank.org/handle/10986/11859}, abstract = {The Policy Research Report Localizing Development: Does Participation Work? brings analytical rigor to a field that has been the subject of intense debate and advocacy, and billions of dollars in development aid. It briefly reviews the history of participatory development and argues that its two modalities, community-based development and local decentralization, should be treated under the broader unifying umbrella of local development. It suggests that a distinction between organic participation (endogenous efforts by civic activists to bring about change) and induced participation (large-scale efforts to engineer participation at the local level via projects) is key, and focuses on the challenges of inducing participation. The report provides a conceptual framework for thinking about participatory development and then uses this framework to conduct a comprehensive review of the literature. The framework develops the concept of “civil society failure” and explains its interaction with government and market failures. It argues that participatory development, which is often viewed as a mechanism for bypassing market and government failures by ”harnessing” civic capacity, ought to be seen instead as a mechanism that, if done right, could help to repair important civil society failures. It distills literature from anthropology, economics, sociology, and political science to outline the challenges for effective policy in this area, looking at issues such as the uncertainty of trajectories of change, the importance of context, the role of elite capture and control, the challenge of collective action, and the role of the state. The review of the evidence looks at a variety of issues: the impact of participatory projects on inclusion, civic capacity, and social cohesion; on key development outcomes, such as income, poverty, and inequality; on public service delivery; and on the quality of local public goods. It draws on the evidence to suggest several recommendations for policy, emphasizing the key role of learning-by-doing. It then reviews participatory projects funded by the World Bank and finds the majority lacking in several arenas – particularly in paying attention to context and in creating effective monitoring and evaluation systems that allow for learning.}, language = {en\_US}, urldate = {2016-04-04}, publisher = {Washington, DC: World Bank}, author = {Mansuri, Ghazala and Rao, Vijayendra}, year = {2013}, } @techreport{usaid_local_2019, address = {Washington DC}, title = {Local {Works} {Guidance} - {Round} 4}, url = {https://www.usaid.gov/partnership-opportunities/ngo/localworks}, urldate = {2019-02-13}, institution = {USAID}, author = {USAID}, month = feb, year = {2019}, } @techreport{usaid_local_2014, address = {Washington DC}, title = {Local {Systems}: a framework for supporting sustained development}, url = {https://www.usaid.gov/sites/default/files/documents/1870/LocalSystemsFramework.pdf}, urldate = {2017-06-28}, institution = {USAID}, author = {USAID}, month = apr, year = {2014}, } @misc{pinnington_local_2014, title = {Local {First} in practice}, url = {http://www.peacedirect.org/local-first-in-practice}, urldate = {2016-04-17}, journal = {Peace Direct}, author = {Pinnington, R}, year = {2014}, } @article{matta_local_2011, title = {Local {Empowerment} {Through} {Rapid} {Results}}, volume = {Summer}, url = {https://ssir.org/articles/entry/local_empowerment_through_rapid_results}, abstract = {Why local ownership and commitment are the exception in most development efforts\&\#8212;and what development professionals can do about this problem.}, language = {en-us}, number = {2011}, urldate = {2018-01-15}, journal = {Stanford Social Innovation Review}, author = {Matta, Nadim and Morgan, Peter}, year = {2011}, } @techreport{usaid_local_2022, address = {Washington DC}, title = {Local {Capacity} {Strengthening} {Policy}}, url = {https://www.usaid.gov/sites/default/files/2022-10/LCS-Policy-2022-10-17.pdf}, language = {en}, urldate = {2023-09-05}, institution = {USAID}, author = {USAID}, month = oct, year = {2022}, } @book{schomerus_lives_2022, address = {New York, NY}, title = {Lives {Amid} {Violence}: {Transforming} {Development} in the {Wake} of {Conflict}}, isbn = {978-0-7556-4083-6}, shorttitle = {Lives {Amid} {Violence}}, url = {https://www.bloomsburycollections.com/book/lives-amid-violence-transforming-development-in-the-wake-of-conflict/}, abstract = {Violent conflict and its aftermath are pressing problems, particularly for international development initiatives. However, the results of development in conflict contexts have generally been disappointing and their preventative potential thus questionable. Available Open Access, Lives Amid Violence argues that this is because practitioners adhere to a mental model that emphasises linearity, certainty, and causality, assuming that violence is best addressed through work plans that deliver state-building, stabilisation and services. Based on ten years of multi-method research from, in, and on conflict-affected countries, this book challenges this approach.Drawing on a significant collaborative body of scholarship, this work puts forward original and generalizable conclusions about how lives amid violence persist, offering an invitation to abandon restricting mental models and to embrace creative ways of thinking and working. These include paying attention to the long-term effects of conflict on individual behaviour and decision-making, the social realities of economic life, the role service delivery plays in negotiations between citizens and states, and to creating meaningful relationships. Transformation also requires reflection and therefore the book concludes with constructive suggestions on how to practice these insights to better support those whose lives are shaped by violence.More details are available at www.transformingdevelopment.orgThe eBook editions of this book are available open access under a CC BY-NC-ND 3.0 licence on bloomsburycollections.com.}, language = {Inglés}, urldate = {2023-03-21}, author = {Schomerus, Mareike}, year = {2022}, } @techreport{lombardini_livelihoods_2019, title = {Livelihoods in the {Za}'atari {Camp}: {Impact} evaluation of {Oxfam}’s {Cash} for {Work} activities in the {Za}’atari camp ({Jordan})}, shorttitle = {Livelihoods in the {Za}'atari {Camp}}, url = {http://hdl.handle.net/10546/620883}, language = {en}, urldate = {2020-02-06}, institution = {http://hdl.handle.net/10546/620883}, author = {Lombardini, Simone and Mager, Franziska}, month = oct, year = {2019}, doi = {10.21201/2019.5167}, } @techreport{care_listen_2020, title = {Listen carefully. {Tread} lightly. {Adapt} quickly. {Approaching} {Adaptive} {Management}: {Examples} from our {Somalia} {Education} {Programming}}, url = {https://insights.careinternational.org.uk/media/k2/attachments/CARE_Adaptive-Management-and-the-GEC-in-Somalia_2020.pdf}, abstract = {Adaptive management approaches potentially offer us opportunities to deliver high quality results in circumstances where change is complex, including in fragile, unstable or conflict affected places. However, building adaptive programming continues to be a challenge for the sector. For CARE, our Department for International Development -UK Aid funded Girls’ Education Challenge (GEC) programming has provided useful learning on how to operationalise adaptive approaches. In this paper we expand on our learning from this project and offer some recommendations for how to create more opportunities for truly adaptive programming in the future. In particular: • Projects that are designed to adapt need budget structures, results frameworks and governance that enable the process of adaptation. In our GEC projects the approaches employed by DFID, including the introduction of Review and Adaptation meetings have served to support meaningful adaptation. • Adaptive projects require both strong participatory elements and flexible governance and accountability structures. Whilst rigorous and comprehensive Monitoring, Evaluation and Learning (MEL) systems are important without these other elements appropriate adaptation can be hindered. • Adaptive Management requires resources. Where the expected change is complex, adaptation is frequently necessary to ensure we are responding to context and evidence. This should be adequately resourced if we are to expect results. In an environment where many INGOs work consistently within complex environments, the sector also needs more opportunities to trial these approaches and could benefit from more funding streams available which include the kinds of approaches used by DFID in current GEC programming}, urldate = {2020-10-15}, institution = {CARE}, author = {CARE}, year = {2020}, } @article{gaventa_linking_2021, title = {Linking the prepositions: using power analysis to inform strategies for social action}, volume = {0}, issn = {2158-379X}, shorttitle = {Linking the prepositions}, url = {https://doi.org/10.1080/2158379X.2021.1878409}, doi = {10.1080/2158379X.2021.1878409}, abstract = {This article reviews longstanding debates about the relationship between power over and power to – often posed as the tension between domination and emancipation. It then turns to several frameworks which integrate these approaches to inform strategies for social action. In particular, it focuses on recent empirical studies which apply one such framework, the ‘powercube’, to glean insights into how social actors navigate across multiple forms, spaces and levels of power. In so doing, we gain clues into how relatively powerless groups develop the capacities for agency and action which challenge domination and in turn give new possibilities for emancipation.}, number = {0}, urldate = {2021-02-15}, journal = {Journal of Political Power}, author = {Gaventa, John}, month = feb, year = {2021}, keywords = {Lukes, Power, agency, collective action, empowerment}, pages = {1--22}, } @techreport{buell_linking_2020, address = {London}, title = {Linking constituent engagement and adaptive management}, abstract = {Constituent engagement is the two-way process of involving constituents in the design, delivery, monitoring and evaluation of programmes. Constituent engagement and adaptive management together can be a powerful combination; high-quality constituent engagement can reinforce effective adaptive management, and vice versa. By highlighting stories from leading practitioners and their organisations, this paper explores how programmes ensure that constituent engagement informs meaningful adaptation. Key messages Constituent engagement and adaptive management are both important tools for implementing responsive and effective development programmes. Together, they can be a powerful combination: input from constituent engagement can be a key source of information and evidence that meaningfully informs programme design and adaptation, and closing the feedback loop in this way increases the quality of future engagement. Both adaptive management and community engagement principles recognise that, for a programme to be effective, it must be responsive to the people meant to ultimately benefit from it. Beyond providing a key source of information for potential programme adaptations, constituent engagement efforts also help build trust with stakeholders, align expectations and promote accountability. This paper explores five key elements for ensuring that constituent engagement and adaptive management are effectively linked within a programme: strong internal systems and external channels; skilled staff that value engagement and adaptation; decision-maker champions; clear points for reflection and action; and a meaningful role for constituents.}, language = {en}, institution = {Overseas Development Institute}, author = {Buell, Stephanie and Campbell, Megan and Pett, Jamie}, month = oct, year = {2020}, } @book{kaminski_linking_2008, title = {Linking {Assessment} to {Instruction}: {Using} {Dynamic} {Indicators} of {Basic} {Early} {Literacy} {Skills} in an {Outcomes}-{Driven} {Model}}, url = {https://dibels.org/papers/PM_BDA_032708.pdf}, abstract = {As educators increasingly are held responsible for student achievement, school personnel struggle to find ways to effectively document student responsiveness to interventions and track progress toward important outcomes. While many educators focus on high-stakes tests as a means of documenting student achievement of important outcomes, other assessment approaches may be better suited to assessing student progress. Assessment that can be used to adapt teaching to meet student needs is called formative assessment. Because the primary purpose of formative assessment is to support student learning, it may arguably be considered the most important assessment practice in which educators engage. This paper will focus on linking assessment to instruction to improve student outcomes through the use of Dynamic Indicators of Basic Early Literacy Skills (DIBELS) within an Outcomes-Driven Model.}, urldate = {2018-09-22}, publisher = {Dynamic Measurement Group}, author = {Kaminski, Ruth and Cummings, Kelli}, year = {2008}, } @article{moor_lifestyle_2017, title = {Lifestyle politics and the concept of political participation}, volume = {52}, issn = {0001-6810, 1741-1416}, url = {https://link.springer.com/article/10.1057/ap.2015.27}, doi = {10.1057/ap.2015.27}, abstract = {Van Deth’s comprehensive ‘conceptual map of political participation’ has reinstated a lively debate about the concept of political participation, and provides some compelling solutions to it. However, an important question that has been raised is whether van Deth’s map actually achieves its main goal of unambiguously identifying and classifying emerging, complex types of participation, like online political activism – or lifestyle politics. To contribute to this debate, this article aims to evaluate the usefulness of van Deth’s approach for the analysis of lifestyle politics. Such an evaluation requires a clear classification of lifestyle politics. This, however, is still missing from the literature. The second aim of this article, therefore, is to identify and classify different types of lifestyle politics. On the basis of a literature review, this article argues that lifestyle politics are often enacted throughout different private, public and institutional arenas, and that they are often targeted at various social, economic and political actors at once. Applying van Deth’s conceptual map to these empirical realities, then, suggests that it cannot always account for their complexity sufficiently. Therefore, this article proposes a modification of van Deth’s framework that increases its usefulness for analyzing emerging, complex political participation repertoires.}, language = {en}, number = {2}, urldate = {2017-11-12}, journal = {Acta Politica}, author = {Moor, Joost de}, month = apr, year = {2017}, pages = {179--197}, } @techreport{sayem_life_2023, address = {Brighton}, title = {Life {Stories} {From} {Children} {Working} in {Bangladesh}’s {Leather} {Sector} and its {Neighbourhoods}: {Told} and {Analysed} by {Children}}, copyright = {http://creativecommons.org/licenses/by/4.0/}, shorttitle = {Life {Stories} {From} {Children} {Working} in {Bangladesh}’s {Leather} {Sector} and its {Neighbourhoods}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/18168}, abstract = {CLARISSA (Child Labour: Action-Research-Innovation in South and South-Eastern Asia) has a participatory and child-centred approach that supports children to gather evidence, analyse it themselves and generate solutions to the problems they identify. The life story collection and collective analysis processes supported children engaged in the worst forms of child labour in Bangladesh to share and analyse their life stories. Over 400 life stories were collected from children who worked in the leather supply chain, or who lived and worked in leather sector neighbourhoods. Using causal mapping, 53 children who were engaged in or had experience of the worst forms of child labour collectively analysed the data. This resulted in children’s life stories becoming the evidence base for revealing macro‑level system dynamics that drive the worst forms of child labour. This paper is a record of the children’s analysis of the life stories and key themes they identified, which formed the basis of a series of seven child-led Participatory Action Research groups.}, language = {en}, number = {5}, urldate = {2023-11-13}, institution = {Institute of Development Studies}, author = {Sayem, Mashrique and Sayed, Sayma and Maksud, A. K. M. and Reaz Hossain, Khandaker and Afroze, Jiniya and Burns, Danny and Raw, Anna and Hacker, Elizabeth}, month = nov, year = {2023}, note = {Accepted: 2023-11-07T09:14:57Z Publisher: Institute of Development Studies}, } @article{newton_life_2016, title = {Life and death in the {App} {Store}}, url = {https://www.theverge.com/2016/3/2/11140928/app-store-economy-apple-android-pixite-bankruptcy}, abstract = {As last year began, the app developer Pixite held its company retreat at a converted Old West movie set outside of Palm Springs. They spent a few days dreaming about the future while eating...}, urldate = {2017-06-28}, journal = {The Verge}, author = {Newton, Casey}, month = mar, year = {2016}, } @article{peck_leveraging_2020, title = {Leveraging {Experimental} {Evaluations} for {Understanding} {Causal} {Mechanisms}}, volume = {2020}, issn = {1534-875X}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20422}, doi = {10.1002/ev.20422}, abstract = {Experimental evaluations—especially when grounded in theory-based impact evaluation—can provide insights into the mechanisms that generate program impacts. This chapter details variants of experimental evaluation designs and also analytic strategies that leverage experimental evaluation data to learn about causal mechanisms. The design variants are poised to illuminate causal mechanisms related to program implementation and the contribution of selected components of multifaceted programs. The analysis strategies lend themselves to illuminating causal mechanisms related to participants’ responses to program components as well as to the contributions of selected program components themselves. The chapter offers an example from one, theory-based impact evaluation, which embedded both design and analytic strategies to examine the extent to which specific program components and participant experiences might be identified as causal mechanisms. The particular value in using this theory-based experimental strategy is that the results are rigorous and potentially highly relevant to policy and practice.}, language = {en}, number = {167}, urldate = {2021-02-18}, journal = {New Directions for Evaluation}, author = {Peck, Laura R.}, year = {2020}, pages = {145--160}, } @article{befani_letting_2020, title = {Letting {Evidence} {Speak} for {Itself}: {Measuring} {Confidence} in {Mechanisms}}, volume = {2020}, issn = {1534-875X}, shorttitle = {Letting {Evidence} {Speak} for {Itself}}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20420}, doi = {10.1002/ev.20420}, abstract = {This chapter argues that the credibility of causal mechanisms can be greatly increased by formulating them as statements that are both empirically falsifiable and empirically confirmable. Whether statements can be so depends on the potential availability of the relevant evidence (e.g., no evidence exists that can prove or disprove the existence of God, but good quality evidence is potentially available in many other cases). The Bayes formula can be used to measure the extent to which a given set of empirical observations supports or weakens the belief that a causal mechanism exists. With this approach, confidence in the existence of a mechanism is increased or decreased through a process that can be open, transparent, and shared with the public or groups of stakeholders, reducing cognitive biases, and improving internal validity and consensus around the existence of given mechanisms. The approach is showcased in the evaluation of a learning partnership whereby a knowledge product released by a research organization influenced policy at the municipal level.}, language = {en}, number = {167}, urldate = {2021-02-18}, journal = {New Directions for Evaluation}, author = {Befani, Barbara and D'Errico, Stefano}, year = {2020}, pages = {27--43}, } @techreport{pritchett_lets_2021, address = {Boston}, title = {Let’s {Take} the {Con} {Out} of {Randomized} {Control} {Trials} in {Development}}, url = {https://bsc.cid.harvard.edu/files/bsc/files/2021-05-cid-wp-399-external-validity.pdf}, abstract = {The enthusiasm for the potential of RCTs in development rests in part on the assumption that the use of the rigorous evidence that emerges from an RCT (or from a small set of studies identified as rigorous in a “systematic” review) leads to the adoption of more effective policies, programs or projects. However, the supposed benefits of using rigorous evidence for “evidence based” policy making depend critically on the extent to which there is external validity. If estimates of causal impact or treatment effects that have internal validity (are unbiased) in one context (where the relevant “context” could be country, region, implementing organization, complementary policies, initial conditions, etc.) cannot be applied to another context then applying evidence that is rigorous in one context may actually reduce predictive accuracy in other contexts relative to simple evidence from that context—even if that evidence is biased (Pritchett and Sandefur 2015). Using empirical estimates from a large number of developing countries of the difference in student learning in public and private schools (just as one potential policy application) I show that commonly made assumptions about external validity are, in the face of the actual observed heterogeneity across contexts, both logically incoherent and empirically unhelpful. Logically incoherent, in that it is impossible to reconcile general claims about external validity of rigorous estimates of causal impact and the heterogeneity of the raw facts about differentials. Empirically unhelpful in that using a single (or small set) of rigorous estimates to apply to all other actually leads to a larger root mean square error of prediction of the “true” causal impact across contexts than just using the estimates from non-experimental data from each country. In the data about private and public schools, under plausible assumptions, an exclusive reliance on the rigorous evidence has RMSE three times worse than using the biased OLS result from each context. In making policy decisions one needs to rely on an understanding of the relevant phenomena that encompasses all of the available evidence.}, language = {en}, number = {399}, urldate = {2021-06-25}, institution = {Center for International Development, Harvard University}, author = {Pritchett, Lant}, month = may, year = {2021}, pages = {40}, } @article{ohkubo_lessons_2022, title = {Lessons {Learned} {From} the {Use} of the {Most} {Significant} {Change} {Technique} for {Adaptive} {Management} of {Complex} {Health} {Interventions}}, volume = {10}, copyright = {© Ohkubo et al.. This is an open-access article distributed under the terms of the Creative Commons Attribution 4.0 International License (CC BY 4.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are properly cited. To view a copy of the license, visit https://creativecommons.org/licenses/by/4.0/. When linking to this article, please use the following permanent link: https://doi.org/10.9745/GHSP-D-21-00624}, issn = {2169-575X}, url = {https://www.ghspjournal.org/content/10/1/e2100624}, doi = {10.9745/GHSP-D-21-00624}, abstract = {Introduction:The Most Significant Change (MSC) technique is a complex-aware monitoring and evaluation tool, widely recognized for various adaptive management purposes. The documentation of practical examples using the MSC technique for an ongoing monitoring purpose is limited. We aim to fill the current gap by documenting and sharing the experience and lessons learned of The Challenge Initiative (TCI), which is scaling up evidence-based family planning (FP) and adolescent and youth sexual and reproductive health (AYSRH) interventions in 11 countries in Asia and sub-Saharan Africa. Methods:The qualitative assessment took place in early 2021 to document TCI’s use and adaptation of MSC and determine its added value in adaptive management, routine monitoring, and cross-learning efforts. Focus group discussions and key informant interviews were conducted virtually with staff members involved in collecting and selecting MSC stories. Results:TCI has had a positive experience with using MSC to facilitate adaptive management in multiple countries. The use of MSC has created learning opportunities that have helped diffuse evidence-based FP and AYSRH interventions both within and across countries. The responsive feedback step in the MSC process was viewed as indispensable to learning and collaboration. There are several necessary inputs to successful use of the method, including buy-in about the benefits, training on good interviewing techniques and qualitative research, and dedicated staff to manage the process. Conclusion:Our assessment results suggest that the MSC technique is an effective qualitative data collection tool to strengthen routine monitoring and adaptive management efforts that allows for flexibility in how project stakeholders implement the process. The MSC technique could be an important tool for global health practitioners, policy makers, and researchers working on complex interventions because they continually need to understand stakeholders’ needs and priorities, learn from lessons and evidence-based practices, and be agile about addressing potential challenges.}, language = {en}, number = {1}, urldate = {2022-05-16}, journal = {Global Health: Science and Practice}, author = {Ohkubo, Saori and Mwaikambo, Lisa and Salem, Ruwaida M. and Ajijola, Lekan and Nyachae, Paul and Sharma, Mukesh Kumar}, month = feb, year = {2022}, pmid = {35294391}, note = {Publisher: Global Health: Science and Practice Section: ORIGINAL ARTICLE}, } @techreport{boshoven_lessons_2014, address = {Washington DC}, title = {Lessons {Learned} from the {Forest}, {Climate} and {Communities} {Alliance}}, abstract = {The Forest, Climate, and Communities Alliance (FCCA) was an initiative funded by USAID’s Bureau for Economic Growth, Education, and the Environment/Office of Forestry and Biodiversity (E3/FAB) under the USAID Global Development Alliance (GDA)1 between 2009 and 2013. FCCA was one of the first USAID-funded projects for reducing emissions from deforestation and degradation (REDD+). The Rainforest Alliance (RA) implemented FCCA in Ghana and Honduras. Operating in two different contexts allowed FCCA to generate important lessons learned that may be useful as countries around the world search for approaches to prepare for and implement successful REDD+ mechanisms. In 2013, as FCCA was coming to an end, USAID tasked the Measuring Impact (MI) initiative with an independent review to generate lessons learned from FCCA. In capturing and disseminating lessons from the FCCA project, the Agency intends to contribute to the understanding of what may be effective, and under what conditions, when promoting REDD+ in conjunction with forest and agricultural product certification. MI is a five-year USAID project executed by the E3/FAB Office designed to improve the Agency’s practice of conservation by building USAID’s capacity to better design, manage, evaluate, and learn from biodiversity conservation initiatives. As such, MI was tasked with carrying out this review of lessons learned from FCCA while using RA’s general hypothesis as the basis to describe the project and its lessons.}, language = {en}, institution = {USAID}, author = {Boshoven, Judy}, month = jul, year = {2014}, pages = {53}, } @techreport{sharp_lessons_2021, title = {Lessons learned from {PERL} and partners' response to the {COVID}-19 crisis}, abstract = {The first case of COVID-19 in Nigeria was confirmed on 27 February 2020, with the first lockdown orders issued on 30 March 2020. The pandemic and resultant containment measures have had farreaching socio-cultural, economic, financial and political implications, globally as well as in Nigeria. For the Partnership to Engage, Reform and Learn (PERL) and its partners, the pandemic has required considerable adaptation of their strategic approach and working practices. This report reflects on how COVID-19 changed the operating context for PERL’s partners, how PERL responded and what lessons have been learned across delivery teams. For government partners, the most substantial impacts have been to budgets, struck by falling oil prices and reduced economic activity. Universally, states have had to adjust budgets and reforecast, revising budgets downwards and shifting the focus of expenditure towards healthcare. The World Bank’s State Fiscal Transparency, Accountability and Sustainability (SFTAS) Programme has generated powerful incentives for this budget revision, which PERL has been able to work alongside. A range of new governance structures – such as public response committees and task forces – have been established to deal with various aspects of COVID-19 policy, and PERL has had to grapple to maintain its ongoing engagement with these. For civil society organisations (CSOs), the closure of offices from 30 March 2020 has changed the nature of engagement with government. CSOs often developed innovative approaches to maintaining access, including use of social media and direct calls. But the shift to virtual working has been challenging for many CSOs, both in terms of covering the costs of data for virtual meetings and the risks of disengagement and marginalisation for some organisations. In response to this changed context, from March 2020 PERL began to restrategise. The flexible nature of the programme’s workplans, progress markers and budgets enabled activities to be adjusted in a relatively timely manner, with a new workplan approved by the end of April 2020. Central PERL management developed a COVID-19 response strategy which provided a broad framework for adaptations, but allowed substantial autonomy to state and regional teams to lead on reprioritisation according to their understanding of the local context. This was valued by both management and delivery staff. Challenges manifested themselves more in effectively delivering on these adapted workplans than in the process of restrategising – due to two rounds of budget cuts, the merger of DFID and the FCO to form the Foreign, Commonwealth and Development Office (FCDO) and the difficulties of engaging partners virtually. Overall, the pandemic undoubtedly delayed activities (by roughly three months for deprioritised areas of work), but resulted in an array of new, tailored interventions under its broad categories of work. Interventions relating to the health sector became more prevalent, as did work supporting budget adjustments. Domestic resource mobilisation and education interventions were often adjusted to be more relevant to the COVID context or experienced delay. The report provides short illustrative case studies of PERL’s adaptations to: support budget revisions; work with media partners on COVID-19 sensitisation; tracking and advocacy for palliative distribution; and support for the introduction of tax relief. There is some evidence, albeit partial, that PERL was able to take advantage of windows of opportunity offered by the pandemic to drive ahead with certain ongoing reform initiatives.}, language = {en}, institution = {PERL Programme}, author = {Sharp, Samuel and Nwachukwu, Tochukwu and Srivatsa, Sripriya Iyengar}, month = mar, year = {2021}, pages = {39}, } @techreport{pawelke_lessons_2021, title = {Lessons {Learned} from {Applying} the {Data} {Powered} {Positive} {Deviance}}, abstract = {This report presents six learnings from four pilot projects conducted by the Data Powered Positive Deviance (DPPD) initiative, a global collaboration between the GIZ Data Lab, the UNDP Accelerator Labs Network, the University of Manchester Center for Digital Development, and UN Global Pulse Lab Jakarta. The pilots seek out grassroots solutions to development challenges that range from the interaction between livestock farming and deforestation to gender-based violence and insecurity in dense urban environments in Ecuador, Mexico, Niger and Somalia. The learnings relate to the early stages of the DPPD method, originally proposed by Albanna \& Heeks [1], and focus mainly on the access to, and use of digital data. They are summarized as follows: 1. Remain flexible in the face of data unavailability 2. Leverage existing partnerships for data access 3. Map and fill know-how gaps early 4. Scale with caution 5. Look at deviance over time 6. Look beyond individual or community practices and behavior The report is written for development practitioners, data analysts, domain experts, and more generally anyone interested in using new data sources and technologies to uncover successful local solutions to development challenges.}, institution = {DPPD}, author = {Pawelke, Andreas and Glücker, Andreas and Albanna, Basma and Boy, Jeremy}, month = oct, year = {2021}, } @misc{mcguinness_lessons_2017, title = {Lessons from a trial of the {Success} {Case} {Method}}, url = {https://www.betterevaluation.org/en/blog/lessons_on_SCM}, abstract = {The Success Case Method approach is useful for documenting stories of impact and for understanding the factors that help or hinder impact. It is particularly useful for uncovering the contextual forces that influence impact. Originally designed for evaluating corporate training programs, the Success Case Method is now being applied to other programs including international development interventions. Last year, I provided technical assistance to a pilot of the Success Case Method as part of the USAID-funded Complexity-Aware M\&E Trials.}, urldate = {2018-10-22}, journal = {Better Evaluation}, author = {McGuinness, Liz}, month = jul, year = {2017}, } @misc{bento_lessons_2021, title = {Lessons for {PFM} {Reform} - the {PDIA} {Approach} in {Africa}}, url = {https://blog-pfm.imf.org/pfmblog/2021/09/-lessons-for-pfm-reform-the-pdia-approach-in-africa-.html}, abstract = {Some important lessons are as follows: First, identifying a policy problem is critical for reforms to get traction both at a political and administrative level. Second, appropriate solutions can emerge from a process of experimentation, iteration, and adaptation. Third, building teams and institutional capabilities is a critical part of solving complex problems in a sustainable way.}, urldate = {2022-07-01}, journal = {Public Financial Management Blog - IMF}, author = {Bento, Joana}, month = sep, year = {2021}, } @techreport{kleiman_lessons_2013, title = {Lessons for {Effective} resilience programs: a case study of the {RAIN} program in {Ethiopia}}, abstract = {The RAIN program experience affirms the importance of multi-year and flexible funding as key program design features if progress in resilience building is to be supported in areas with high levels of structural and temporal vulnerability. These features enable management to respond effectively to changing circumstances in order to better meet the needs of communities and to create the necessary conditions for relief-to-development strategies to take hold. Finally, this study found that deliberate and effective coordination between donor agencies can ensure that development gains achieved during one program period are directly leveraged by subsequent programs, thereby increasing the effectiveness of resilience programs.}, language = {en}, institution = {Mercy Corps}, author = {Kleiman, Shanti}, month = aug, year = {2013}, pages = {22}, } @techreport{evans_leaving_2016, type = {Working {Paper}}, title = {'{Leaving} {No} {One} {Behind}': {Why} {Ideas} {Matter}}, shorttitle = {'{Leaving} {No} {One} {Behind}'}, url = {https://www.researchgate.net/publication/316153595_Why_Ideas_Matter}, author = {Evans, Alice}, month = dec, year = {2016}, } @techreport{hernandez_leaving_2018, address = {Brighton, UK}, title = {Leaving {No} {One} {Behind} in a {Digital} {World}}, url = {https://assets.publishing.service.gov.uk/media/5c178371ed915d0b8a31a404/Emerging_Issues_LNOBDW_final.pdf}, language = {en}, urldate = {2023-06-22}, institution = {Institute of Development Studies}, author = {Hernandez, Kevin and Roberts, Tony}, year = {2018}, } @techreport{harris_leather_2016, title = {Leather sector reform in {Bangladesh}}, url = {http://asiafoundation.org/publication/leather-sector-reform-bangladesh/}, abstract = {This paper examines the Asia Foundation’s efforts to support change in Bangladesh’s leather sector. Working closely with local partners, the Asia Foundation team has specifically supported efforts to move tanneries out of a dangerously polluted location to a modern industrial park that will improve compliance with health and environmental protection standards, and potentially lead to growth in the sector. At the time of release, this critical relocation has already begun. This case study lays out the real-time decisions and processes which drove the strategy and implementation of this project, providing useful insights into how politically astute and flexible programs can be successfully implemented. This case has emerged from an action research process, which was led by a researcher from the Overseas Development Institute (ODI) and conducted over the course of almost two years. By capturing and analyzing the experiences of the program team in Bangladesh, the paper intends to provide practical insights for others in the development community aiming to implement similar kinds of programming. This is the seventh paper in the DFAT-TAF Partnership Working Politically in Practice Paper Series released under the Australian Government Department of Foreign Affairs and Trade (DFAT) and The Asia Foundation (TAF) Partnership.}, number = {7}, urldate = {2016-03-23}, author = {Harris, Dan}, month = mar, year = {2016}, } @techreport{andrews_learning_2017, address = {Cambridge}, title = {Learning to {Target} for {Economic} {Diversification}: {PDIA} in {Sri} {Lanka}}, shorttitle = {Learning to {Target} for {Economic} {Diversification}}, institution = {Center for International Development, Harvard University}, author = {Andrews, Matt and Ariyasinghe, Duminda and Batuwanthudawa, Thamari and Darmasiri, Shivanthika and Silva, Nilupul and Harrington, Peter and Jayasinghe, Prasanna and Jayasinghe, Upul and Jayathilake, Gamini and Karunaratne, Jayani and Katugampala, Lalit and Liyanapathirane, Jeewani and Malalgoda, Champika and McNaught, Tim and Poobalan, Anisha and Ratnasekera, Sanjeewa and Samaraweera, Priyanka and Saumya, Erangani and Stock, Daniel and Senerath, Upali and Sibera, Ranjan and Walpita, Indira and Wijesinghe, Shamalie}, month = jan, year = {2017}, } @book{michael_learning_1997, title = {Learning to {Plan}--and {Planning} to {Learn}}, isbn = {978-0-917917-08-0}, abstract = {Don Michael says that, yes, the world can meet future social and organizational challenges - but only if we learn to plan in order-- to live uncertainty-- to learn from mistakes, actually embrace error-- to do goal setting that is future-responsive-- to lower barriers by spanning boundaries-- to improve personal interaction-- to overcome resistance to learning and change.This book treats planning as the way for persons, organizations, and societies to learn their way into the future. It reveals the complex and unavoidable social psychological resistances to learning that must be overcome by competent citizenry in order to plan for the future. A viable ecology, Third World development, new-city building, democratic government in a turbulent society -- all depend on the anticipation of future conditions and on planning to meet these conditions.}, language = {en}, publisher = {Miles River Press}, author = {Michael, Donald N.}, year = {1997}, note = {Google-Books-ID: nJ2ePwAACAAJ}, keywords = {Social science}, } @article{moses_learning_2017, title = {Learning to {Make} {All} {Voices} {Count}: {Lessons} for {OGP}, donors, and practitioners}, copyright = {Attribution-NonCommercial-NoDerivs 2.0 UK: England \& Wales}, shorttitle = {Learning to {Make} {All} {Voices} {Count}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/13412}, abstract = {The Open Government Partnership (OGP), donors and multilaterals, and social accountability practitioners across the world are among various constituencies attempting to harness and actualise emerging insights about the nature of successful governance reform. But each of these groups faces challenges as they do so. This brief reviews the evidence from Learning to Make All Voices Count (L-MAVC), a programme funded by Making All Voices Count, and implemented in collaboration with Global Integrity. L-MAVC intended to support six Making All Voices Count grantees, working in five countries, in co-creating and applying a participatory, learning-centred, and adaptive approach to strengthening citizen engagement in governance processes in their contexts, including with respect to the Open Government Partnership (OGP). Two sets of lessons emerge from the experience of L-MAVC. First, supporting citizen engagement and government accountability in subnational contexts, and localising OGP in ways that matter to citizens, is not straightforward. Doing so successfully entails engaging with, navigating and shaping political and power dynamics in those contexts, and iteratively adapting to emerging lessons and challenges. Second, the effectiveness of adaptive ways of working depends in part on the extent to which they offer opportunities for cross-context peer learning, support the regular collection and use of data, and are themselves adaptive. These lessons have implications for the broader community of actors working to support governance reform, including OGP and its partners, donors and multilateral institutions, and practitioners and policy-makers. If these actors are to contribute more effectively to reforms that affect citizens’ lives, substantial changes – with respect to the nature of support provided to domestic stakeholders, grant-making practices, and practitioner approaches – may be warranted.}, language = {en}, urldate = {2018-03-23}, author = {Moses, Michael and Soal, Sue}, month = dec, year = {2017}, } @article{moses_learning_2017, title = {Learning to make all voices count: {Lessons} and reflection on localising the {Open} {Government} {Partnership}}, copyright = {Attribution-NonCommercial-NoDerivs 2.0 UK: England \& Wales}, shorttitle = {Learning to make all voices count}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/13351}, abstract = {This report reviews the evidence from Learning to Make All Voices Count (L-MAVC), a programme funded by Making All Voices Count and implemented in collaboration with Global Integrity. L-MAVC intended to support six Making All Voices Count grantees, working in five countries, in co-creating and applying a participatory, learning-centred, and adaptive approach to strengthening citizen engagement in governance processes in their contexts, including with respect to the Open Government Partnership (OGP). Two overarching sets of lessons emerge from the experiences of L-MAVC grantees. First, supporting citizen engagement and government accountability in subnational contexts, and localising the OGP in ways that matter to citizens, is not straightforward. Doing so successfully entails engaging with, navigating and shaping political and power dynamics in those contexts, and iteratively adapting to emerging lessons and challenges. Second, the effectiveness of adaptive ways of working depends in part on the extent to which they offer opportunities for cross-context peer learning, support the regular collection and use of data, and are themselves adaptive. These lessons have implications for the broader community of actors working to support governance reform, including the OGP and its partners, donors and multilateral institutions, and practitioners and policy-makers. The evidence from L-MAVC suggests that if these actors are to contribute more effectively to reforms that affect citizens’ lives, substantial changes – with respect to the nature of support provided to domestic stakeholders and to grant-making practices – may be warranted}, language = {en}, urldate = {2018-03-23}, author = {Moses, Michael}, year = {2017}, } @techreport{booth_learning_2018, address = {London}, title = {Learning to make a difference: {Christian} {Aid} {Ireland}’s adaptive programme management in governance, gender, peace building and human rights}, shorttitle = {Learning to make a difference}, url = {https://www.odi.org/publications/11191-learning-make-difference-christian-aid-ireland-s-adaptive-programme-management-governance-gender}, abstract = {This paper assesses the relevance of adaptive or trial-and-error approaches to the field of governance, peace building and human rights. Tackling the problems of poverty, vulnerability and exclusion that persist in parts of the world that continue to be affected by violence or political insecurity is difficult for several reasons. For one, because of the complexity of the prevailing social, economic and political systems, solutions to chronic problems are far from obvious. One response to this aspect of the challenge is adaptive programme design and management. This paper is the product of a multi-year collaboration between ODI and the core team of Christian Aid Ireland to assess the relevance of adaptive or trial-and-error approaches to the field of governance, peace building and human rights. It explains the basis on which Christian Aid Ireland’s current five-year programme has become committed to an adaptive approach. It then describes and seeks to draw lessons from the programme’s first year of experience, considering the possible implications for implementation over the coming years. The authors find that to get full benefits from the move to adaptive management, the new ways of working and their underlying principles will need to become more embedded in organisational practices and cultures.}, language = {en}, urldate = {2019-02-01}, institution = {ODI}, author = {Booth, David and Balfe, Karol and Gallagher, Róisín and Kilcullen, Gráinne and O'Boyle, Sarah and Tiernan, Alix}, month = sep, year = {2018}, } @article{haas_learning_1995, title = {Learning to {Learn}: {Improving} {International} {Governance}}, volume = {1}, issn = {1075-2846}, shorttitle = {Learning to {Learn}}, url = {http://www.jstor.org/stable/27800115}, doi = {10.2307/27800115}, number = {3}, urldate = {2017-08-15}, journal = {Global Governance}, author = {Haas, Peter M. and Haas, Ernst B.}, year = {1995}, pages = {255--284}, } @incollection{wrigley_learning_2008, title = {Learning to {Learn} {Collectively}}, volume = {33}, url = {http://gsbblogs.uct.ac.za/walterbaets/files/2009/09/CapacityandOL2.pdf}, abstract = {CABUNGO, a Malawian NGO, recently evaluated its own performance using the Most Significant Change approach. Rebecca Wrigley describes how, with the support of stakeholders,CABUNGO learned to improve its services.}, urldate = {2018-10-18}, booktitle = {Capacity}, author = {Wrigley, Rebecca}, month = apr, year = {2008}, pages = {13--13}, } @techreport{ramalingam_learning_2022, address = {London}, title = {Learning to change: {The} case for systemic learning strategies in the humanitarian sector}, shorttitle = {Learning to change}, url = {https://www.alnap.org/help-library/learning-to-change-the-case-for-systemic-learning-strategies-in-the-humanitarian-sector}, abstract = {This paper presents the case for systemic organisational change in the humanitarian system. The paper firstly shows that that organisational learning has tended to reinforce existing ways of working and has not been able to shift a culture that values action over reflection. As a result, the rest of the paper asks about the most significant changes in the humanitarian sector}, language = {en}, urldate = {2023-05-22}, institution = {ALNAP/ODI}, author = {Ramalingam, Ben and Mitchell, John}, year = {2022}, } @techreport{silva_villanueva_learning_2011, title = {Learning to {ADAPT}: monitoring and evaluation approaches in climate change adaptation and disaster risk reduction – challenges, gaps and ways forward}, copyright = {http://www.ids.ac.uk/files/dmfile/IDSOpenDocsStandardTermsOfUse.pdf}, shorttitle = {Learning to {ADAPT}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/2509}, abstract = {This working paper is a methodological contribution to the emerging debate on monitoring and evaluation (M\&E) in the context of climate change adaptationand disaster risk reduction. Effectively managing disaster risk is critical for adapting to the impacts of climate change, however disasters risk reduction M\&E practice may be limited in capturing progress towards adaptation. The unique nature of adaptation to climate change calls for experience-based learning M\&E processes for discovering the key insights into adaptive capacity and its links to adaptation processes, and to risk and vulnerability reduction at large. The ADAPT guiding principles and indicators set the foundations towards this end.}, language = {en}, number = {9}, urldate = {2018-08-22}, institution = {IDS}, author = {Silva Villanueva, Paula}, year = {2011}, } @techreport{fhi360_learning_2015, title = {Learning to {Adapt}: {Exploring} {Knowledge}, {Information} and {Data} for {Adaptive} {Programmes} and {Policies} - {Workshop} {Summary} {Report}}, shorttitle = {Learning to {Adapt}}, url = {https://usaidlearninglab.org/library/learning-adapt-exploring-knowledge%2C-information-and-data-adaptive-programmes-and-policies}, abstract = {Adaptive management is increasingly seen as critical capability for development programmes and policies that are more effective, efficient, relevant and sustainable. There is increasing recognition that such work requires significant changes to the organizational structures, management processes, accountability and performance cultures and indivi}, language = {und}, urldate = {2016-09-05}, institution = {IDS}, author = {fhi360}, month = nov, year = {2015}, } @techreport{ramalingam_learning_2016, title = {Learning to {Adapt}: {Building} {Adaptive} {Management} as a {Core} {Competency} in {Development} {Practice}}, url = {https://www.globalinnovationexchange.org/learning-adapt}, abstract = {Key messages 1. Development policies and programs increasingly operate in situations of high complexity and uncertainty. 2. There are growing efforts across the sector to design, plan and implement more adaptive responses that are more relevant and appropriate in such contexts 3. At the heart of effective adaptive programming is the capability to gather, interpret and use knowledge, information and data in real-time 4. Strengthening this capability requires a positive enabling environment—including tools and methods, structures and processes, leadership and management and culture and mindsets. 5. For adaptive development to succeed, there needs to be greater attention and investment in both knowledge, information and data systems and in appropriate enabling environments}, urldate = {2016-09-05}, institution = {Institute of Development Studies}, author = {Ramalingam, Ben}, month = may, year = {2016}, keywords = {IMPORTANT}, } @techreport{van_ongevalle_learning_2021, title = {Learning to adapt \& adapting to learn - {Using} elements of outcome mapping in the ‘{Resilient} {Adolescents} in the {Syria} {Crisis}’ programme}, url = {https://www.outcomemapping.ca/download/Outcome%20Mapping%20Learning%20Paper_SAP_02062021.pdf}, abstract = {This learning paper highlights how elements of outcome mapping were used by Save the Children Sweden in a project (2018-2020) that supports adolescents, affected by the Syria crisis, to become more resilient. The paper first outlines how the spheres of influence framework has been applied to develop an actor focused theory of change. It then describes how progress markers, as an alternative to SMART indicators, were formulated to monitor the programme’s results. The paper also outlines how long lists of progress markers were categorised in a more realistic and practical results framework. The paper then continues to elaborate how outcome journals, qualitative data analysis techniques and regular review meetings and reflection workshops were utilised for data collection, for collective learning among programme stakeholders and for informing planning and programme adjustment. Various practical guidelines and tips on how to implement elements of outcome mapping are provided. The final part of the paper explores to what extent outcome mapping was able to foster several key enablers of adaptive programme management and highlights some of the challenges that programme stakeholders faced. Practical recommendations towards the use of outcome mapping in future programmes are also proposed.}, urldate = {2022-09-30}, institution = {Save the Children}, author = {van Ongevalle, Jan and Kvintradze, Ana and Rennesson, Gaël and Miller, David}, month = jun, year = {2021}, } @misc{apgar_learning_2021, title = {Learning through and about {Contribution} {Analysis} for impact evaluation}, url = {https://www.ids.ac.uk/opinions/learning-through-and-about-contribution-analysis-for-impact-evaluation/}, abstract = {Over the past five years, colleagues from the Centre for Development Impact (CDI) – a joint initiative between the Institute of Development Studies, Itad and University of East Anglia – have been innovating with and learning how to use Contribution Analysis as an overarching approach to impact evaluation. In this blog series, we share our learning and insights, some of them in raw emergent form, highlight the complexities, nuances, excitements, and challenges of embracing new ways of doing impact evaluation. We begin this series by sharing ideas about ‘causal hotspots’ that first surfaced as ‘aha’ moments in our collaboration on the CDI short course Contribution Analysis for Impact Evaluation – the moments when we found the ways and words to better articulate our ideas and help people navigate the messy realities of theory-based evaluation.}, language = {en-US}, urldate = {2024-02-13}, journal = {Institute of Development Studies}, author = {Apgar, Marina and Ton, Giel}, month = sep, year = {2021}, } @techreport{mcgee_learning_2013, address = {Brighton}, title = {Learning study on 'the users' in {Technology} for {Transparency} and {Accountability} initiatives: {Assumptions} and realities}, institution = {IDS}, author = {McGee, Rosemary and Carlitz, Ruth}, month = oct, year = {2013}, } @techreport{callaghan_learning_2017, title = {Learning, monitoring and evaluating: achieving and measuring change in adaptive programmes}, url = {http://dfidlaser.org/wp-content/uploads/2017/07/Synthesis-paper-6-MEL-1-June-2017-FINAL.pdf}, urldate = {2017-09-13}, institution = {DFID-LASER Programme}, author = {Callaghan, Sarah and Plank, Georgia}, month = may, year = {2017}, } @misc{learning_lab_learning_2013, type = {Text}, title = {Learning {Lab} - {Collaborate}, {Learn} and {Adapt} for better development outcomes}, url = {https://usaidlearninglab.org}, abstract = {CLA is: a component of several missions' CDCSes. a conceptual framework for some principles and operational processes that can enable USAID to become a more effective learning organization and thereby a more effective development organization. an approach to facilitating local participation and capacity and promoting country-led development. For more information on CLA visit:}, language = {und}, urldate = {2016-08-05}, journal = {USAID}, author = {Learning Lab}, month = jan, year = {2013}, } @techreport{ornemark_learning_2016, title = {‘{Learning} journeys’ for adaptive management – {Where} does it take us?}, url = {https://documents1.worldbank.org/curated/en/616861606892138029/pdf/Learning-Journeys-for-Adaptive-Management-Where-does-it-Take-Us.pdf}, urldate = {2024-02-12}, institution = {Global Partnership for Social Accountability}, author = {Ørnemark, Charlotte}, month = mar, year = {2016}, keywords = {IMPORTANT}, } @article{darling_learning_2005, title = {Learning in the {Thick} of {It}}, issn = {0017-8012}, url = {https://hbr.org/2005/07/learning-in-the-thick-of-it}, abstract = {After-action reviews identify past mistakes but rarely enhance future performance. Companies wanting to fully exploit this tool should look to its master: the U.S. Army’s standing enemy brigade, where soldiers learn and improve even in the midst of battle.}, urldate = {2024-01-12}, journal = {Harvard Business Review}, author = {Darling, Marilyn and Parry, Charles and Moore, Joseph}, month = jul, year = {2005}, note = {Section: Meeting management}, keywords = {Aerospace sector, Corporate governance, Decision making and problem solving, Defense industry, Defense sector, Fabrication and manufacturing, Meeting management, Military, North America, Organizational culture, Presentation skills, Project management, Psychology, Telecom}, } @book{carlsson_learning_2000, title = {Learning in {Development} {Co}-operation}, isbn = {978-91-22-01896-4}, language = {en}, publisher = {Almqvist \& Wiksell International}, author = {Carlsson, Jerker and Wohlgemuth, Lennart}, year = {2000}, note = {Google-Books-ID: guMkAQAAIAAJ}, } @techreport{ramalingam_learning_2011, address = {London}, title = {Learning how to learn: eight lessons for impact evaluations that make a difference}, shorttitle = {Learning how to learn}, url = {http://www.odi.org/publications/5716-impact-evaluation-assessment-lesson-learning}, abstract = {This Background Note outlines key lessons on impact evaluations, utilisation-focused evaluations and evidence-based policy. While methodological pluralism is the key to effective impact evaluation in development, the focus here is on the factors that need to be considered for impact evaluations to be used in policy and practice – regardless of the method employed.}, urldate = {2016-03-24}, institution = {ODI}, author = {Ramalingam, Ben}, month = apr, year = {2011}, } @article{moses_learning_2017, title = {Learning how to go local: {Lessons} from six learning journeys for the {Open} {Government} {Partnership}}, copyright = {http://creativecommons.org/licenses/by-nc/4.0/}, shorttitle = {Learning how to go local}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/13411}, abstract = {This brief reviews the evidence from Learning to Make All Voices Count (L-MAVC), a programme funded by Making All Voices Count, and implemented in collaboration with Global Integrity. L-MAVC intended to support six Making All Voices Count grantees, working in five countries, in co-creating and applying a participatory, learning-centred, and adaptive approach to strengthening citizen engagement in governance processes in their contexts, including with respect to the Open Government Partnership (OGP). The evidence from L-MAVC suggests that supporting citizen engagement with, and use of, OGP, and improving the extent to which OGP commitments are shaped by and matter to citizens in subnational districts, is not straightforward. Findings suggest that efforts to broaden and deepen citizen engagement with OGP, including at subnational levels, may be more effective when combined with support that helps local OGP champions iteratively learn and adapt, and discover and apply localisation models that fit best in their contexts. OGP and its partners may strengthen the impact of the initiative, and indeed, the impact of those working to leverage OGP at and below country level, by making structured learning support more available to local reformers. Targeted advocacy, focused on institutionalising collaborative OGP processes, and on linking subnational action with National Action Plans (NAPs), may also be useful.}, language = {en}, urldate = {2018-03-23}, author = {Moses, Michael and Soal, Sue}, month = dec, year = {2017}, } @techreport{vahamaki_learning_2019, title = {Learning from {Results}-{Based} {Management} evaluations and reviews}, url = {https://www.oecd-ilibrary.org/development/learning-from-results-based-management-evaluations-and-reviews_3fda0081-en}, abstract = {What have we learned from implementing results-based management in development co-operation organisations? What progress and benefits can be seen? What are the main challenges and unintended consequences? Are there good practices to address these challenges? To respond to these questions this paper reviews and analyses the findings from various evaluations and reviews of results-based management systems conducted by members of the Development Assistance Committee (DAC), the OECD/DAC Results Community Secretariat and other bodies in the past four years (2015-2018). It also draws on emerging lessons from new methods for managing development co-operation results. This analytical work aims to: identify recent trends in results-based management, explore challenges faced by providers when developing their results approaches and systems, select good practices in responding to these challenges that can be useful for the OECD/DACResults Community, considering new approaches, new technologies and evolving contexts. This body of evidence will inform the development of a core set of generic guiding principles for results-based management in development co-operation.}, language = {en}, urldate = {2019-04-05}, institution = {OECD}, author = {Vähämäki, Janet and Verger, Chantal}, month = mar, year = {2019}, } @techreport{karki_learning_2022, address = {Brighton}, title = {Learning from {Life} {Story} {Collection} and {Analysis} {With} {Children} {Who} {Work} in the {Worst} {Forms} of {Child} {Labour} in {Nepal}}, copyright = {http://creativecommons.org/licenses/by/4.0/}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17740}, abstract = {The CLARISSA Nepal team collected and analysed 400 life stories of children and young people engaged in or affected by the worst forms of child labour (WFCL), particularly in the “Adult Entertainment” sector in Nepal, which includes children working in Dohoris (restaurants playing folk music), dance bars, spa-massage parlours, khaja ghars (tea/snack shop) and guest houses. Stories were also collected from children in CLARISSA’s focus neighbourhoods, children in this category include street connected children and those working in transportation, party palaces, domestic labour and construction sites. Of the 400 stories collected, 350 were collected by adult researchers and 50 were collected by children themselves.}, language = {en}, number = {2}, urldate = {2023-10-16}, institution = {Institute of Development Studies}, author = {Karki, Shanta and Apgar, Marina and Snijder, Mieke and Sharma, Ranjana}, month = oct, year = {2022}, note = {Accepted: 2022-11-04T12:22:13Z Publisher: Institute of Development Studies}, } @techreport{sayem_learning_2022, title = {Learning from {Life} {Story} {Collection} and {Analysis} with {Children} who {Work} in the {Leather} {Sector} in {Bangladesh}}, copyright = {http://creativecommons.org/licenses/by/4.0/}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17553}, abstract = {CLARISSA (Child Labour: Action-Research-Innovation in South and South-eastern Asia) is a participatory evidence and innovation generating programme. We are generating evidence on the drivers of the worst forms of child labour (WFCL) and exploring how to address them through participatory Action Research (PAR) with children and other stakeholders in the leather supply chain in Dhaka, Bangladesh. Our main intervention modality is Systemic Action Research (SAR) (Burns, 2007), of which life story collection and analysis (LSC\&A) is the first step in our participatory design that will inform child-led PAR groups which will become the engines of innovative responses to WFCL. The LSC\&A methodology is a storytelling and story listening methodology and was chosen because of the universal power of stories to make sense of complex realities and seek new futures. People across the world like to tell their stories; they like to feel listened to and they are interested in how their story connects and compares to others. By collecting and analysing stories from hundreds of children in WFCL we can visualise the bigger system that each individual story is connected to. We hypothesize that through engagement in the process of telling, listening, collecting, and analysing life stories, children engaged in harmful and hazardous work will use their understanding of systems dynamics to move into creating their own solutions to the drivers of WFCL. In 2021 in Bangladesh, we collected 405 life stories from children living in Hazaribagh, Hemayetpur, Lalbagh, and Bhairab in Dhaka, with more than one hundred of these stories collected by children themselves. Following the story collection and transcription, children were supported by the CLARISSA implementation team to collectively analyse the stories through identifying critical ‘factors’ (events which have causes and consequences) and understanding how they causally relate to each other. The analysis of the 405 life stories resulted in the development of large system maps that illustrate all the causal dynamics that underpin lived experiences of WFCL. Based on the systemic analysis process the children identified themes of the PAR to be set up in their localities. Our experience with the LSC\&A methodology is the first in the context of children in WFCL. The methodology has been used in one other project in Bangladesh to date. We therefore intentionally aimed to learn from the implementation process and to evaluate if and how the telling of, listening to, collecting and analysing of life stories is empowering and in turn whether it leads to increased ownership of the problems which motivates collective action (Burns, 2021). In this learning note we share our methodological learning and reflect on operational implications for designing and facilitating an LSC\&A process with children which we hope will support adaptation and use of the methodology by others working in participatory programming with children.}, language = {en}, urldate = {2024-02-16}, author = {Sayem, Mashrique and Paul, Sukanta and Apgar, Marina and Snijder, Mieke}, year = {2022}, note = {Accepted: 2022-07-21T08:43:41Z Publisher: Institute of Development Studies}, } @techreport{care_learning_2020, title = {Learning {From} {Failure} 2020 - {What} {CARE}’s evaluations tell us about how to improve our work}, url = {https://usaidlearninglab.org/lab-notes/fail-again-fail-better}, abstract = {“Ever failed. No matter. Try again. Fail again. Fail better.” --Samuel Beckett Here’s my favorite part of that quote: the ultimate goal is not a lack of failure; it’s better failures. That’s good news for CARE, because we just published round two of our Learning From Failure initiative, and…I know this will surprise everyone…we haven’t stopped failures yet. We do have some hopeful signs that we’re failing better; or at least, that we’re improving on some concrete weaknesses we identified in the first round. It’s an interesting process to launch the second phase of learning from failure. The first round, we didn’t know what we were going to find. We spent as much time talking about how it was the first-ever report of its kind as we did about the actual failures. Our case study admitted, “It's still very early to see specific development impacts.” Round two isn’t quite the same. It’s not new anymore, so there’s less excitement at having invented something. We’re not discovering data and themes for the first time. In a lot of ways, the stakes are higher. Round two of learning from failure becomes an exercise in continuous performance improvement, rather than a journey of discovery. If we don’t see improvements, we don’t have the excuse that it’s too early to tell. It also takes a sustained commitment. Launching an exploratory exercise at a small scale is easy, especially when no one quite knows what the answers will be. Pulling together a few pieces of content over a few months is pretty straightforward. It takes some staying power—and real support from leadership—to keep up the work over time, especially in the middle of a pandemic. That’s even more true once we’ve seen one round of results and had a chance to understand the work that it takes to improve.}, language = {en}, institution = {CARE}, author = {CARE}, year = {2020}, pages = {6}, } @techreport{valters_learning_2018, address = {London}, title = {Learning from adaptive programmes - 10 lessons and 10 case studies}, abstract = {Internal DFID document from the DevAdapt Programme. Based on another previous document (also internal).}, institution = {Overseas Development Institute}, author = {Valters, Craig}, month = oct, year = {2018}, } @article{suskevics_learning_2018, title = {Learning for social-ecological change: a qualitative review of outcomes across empirical literature in natural resource management}, volume = {61}, issn = {0964-0568, 1360-0559}, shorttitle = {Learning for social-ecological change}, url = {https://www.tandfonline.com/doi/full/10.1080/09640568.2017.1339594}, doi = {10.1080/09640568.2017.1339594}, language = {en}, number = {7}, urldate = {2019-05-02}, journal = {Journal of Environmental Planning and Management}, author = {Suškevičs, Monika and Hahn, Thomas and Rodela, Romina and Macura, Biljana and Pahl-Wostl, Claudia}, month = jun, year = {2018}, pages = {1085--1112}, } @techreport{brock_learning_2016, address = {Brighton}, title = {Learning for change in accountable governance programming}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/12196}, urldate = {2016-10-14}, institution = {IDS}, author = {Brock, Karen and Shutt, Cathy and Ashlin, Alison}, year = {2016}, keywords = {IMPORTANT}, } @techreport{downes_learning_2016, title = {Learning {Evaluation} {Theory}: {Brinkerhoff}’s {Success} {Case} {Method}}, url = {https://www.watershedlrs.com/hubfs/DOCUMENTS/Learning_Evaluation_Brinkerhoff_.pdf}, abstract = {Brinkerhoff’s model isn’t restricted to learning. It can be used to analyze any major business change, such as the purchase of new equipment or implementation of a new process. It’s based on the assumption that any initiative, no matter how successful or unsuccessful, will always include some success and some failure. It seeks to uncover the most impactful successes and failures of an initiative and then tell the stories behind them, backed by evidence. Your organization can use these stories to learn how to be more successful in the future.}, urldate = {2018-10-22}, institution = {Watershed}, author = {Downes, Andrew}, year = {2016}, pages = {4}, } @techreport{world_bank_learning_2015, address = {Washington DC}, title = {Learning and {Results} in {World} {Bank} {Operations}: {Toward} a {New} {Learning} {Strategy}}, shorttitle = {Learning and {Results} in {World} {Bank} {Operations}}, url = {http://ieg.worldbankgroup.org/evaluations/learning-results-wb-operations2}, abstract = {This report is the second in a program of evaluations that the Independent Evaluation Group (IEG) is conducting on the learning that takes place through World Bank projects. Learning and knowledge are treated as parts of a whole and are presumed to be mutually reinforcing.}, urldate = {2017-06-09}, institution = {IEG , The World Bank}, author = {World Bank}, year = {2015}, keywords = {IMPORTANT}, } @article{hulme_learning_1989, title = {Learning and not learning from experience in rural project planning}, volume = {9}, copyright = {Copyright © 1989 John Wiley \& Sons, Ltd.}, issn = {1099-162X}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/pad.4230090102}, doi = {10.1002/pad.4230090102}, abstract = {The theme of learning from experience as a means of improving the effectiveness of rural development projects and programmers has been common in recent years. Considerable effort has been put into refining, monitoring and evaluation systems to enhance organizational learning processes. However, an emphasis on normative approaches to evaluation and learning from experience has led to the neglect of research into the actual processes by which rural development agencies utilize experience. The case study presented here points to the shortcomings of such approaches and illustrates the partisan manner in which individuals and organizations treat the lessons of experience. Actively ‘not learning from experience’ is as much a part of organizational processes as learning from experience. This paper examines the implications of this finding and reviews alternative approaches to improving experiential learning in rural development activities. It is found that such a perspective does not generate the innocuous technical prescriptions characteristic of conventional approaches, but a number of useful directions for further research can be identified.}, language = {en}, number = {1}, urldate = {2023-09-29}, journal = {Public Administration and Development}, author = {Hulme, David}, year = {1989}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1002/pad.4230090102}, pages = {1--16}, } @book{dawson_learning_2014, title = {Learning and adapting: the use of monitoring and evaluation in countering violent extremism: a handbook for practitioners}, isbn = {978-0-85516-124-8}, shorttitle = {Learning and adapting}, url = {http://www.publicsafety.gc.ca/lbrr/archives/cnmcs-plcng/cn31896-eng.pdf}, abstract = {IN 2013, the Royal United Services Institute for Defence and Security Studies (RUSI) was awarded a grant under the Kanishka Project to develop a handbook for monitoring and evaluating counter violent extremism (CVE) policies and programmes. The aim of this handbook is to support CVE policy-makers and practitioners (those who design, manage and evaluate CVE programmes), by providing them with key terms regarding violent extremism and radicalisation, describing the purpose of evaluation, and providing examples of key methodologies they can employ to conduct monitoring and evaluation (M\&E) in this emerging policy field. The handbook will enable readers to understand why, when and how to conduct an evaluation of a CVE policy, programme or project. .}, language = {English}, urldate = {2019-09-17}, publisher = {Royal United Services Institute for Defence and Security Studies}, author = {Dawson, Laura and Edwards, Charlie and Jeffray, Calum and {Royal United Services Institute for Defence and Security Studies}}, year = {2014}, note = {OCLC: 1079851950}, } @misc{valters_learning_2016, title = {Learning and adaptation: 6 pitfalls to avoid}, shorttitle = {Learning and adaptation}, url = {https://www.devex.com/news/learning-and-adaptation-6-pitfalls-to-avoid-88032}, urldate = {2016-09-19}, journal = {Devex}, author = {Valters, Craig}, month = apr, year = {2016}, } @techreport{simister_learning_2020, title = {Learning and {Accountability}}, url = {https://www.intrac.org/wpcms/wp-content/uploads/2017/01/Learning-and-Accountability.pdf}, abstract = {Most people agree that monitoring and evaluation (M\&E) should be used for both learning and accountability. However, there is no consensus about which one is more important. The debate matters as there is sometimes tension between the two purposes. In the past there has often been a disconnect between M\&E and learning. Many M\&E systems are primarily designed to enable accountability to donors.}, urldate = {2023-01-24}, institution = {INTRAC}, author = {Simister, Nigel and Scholz, Vera}, year = {2020}, } @misc{mavc_learning_2014, title = {Learning, {Adaptation} \& {Change}: the future of {Making} {All} {Voices} {Count}}, url = {http://www.makingallvoicescount.org/news/learning-adaptation-change/}, abstract = {Learning, Adaptation \& Change: what Making All Voices Count has learned since September 2013 and how the programme will adapt and change in the future.}, language = {en-US}, urldate = {2018-07-27}, journal = {Making All Voices Count}, author = {MAVC}, month = aug, year = {2014}, } @techreport{barnett_learning_2013, address = {Brighton}, title = {Learning about {Theories} of {Change} for the {Monitoring} and {Evaluation} of {Research} {Uptake}}, copyright = {Readers are encouraged to quote and reproduce material from issues of Practice Papers In Briefs in their own publications. In return, IDS requests due acknowledgement and quotes to be referenced as above.}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/2995}, abstract = {This paper captures lessons from recent experiences on using ‘theories of change’ amongst organisations involved in the research–policy interface. The literature in this area highlights much of the complexity inherent in the policymaking process, as well as the challenges around finding meaningful ways to measure research uptake. As a tool, ‘theories of change’ offers much, but the paper argues that the very complexity and dynamism of the research-to-policy process means that any theory of change will be inadequate in this context. Therefore, rather than overcomplicating a static depiction of change at the start (to be evaluated at the end), incentives need to be in place to regularly collect evidence around the theory, test it periodically, and then reflect and reconsider its relevance and assumptions.}, language = {en}, number = {14}, urldate = {2021-12-20}, institution = {IDS}, author = {Barnett, Chris and Gregorowski, Robbie}, month = oct, year = {2013}, note = {Accepted: 2013-10-01T11:27:00Z}, } @techreport{berdou_learning_2011, title = {Learning about {New} {Technologies} and the {Changing} {Evidence} {Base} for {Social} {Science} {Research} and {Decision} {Making} in {International} {Development}}, url = {http://www.ids.ac.uk/publication/learning-about-new-technologies-and-the-changing-evidence-base-for-social-science-research-and-decision-making-in-international-development}, number = {4}, urldate = {2016-04-03}, institution = {IDS}, author = {Berdou, Evangelia}, month = jul, year = {2011}, } @techreport{laws_learnadapt_2021, address = {London}, title = {{LearnAdapt}: a synthesis of our work on adaptive programming with {DFID}/{FCDO} (2017–2020)}, url = {https://cdn.odi.org/media/documents/learnadapt_summary_note_2021.pdf}, abstract = {Key takeaways. • Development is not linear or straightforward, but rather complex, uncertain and context-specific. This calls for international development actors to work differently, in ways that are based on deliberate experimentation, learning and adaptation, to inform decisions and drive effective development. • Although it might go by different names, adaptive programming has been used in a variety of areas and fields in both the public and private sectors. Development practitioners have much to learn from and contribute to these different approaches and experiences. • Trust and relationship-building across all relevant stakeholders are among the most critical enabling factors for adaptive management. They are essential to give partners the space, autonomy and authority needed to try, test, reflect, iterate and feed back at the frontline of implementation, and to give donors the confidence that decisions are being made on the basis of evidence and learning to improve effectiveness. • There is an urgent need to rethink how accountability requirements, results frameworks, value for money considerations, performance markers, procurement and contracting mechanisms and other processes are understood and applied so that they are better aligned with and can support adaptive management more effectively. • The role of senior managers leading adaptive programmes from the donor side should be to create a space for experimentation and learning. Funders should hold their partners accountable for learning and how it feeds into effective programming, rather than for delivering on predetermined targets. • While formal guidance is important, leadership, champions, institutional incentives, a supportive management culture and appropriate mindsets are essential to encourage adaptive ways of working. • Adaptive management is resource-intensive. It requires skill, commitment, time for building trust and investments in learning. It is a journey, not an immediate destination – so it calls for patience, open-mindedness and a more nuanced approach to risk.}, urldate = {2021-08-05}, institution = {ODI}, author = {Laws, Ed and Pett, Jamie and Proud, Emma and Rocha Menocal, Alina}, month = mar, year = {2021}, } @techreport{learning_lab_learn_2016, address = {Washington DC}, title = {{LEARN} {Monitoring}, {Evaluation}, {Research}, and {Learning} {Plan}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/public_learn_merl_plan_update_20160922.pdf}, abstract = {LEARN and USAID/PPL are managing an area of work known as Evidence Base for Collaborating, Learning, and Adapting (EB4CLA). The purpose of this work is to answer key learning questions:}, urldate = {2016-09-23}, institution = {USAID}, author = {Learning Lab}, month = nov, year = {2016}, } @techreport{learning_lab_learn_2020, title = {{LEARN} {End} of {Contract} {Report}}, abstract = {In September of 2014, USAID’s Office of Learning, Evaluation \& Research (LER) awarded the Learning and Knowledge Management (LEARN) contract to Dexis Consulting Group and subcontractor RTI International.1 This document—the End of Contract Report—captures five and half years of results and reflections for our stakeholders. Our intention is to share the good and the bad, and while this report would not be considered a “tell all,” we think we have a story worth sharing, particularly to USAID CORs and AORs, activity managers, and other implementers of institutional support contracts.2 LEARN’s primary purpose was to support organizational change at USAID. More specifically, the contract was focused on helping USAID staff integrate collaborating, learning, and adapting (CLA) approaches into the design, implementation, monitoring, and evaluation of programs (what is known at USAID as the Program Cycle). It was clear that most USAID staff, whether they realized it or not, were already integrating CLA into their work to some extent. The focus of our efforts, therefore, was to make those practices more systematic, intentional, resourced, and ultimately more widespread throughout the Agency, which would have a ripple effect on implementing partners and even other stakeholders, such as host country governments. This was based on the theory—later borne out by evidence—that by becoming a better learning organization, USAID could be a more effective development organization. And that theory brought the USAID CLA team within USAID’s Bureau for Policy, Planning \& Learning (PPL) and LEARN contractors together, driven by a shared purpose of improving how USAID does business. LEARN was designed based on this belief and, as you might expect from a learning-oriented contract, began with more questions than answers. Primary among those questions was: could an institutional support contract do more than carry out requested services—could it actually accelerate positive organizational change at USAID? And if so, how and under what conditions?}, language = {en}, institution = {USAID}, author = {Learning Lab}, month = apr, year = {2020}, pages = {92}, } @book{gothelf_lean_2017, title = {Lean vs {Agile} vs {Design} {Thinking}: {What} you really need to know to build high-performing digital product teams}, isbn = {978-1-5411-4003-5}, shorttitle = {Lean vs {Agile} vs {Design} {Thinking}}, abstract = {As companies evolve to adopt, integrate and leverage software as the defining element of their success in the 21st century, a rash of processes and methodologies are vying for their product teams' attention. In the worst of cases, each discipline on these teams -- product management, design and software engineering -- learn a different model. This short, tactical book reconciles the perceived differences in Lean Startup, Design Thinking and Agile software development by focusing not on rituals and practices but on the values that underpin all 3 methods.}, language = {English}, publisher = {CreateSpace}, author = {Gothelf, Jeff}, month = jan, year = {2017}, } @book{kniberg_lean_2011, address = {Dallas, Tex}, edition = {1 edition}, title = {Lean from the {Trenches}: {Managing} {Large}-{Scale} {Projects} with {Kanban}}, isbn = {978-1-934356-85-2}, shorttitle = {Lean from the {Trenches}}, abstract = {You know the Agile and Lean development buzzwords, you've read the books. But when systems need a serious overhaul, you need to see how it works in real life, with real situations and people. Lean from the Trenches is all about actual practice. Every key point is illustrated with a photo or diagram, and anecdotes bring you inside the project as you discover why and how one organization modernized its workplace in record time.Lean from the Trenches is all about actual practice.Find out how the Swedish police combined XP, Scrum, and Kanban in a 60-person project. From start to finish, you'll see how to deliver a successful product using Lean principles. We start with an organization in desperate need of a new way of doing things and finish with a group of sixty, all working in sync to develop a scalable, complex system. You'll walk through the project step by step, from customer engagement, to the daily "cocktail party," version control, bug tracking, and release. In this honest look at what works--and what doesn't--you'll find out how to:Make quality everyone's business, not just the testers.Keep everyone moving in the same direction without micromanagement.Use simple and powerful metrics to aid in planning and process improvement.Balance between low-level feature focus and high-level system focus.You'll be ready to jump into the trenches and streamline your own development process.}, language = {English}, publisher = {Pragmatic Bookshelf}, author = {Kniberg, Henrik}, month = dec, year = {2011}, } @misc{acumen_lean_2018, title = {Lean {Data} {Approaches} to {Measure} {Social} {Impact}}, url = {https://plusacumen.novoed.com/#!/courses/lean-data-2018-2/flyer}, language = {en}, urldate = {2018-06-28}, journal = {NovoEd}, author = {ACUMEN}, year = {2018}, } @article{kail_leading_2010, title = {Leading in a {VUCA} {Environment}: {V} {Is} for {Volatility}}, issn = {0017-8012}, shorttitle = {Leading in a {VUCA} {Environment}}, url = {https://hbr.org/2010/11/leading-in-a-vuca-environment}, abstract = {This post is part of an HBR Spotlight examining leadership lessons from the military This is the first in a series on the four aspects of VUCA, a framework used by the U.S. military to describe the environment in terms of volatility, uncertainty, complexity, and ambiguity. Do challenges and opportunities that once took days or […]}, urldate = {2019-06-23}, journal = {Harvard Business Review}, author = {Kail, Col Eric G.}, month = nov, year = {2010}, keywords = {Leadership}, } @article{kail_leading_2010, title = {Leading in a {VUCA} {Environment}: {U} is for {Uncertainty}}, issn = {0017-8012}, shorttitle = {Leading in a {VUCA} {Environment}}, url = {https://hbr.org/2010/11/leading-in-a-vuca-environment-1}, abstract = {This post is part of an HBR Spotlight examining leadership lessons from the military. It’s the second in a series on the four aspects of VUCA, a framework used by the U.S. military to describe the environment in terms of volatility, uncertainty, complexity, and ambiguity. The frenetic pace of our environment, brought on by volatility, […]}, urldate = {2019-06-23}, journal = {Harvard Business Review}, author = {Kail, Col Eric G.}, month = nov, year = {2010}, keywords = {Leadership}, } @article{kail_leading_2010, title = {Leading {Effectively} in a {VUCA} {Environment}: {C} is for {Complexity}}, issn = {0017-8012}, shorttitle = {Leading {Effectively} in a {VUCA} {Environment}}, url = {https://hbr.org/2010/12/leading-effectively-in-a-vuca}, abstract = {This is the third in a series on the four aspects of VUCA, a framework used by the U.S. military to describe the environment in terms of volatility, uncertainty, complexity, and ambiguity. Our complex environment demands a perspective that goes beyond viewing threats and opportunities as collective; we must see them as interactive. Leading through […]}, urldate = {2019-06-23}, journal = {Harvard Business Review}, author = {Kail, Col Eric G.}, month = dec, year = {2010}, keywords = {Leadership, Leadership development}, } @article{kail_leading_2011, title = {Leading {Effectively} in a {VUCA} {Environment}: {A} is for {Ambiguity}}, issn = {0017-8012}, shorttitle = {Leading {Effectively} in a {VUCA} {Environment}}, url = {https://hbr.org/2011/01/leading-effectively-in-a-vuca-1}, abstract = {This is the last in a series on the four aspects of VUCA, a framework used by the U.S. military to describe the environment in terms of volatility, uncertainty, complexity, and ambiguity. Diversity and global reach introduce ambiguity to the environment; therefore opportunities and challenges must be appreciated from multiple aspects, not just our own […]}, urldate = {2019-06-23}, journal = {Harvard Business Review}, author = {Kail, Col Eric G.}, month = jan, year = {2011}, keywords = {Leadership, Leading teams}, } @article{berstein_leading_2016, title = {Leading {Change} {Through} {Adaptive} {Design}}, volume = {14}, url = {https://ssir.org/articles/entry/leading_change_through_adaptive_design}, abstract = {By integrating two practices\&\#8212;design thinking and adaptive leadership\&\#8212;social innovators can manage projects in a way that\&\#8217;s both creatively confident and relentlessly realistic.}, number = {1}, urldate = {2017-02-19}, journal = {Stanford Social Innovation Review}, author = {Berstein, Maya and Linsky, Marty}, year = {2016}, } @article{vogel_laying_2023, title = {Laying the {Foundations} for {Impact}: {Lessons} from the {GCRF} {Evaluation}}, volume = {35}, issn = {1743-9728}, shorttitle = {Laying the {Foundations} for {Impact}}, url = {https://doi.org/10.1057/s41287-023-00579-9}, doi = {10.1057/s41287-023-00579-9}, abstract = {Research for development (R4D) aims to make a tangible difference to development challenges, but these effects typically take years to emerge. Evaluation (especially impact evaluation) often takes place before there is evidence of development impact. In this paper, we focus on opportunities for assessing the potential for impact at earlier stages in the research and innovation process. We argue that such a focus can help research programme managers and evaluators learn about the pre-conditions for impact and adjust accordingly. Using the Global Challenges Research Fund (GCRF) as a large-scale case of R4D evaluation, we identify and explore some of the building blocks that can increase impact potential. Guided by GCRF’s theory of change, we explore emerging evidence that highlights the importance of ways of working that supports positioning for impact. We conclude by drawing out a unifying construct around standards of development excellence; to sit alongside notions of scientific excellence for research intended to have an impact. Standards can help programme managers, researchers and evaluators learn and adapt to increase the likelihood of impact.}, language = {en}, number = {2}, urldate = {2023-04-13}, journal = {The European Journal of Development Research}, author = {Vogel, Isabel and Barnett, Chris}, month = apr, year = {2023}, pages = {281--297}, } @techreport{laudes_foundation_laudes_2023, title = {Laudes {Rubrics} - {Measurement} and {Learning} {Approach}}, url = {https://www.laudesfoundation.org/grants/rubrics}, abstract = {How can we measure and learn when promoting systems change? It’s a challenge that has inspired Laudes Foundation to develop a rubrics-based methodology to help us, our partners and the wider field of philanthropy, understand our contribution to change, while learning and adapting to new and unforeseen circumstances. Change cannot be captured by numbers alone because metrics put the focus on what can be counted, not always what’s most important. Rubrics are a framework that set a standard for what ‘good’ looks like – and create a shared language for describing and assessing it using both quantitative and qualitative evidence. At Laudes Foundation, the rubrics are integrated into our grantmaking processes – from the design phase through to measurement, evaluation and learning. The four Laudes Foundation rubrics categories Laudes Foundation has developed 21 rubrics that work across different levels, from processes to long-term impact. When measuring a specific initiative, a smaller set of relevant rubrics are chosen and assessed on a rating scale from ‘harmful’ to ‘thrivable’. The 21 rubrics are categorised into four groups, with some natural overlap between categories B, C and D. Category A focuses on the process-related aspects of initiatives, including design, implementation, monitoring, communication and learning, and organisation and network effectiveness. Category B focuses on the early and later changes that need to happen to create the right conditions to achieve the 2025 outcomes. Category C captures the 2025 outcomes, focusing on how policymakers, financiers, business leaders, and workers and producers behave. Category D captures the 2030 impacts, describing the new reality created as a result of sustained efforts.}, language = {en}, urldate = {2023-06-14}, institution = {Laudes Foundation}, author = {Laudes Foundation}, year = {2023}, } @techreport{fowler_lasting_2023, address = {Washington DC}, title = {Lasting {Roots}: {Naatal} {Mbay} and the {Integrated} {Finance} {Model} in {Senegal}}, url = {https://agrilinks.org/post/lasting-roots-ex-post-study-senegal-naatal-mbay-and-integrated-finance-model}, abstract = {This report addresses the well-recognized evidence gap1 on the longer-term impacts created by marketdriven programming; specifically, programming influenced by market systems development (MSD) principles. It does so by presenting the findings of an ex-post study conducted three and a half years after the close of USAID’s Feed the Future Senegal Naatal Mbay Activity (hereafter Naatal Mbay) in 2019. It examines the scale and sustainability of changes resulting from Naatal Mbay’s introduction of an integrated finance model (IFM) – described in Error! Reference source not found. below – in the domestic rice sector. This study is one in a series of ex-post evaluations that are being conducted between 2023-2026 on USAID-funded MSD interventions around the world. This study focused on four questions, noted below in Figure 1. These were addressed using a mix of desk research, 122 key informant interviews with market actors and other stakeholders remotely and in Senegal, focus group discussions with 26 rice producers networks in Senegal, and a validation workshop with USAID/Senegal, implementing partner staff and market actors. Findings were analyzed leveraging the Disrupting System Dynamics (DSD) framework (see Figure 4 in the body of the report) as an analytical tool for understanding systems change.}, language = {en}, urldate = {2023-10-02}, institution = {USAID}, author = {Fowler, Ben and Courbois, Laura}, month = aug, year = {2023}, } @article{cundill_large-scale_2019, title = {Large-{Scale} {Transdisciplinary} {Collaboration} for {Adaptation} {Research}: {Challenges} and {Insights}}, volume = {3}, copyright = {© 2018 The Authors. Published by WILEY‐VCH Verlag GmbH \& Co. KGaA, Weinheim}, issn = {2056-6646}, shorttitle = {Large-{Scale} {Transdisciplinary} {Collaboration} for {Adaptation} {Research}}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/gch2.201700132}, doi = {10.1002/gch2.201700132}, abstract = {An increasing number of research programs seek to support adaptation to climate change through the engagement of large-scale transdisciplinary networks that span countries and continents. While transdisciplinary research processes have been a topic of reflection, practice, and refinement for some time, these trends now mean that the global change research community needs to reflect and learn how to pursue collaborative research on a large scale. This paper shares insights from a seven-year climate change adaptation research program that supports collaboration between more than 450 researchers and practitioners across four consortia and 17 countries. The experience confirms the importance of attention to careful design for transdisciplinary collaboration, but also highlights that this alone is not enough. The success of well-designed transdisciplinary research processes is also strongly influenced by relational and systemic features of collaborative relationships. Relational features include interpersonal trust, mutual respect, and leadership styles, while systemic features include legal partnership agreements, power asymmetries between partners, and institutional values and cultures. In the new arena of large-scale collaborative science efforts, enablers of transdisciplinary collaboration include dedicated project coordinators, leaders at multiple levels, and the availability of small amounts of flexible funds to enable nimble responses to opportunities and unexpected collaborations.}, language = {en}, number = {4}, urldate = {2019-05-02}, journal = {Global Challenges}, author = {Cundill, Georgina and Harvey, Blane and Tebboth, Mark and Cochrane, Logan and Currie‐Alder, Bruce and Vincent, Katharine and Lawn, Jon and Nicholls, Robert J. and Scodanibbio, Lucia and Prakash, Anjal and New, Mark and Wester, Philippus and Leone, Michele and Morchain, Daniel and Ludi, Eva and DeMaria‐Kinney, Jesse and Khan, Ahmed and Landry, Marie-Eve}, year = {2019}, keywords = {Climate change, collaboration, transdisciplinarity}, pages = {1700132}, } @article{head_large_2023, title = {Large language model applications for evaluation: {Opportunities} and ethical implications}, volume = {2023}, copyright = {© 2023 American Evaluation Association and Wiley Periodicals LLC.}, issn = {1534-875X}, shorttitle = {Large language model applications for evaluation}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20556}, doi = {10.1002/ev.20556}, abstract = {Large language models (LLMs) are a type of generative artificial intelligence (AI) designed to produce text-based content. LLMs use deep learning techniques and massively large data sets to understand, summarize, generate, and predict new text. LLMs caught the public eye in early 2023 when ChatGPT (the first consumer facing LLM) was released. LLM technologies are driven by recent advances in deep-learning AI techniques, where language models are trained on extremely large text data from the internet and then re-used for downstream tasks with limited fine-tuning required. They offer exciting opportunities for evaluators to automate and accelerate time-consuming tasks involving text analytics and text generation. We estimate that over two-thirds of evaluation tasks will be affected by LLMs in the next 5 years. Use-case examples include summarizing text data, extracting key information from text, analyzing and classifying text content, writing text, and translation. Despite the advances, the technologies pose significant challenges and risks. Because LLM technologies are generally trained on text from the internet, they tend to perpetuate biases (racism, sexism, ethnocentrism, and more) and exclusion of non-majority languages. Current tools like ChatGPT have not been specifically developed for monitoring, evaluation, research, and learning (MERL) purposes, possibly limiting their accuracy and usefulness for evaluation. In addition, technical limitations and challenges with bias can lead to real world harm. To overcome these technical challenges and ethical risks, the evaluation community will need to work collaboratively with the data science community to co-develop tools and processes and to ensure the application of quality and ethical standards.}, language = {en}, number = {178-179}, urldate = {2023-12-11}, journal = {New Directions for Evaluation}, author = {Head, Cari Beth and Jasper, Paul and McConnachie, Matthew and Raftree, Linda and Higdon, Grace}, year = {2023}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1002/ev.20556}, pages = {33--46}, } @techreport{learning_lab_landscape_2017, address = {Washington DC}, title = {Landscape {Analysis} of {Learing} {Agendas}: {USAID}/{Washington} and beyond}, url = {https://usaidlearninglab.org/library/literature-review-evidence-base-collaborating%2C-learning%2C-and-adapting}, abstract = {EXECUTIVE SUMMARY U.S. government agencies and development organizations around the world are increasingly recognizing and supporting learning activities— often informed by a learning agenda—as important tools for improving organizational effectiveness and efficiency. A learning agenda comprises a set of broad questions directly related to the work that an agency conducts; when answered, they enable the agency to work more effectively and efficiently, particularly pertaining to evaluation, evidence, and decisionmaking. This report surveys the landscape of learning agendas at USAID and beyond to inform the learning agenda initiative planned by the Office of Learning, Evaluation, and Research (LER) in the Bureau for Policy, Planning and Learning (PPL). Reporting on research conducted over a 6-month period (September 2016 to February 2017), this landscape analysis focuses on six documented, office-, bureau-, or initiative-wide learning agendas being used at USAID/Washington. It also considers 11 new or noteworthy learning initiatives at USAID and five learning efforts at other federal agencies. The research team interviewed 60 staff from 20 USAID offices and bureaus, as well as staff from five other federal agencies. (See Annexes 1 through IV for more information.) The team also convened two focus groups: one with staff in USAID/Washington who had recently returned from serving in Missions, and one with PPL staff who discussed that bureau’s learning activities. The report details the interviewees’ remarks on six topics:  Motivations behind their decisions to pursue a learning agenda, such as expectations of accountability, especially in response to leadership demands  The key benefits emerging from their learning agenda efforts, which have included identifying gaps in knowledge and evidence, and supporting other cultural and organizational change processes  The participatory and consultative strategies they used to engage with stakeholders, including engagement with Mission staff and inclusion of academics and outside experts  The learning activities and products related to their initiatives  Challenges and strategies on resources, dissemination, and utilization, including ways to update their learning agenda to ensure that it remains a “living document”  Recommendations they had for PPL and others considering embarking on a learning agenda initiative}, urldate = {2016-09-23}, institution = {USAID}, author = {Learning Lab}, month = mar, year = {2017}, } @techreport{anderson_lac_2019, type = {Text}, title = {{LAC} {MEL} {Specialists} {Use} {Peer} {Network} to {Improve} {Quality} and {Use} of {Evidence}}, url = {https://usaidlearninglab.org/library/lac-mel-specialists-use-peer-network-improve-quality-and-use-evidence}, abstract = {Based on consultations and stocktakings with LAC Missions, the LAC Bureau identified Mission Monitoring, Evaluation and Learning (MEL) Specialists as influential decision makers regarding data and evidence use. The LAC Bureau aims to improve the quality and use of evidence for decision making, and ultimately to improve development outcomes.}, language = {en}, urldate = {2020-02-14}, institution = {USAID}, author = {Anderson, Todd M and Prevatt, Amy}, month = aug, year = {2019}, } @techreport{usaid_knowledge_2023, address = {Washington DC}, title = {Knowledge {Retention} and {Transfer} ({KRT}) - {Model} overview presentation}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/version_2_cla_toolkit_staff_transitions_tool_20190613.pdf}, abstract = {What problem is the KRT model trying to solve? For workforces that experience continuous staff turnover, the lack of systematic knowledge transfer can often lead to: - Loss of programmatic momentum, - Duplication of efforts and frustration, and - Wasted time and resources. The Knowledge Retention and Transfer (KRT) model provides tools, processes, and practices to individuals, teams, offices, and organizations to improve knowledge handover, which in turn improves efficiency and programmatic and operational learning.}, urldate = {2023-10-26}, institution = {USAID}, author = {USAID}, month = jul, year = {2023}, } @techreport{usaid_knowledge_2019, address = {Washington DC}, title = {Knowledge {Retention} and {Transfer} ({KRT}) - {Model} and {Matsurity} {Matrix}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/version_2_cla_toolkit_staff_transitions_tool_20190613.pdf}, abstract = {The Maturity Matrix is not a standalone tool. It is one of the three major components of the KRT Model. The Maturity Matrix is meant to be used in conjunction with the KRT Toolkit and Implementation Plan.}, urldate = {2023-10-26}, institution = {USAID LEARN}, author = {USAID}, month = jun, year = {2019}, } @book{hildreth_knowledge_2003, address = {Hershey}, title = {Knowledge {Networks}: {Innovation} {Through} {Communities} of {Practice}}, isbn = {978-1-59140-200-8}, shorttitle = {Knowledge {Networks}}, abstract = {Knowledge Networks: Innovations Through Communities of Practice draws on the experience of people who have worked with CoPs in the real world and to present their combined wisdom in a form that is accessible to a wide audience. CoPs are examined from a practical, rather than a purely academic point of view. The book also examines the benefits that CoPs can bring to an organization, provides a number of case studies, lessons learned and sets of guidelines. It also looks at virtual CoPs and to the future by asking 'what next?' This book is a resource for all people who work with CoPs - both in academia and in the real world.}, language = {English}, publisher = {IGI Global}, editor = {Hildreth, Paul and Kimble, Chris}, month = jul, year = {2003}, } @article{ouriques_knowledge_2018, title = {Knowledge {Management} strategies and processes in {Agile} {Software} {Development}: a systematic literature review}, volume = {abs/1807.04962}, url = {https://arxiv.org/ftp/arxiv/papers/1807/1807.04962.pdf}, abstract = {Knowledge-intensive companies that adopt Agile Software Development (ASD) relay on efficient implementation of Knowledge Management (KM) strategies to promotes different Knowledge Processes (KPs) to gain competitive advantage. This study aims to}, language = {en}, urldate = {2018-12-19}, journal = {CoRR}, author = {Ouriques, Raquel Andrade Barros and Wnuk, Krzysztof and Gorschek, Tony and Svensson, Richard Berntsson}, year = {2018}, } @inproceedings{fischer_knowledge-based_1984, address = {Piscataway, NJ, USA}, series = {{ICSE} '84}, title = {Knowledge-based {Communication} {Processes} in {Software} {Engineering}}, isbn = {978-0-8186-0528-4}, url = {http://dl.acm.org/citation.cfm?id=800054.801993}, abstract = {A large number of problems to be solved with the help of computer systems are ill-structured. Their solution requires incremental design processes, because complete and stable specifications are net available. For tasks of this sort, life cycle models are inadequate. Our design methodology is based on a rapid prototyping approach which supports the coevolution of specification and implementation. Communication between customers, designers and implementors and communication between the humans and the knowledge base in which the emerging product is embedded are of crucial importance. Our work is centered around knowledge-based systems which enhance and support the communication needs in connection with software systems. Program documentation systems are used as an example to illustrate the relevance of knowledge-based human-computer communication in software engineering.}, urldate = {2016-08-10}, booktitle = {Proceedings of the 7th {International} {Conference} on {Software} {Engineering}}, publisher = {IEEE Press}, author = {Fischer, Gerhard and Schneider, Matthias}, year = {1984}, keywords = {Rapid prototyping, experimental programming environments, human-computer communication, incremental design, knowledge-based systems, program documentation, user interfaces}, pages = {358--368}, } @techreport{usaid_knowing_2019, address = {Washington DC}, title = {Knowing {When} to {Adapt} - {A} {Decision} {Tree}}, url = {https://usaidlearninglab.org/library/knowing-when-adapt-decision-tree}, abstract = {This job aid will help you determine how best to resolve a challenge/issue in programming. It is intended for use by USAID, partners, and others working in international development.}, language = {en}, urldate = {2019-03-28}, institution = {USAID LEARN}, author = {USAID}, month = mar, year = {2019}, } @techreport{roberts_key_2022, address = {Bern}, title = {Key {Issues} in {Digitalisation} and {Governance}}, copyright = {Reproduction, copy, transmission, or translation of any part of this publication may be made only under the following conditions: with the prior permission of the publisher; or with a licence from the Copyright Licensing Agency Ltd., 90 Tottenham Court Road, London W1P 9HE, UK, or from another national licensing agency; or • under the terms set out below. This publication is copyright, but may be reproduced by any method without fee for teaching or nonprofit purposes, but not for resale. Formal permission is required for all such uses, but normally will be granted immediately. For copying in any other circumstances, or for re-use in other publications, or for translation or adaptation, prior written permission must be obtained from the publisher and a fee may be payable.}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17557}, abstract = {Digitalisation is perhaps the most important strategic challenge that governance will face over the coming decade. The process is delivering digital dividends as well as new exclusions and injustices, with the rapid but uneven increase in access to mobile and internet technologies transforming how social and economic life takes place. This report highlights the key opportunities and challenges arising from digitalisation.}, language = {en}, urldate = {2023-06-22}, institution = {SDC}, author = {Roberts, Tony and Hernandez, Kevin and Faith, Becky and Prieto Martin, Pedro}, month = mar, year = {2022}, note = {Accepted: 2022-07-25T11:31:42Z Publisher: SDC Governance Network}, } @book{oreilly_key_2009, address = {London}, title = {Key {Concepts} in {Ethnography}}, publisher = {SAGE Publications}, author = {O'Reilly, Karen}, year = {2009}, } @techreport{benequista_kenyas_2014, address = {Nairobi}, title = {Kenya’s tech community will not save journalism}, url = {http://networkednews.org/wp-content/uploads/2014/01/NNL_briefing_note_1.pdf}, urldate = {2016-09-08}, institution = {Networked News Lab}, author = {Benequista, Nicholas}, month = jan, year = {2014}, } @article{punton_keeping_2020, title = {Keeping it {Real}: {Using} {Mechanisms} to {Promote} {Use} in the {Realist} {Evaluation} of the {Building} {Capacity} to {Use} {Research} {Evidence} {Program}}, volume = {2020}, issn = {1534-875X}, shorttitle = {Keeping it {Real}}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20427}, doi = {10.1002/ev.20427}, abstract = {This chapter explores the use of mechanisms within the realist evaluation of the Building Capacity to Use Research Evidence (BCURE) program, a £15.7 million initiative aiming to improve the use of evidence in decision-making in low and middle-income countries. The evaluation was commissioned to establish not just whether BCURE worked but also how and why capacity building can contribute to increased use of evidence in policymaking in the very different contexts in which the program operated. This chapter argues that using mechanisms helped provide nuanced and robust insights into these questions, while also strengthening the usefulness and policy relevance of the evaluation. Drawing primarily on qualitative data, including interviews with more than 500 stakeholders over 3 years, the evaluation explored the mechanisms that promote capacities to use evidence in decision-making, through developing and testing realist context-intervention-mechanism-outcome configurations (CIMOs). Uncovering the value of mechanisms for policy and program learning was not easy, and the chapter sets out some of the thorny challenges faced and how the BCURE evaluation navigated these. Ultimately, the use of mechanisms in the BCURE evaluation helped to generate practical and nuanced insights that fed directly into the design of a £17 million follow-up program. The seven mechanisms uncovered are continuing to inform our own and others’ work on institutional capacity change in a wide range of fields.}, language = {en}, number = {167}, urldate = {2021-02-18}, journal = {New Directions for Evaluation}, author = {Punton, Melanie and Vogel, Isabel}, year = {2020}, pages = {87--100}, } @article{collins_jumping_2009, title = {Jumping off {Arnstein}'s ladder: social learning as a new policy paradigm for climate change adaptation}, volume = {19}, copyright = {Copyright © 2009 John Wiley \& Sons, Ltd. and ERP Environment}, issn = {1756-9338}, shorttitle = {Jumping off {Arnstein}'s ladder}, url = {http://onlinelibrary.wiley.com/doi/abs/10.1002/eet.523}, doi = {10.1002/eet.523}, abstract = {Participation of citizens, groups, organizations and businesses is now an essential element to tackle climate change effectively at international, European Union, national and local levels. However, beyond the general imperative to participate, major policy bodies offer little guidance on what this entails. We suggest that the dominance of Arnstein's ladder of citizen participation in policy discourses constrains the ways we think about, and critically the purposes we ascribe to, participation in a climate change context. We suggest an alternative framing of climate change, where no single group has clear access to understanding the issue and its resolution. Thus adaptation is fundamentally dependent on new forms of learning. Drawing on experiences of social learning approaches to natural resource managing, we explore how a commitment to social learning more accurately embodies the new kinds of role, relationship, practice and sense of purpose required to progress adaptive climate change agendas and practices. Copyright © 2009 John Wiley \& Sons, Ltd and ERP Environment.}, language = {en}, number = {6}, urldate = {2019-05-02}, journal = {Environmental Policy and Governance}, author = {Collins, Kevin and Ison, Ray}, year = {2009}, keywords = {Arnstein's ladder, Climate change, Co-evolutionary adaptation, Natural resource management, Participation, Social learning}, pages = {358--373}, } @article{benequista_journalism_2015, title = {Journalism from the ‘{Silicon} {Savannah}’: {The} {Vexed} {Relationship} {Between} {Nairobi}’s {Newsmakers} and its {ICT4D} {Community}}, volume = {4}, copyright = {Authors who publish with this journal agree to the following terms: Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access ). All third-party images reproduced on this journal are shared under Educational Fair Use. For more information on Educational Fair Use , please see this useful checklist prepared by Columbia University Libraries . All copyright of third-party content posted here for research purposes belongs to its original owners. Unless otherwise stated all references to characters and comic art presented on this journal are ©, ® or ™ of their respective owners. No challenge to any owner’s rights is intended or should be inferred.}, issn = {2165-2627}, shorttitle = {Journalism from the ‘{Silicon} {Savannah}’}, url = {http://www.stabilityjournal.org/articles/10.5334/sta.fc/}, doi = {10.5334/sta.fc}, abstract = {During the course of a year-long knowledge exchange initiative called the Networked News Lab, a small group of Kenyan journalists and a PhD researcher from the London School of Economics and Political Science sought to identify opportunities for collaboration between newsmakers and practitioners from the field of information and communication technologies for development (ICT4D). In almost every instance, the project failed to promote cooperation between the two groups, though it succeeded in highlighting the fundamental issues that separate them. Drawing from interviews, project documents and participant observation, this chapter describes the incompatibilities between the two communities and what they suggest about current efforts to strengthen journalism in Africa through the application of ICTs.}, language = {en}, number = {1}, urldate = {2016-09-08}, journal = {Stability: International Journal of Security and Development}, author = {Benequista, Nicholas}, month = mar, year = {2015}, keywords = {ICT4D, ICTs, IMPORTANT, Journalism, Kenya, state-building}, } @techreport{koenig_joint_2019, address = {Brussels}, title = {Joint {Programming} in {Conflict}-{Affected} and {Fragile} {States}}, abstract = {On the Joint Programming Practices from the EU in fragile settings}, language = {en}, institution = {Joint Programming - EU}, author = {Koenig, Sibylle and Brusset, Emery}, year = {2019}, pages = {43}, } @incollection{kennedy_john_1962, address = {Washington DC}, title = {John {F}. {Kennedy} {Address} at {Rice} {University} on the {Space} {Effort}}, volume = {v. 1, 1962}, url = {https://www.govinfo.gov/app/details/PPP-1962-book1}, booktitle = {Public {Papers} of the {Presidents} of the {United} {States}}, publisher = {U.S. Government}, author = {Kennedy, John F.}, month = sep, year = {1962}, pages = {669--670}, } @misc{britt_iterative_2018, title = {Iterative {Design} and {Monitoring} for {Adaptive} {Management}: {How} {Causal} {Link} {Monitoring} can help}, url = {https://www.betterevaluation.org/en/blog/iterative-design-and-monitoring-adaptive-management-how-causal-link-monitoring-can-help}, abstract = {Development actors are embracing the concept and practice of adaptive management, using evidence to inform ongoing revisions throughout implementation. In this guest blog, Heather Britt, Richard Hummelbrunner and Jackie Greene discuss a practical approach that donors and partners can use to agree on what’s most important to monitor as a project continues to evolve.}, urldate = {2018-10-13}, journal = {Better Evaluation}, author = {Britt, Heather and Hummelbrunner, Richard and Green, Jackie}, month = sep, year = {2018}, } @article{larman_iterative_2003, title = {Iterative and incremental developments: {A} brief history}, volume = {36}, issn = {0018-9162}, doi = {10.1109/MC.2003.1204375}, abstract = {Although many view iterative and incremental development as a modern practice, its application dates as far back as the mid-1950s. Prominent software-engineering thought leaders from each succeeding decade supported IID practices, and many large projects used them successfully. These practices may have differed in their details, but all had a common theme-to avoid a single-pass sequential, document-driven, gated-step approach.}, number = {6}, journal = {Computer}, author = {Larman, Craig and Basili, Victor R.}, month = jun, year = {2003}, keywords = {Agile methods, Application software, Feedback, Government, History, Iterative and incremental developments, Iterative methods, Personnel, Programming, Radio access networks, Terminology, Testing, iterative enhancement, software engineering, software system}, pages = {47--56}, } @incollection{whaites_its_2015, title = {It's the politics! {Can} donors rise to the challenge?}, url = {http://www.oecd.org/dac/governance-peace/governance/governance-practitioners-notebook.htm}, abstract = {The Governance Practitioner’s Notebook takes an unusual approach for the OECD-DAC Network on Governance (GovNet). It brings together a collection of specially written notes aimed at those who work as governance practitioners within development agencies. It does so, however, without attempting to offer definitive guidance – instead aiming to stimulate thinking and debate. To aid this process the book is centred on a fictional Governance Adviser. The Notebook’s format provides space for experts to speak on today’s governance issues: politics, public sector reform and stakeholder engagement. It encourages debate, charts the evolution of donor thinking, and highlights future challenges in the age of the Sustainable Development Goals. Each section introduces both technical issues and major areas of debate, providing ideas for future development support to institutional reform.}, urldate = {2016-08-11}, booktitle = {A {Governance} {Practitioner}’s {Notebook}: {Alternative} {Ideas} and {Approaches}}, publisher = {OECD}, author = {Unsworth, Sue}, editor = {Whaites, Alan and Gonzalez, Eduardo and Fyson, Sara and Teskey, Graham}, month = nov, year = {2015}, keywords = {IMPORTANT}, } @techreport{pritchett_its_2013, address = {Washington DC}, title = {It's {All} {About} {MeE}: {Using} {Structured} {Experiential} {Learning} (“e”) to {Crawl} the {Design} {Space}}, shorttitle = {It's {All} {About} {MeE}}, url = {http://www.gsdrc.org/document-library/its-all-about-mee-using-structured-experiential-learning-e-to-crawl-the-design-space/}, abstract = {This paper argues that within-project variations in design can serve as their own counterfactual, reducing the incremental cost of evaluation and increasing the direct usefulness of evaluation to implementing agencies. It suggests combining monitoring (‘M’), structured experiential learning (‘e’), and evaluation (‘E’) so as to facilitate innovation and organisational capability building while also providing accountability …}, urldate = {2017-05-17}, institution = {Center for Global Development}, author = {Pritchett, Lant and Samji, Salimah and Hammer, Jeffrey}, month = apr, year = {2013}, } @article{edmondson_its_2017, title = {It’s {About} {Results} at {Scale}, {Not} {Collective} {Impact}}, url = {https://ssir.org/articles/entry/its_about_results_at_scale_not_collective_impact}, abstract = {Improving outcomes at scale requires a paradigm shift in how we work.}, urldate = {2017-11-03}, journal = {Stanford Social Innovation Review}, author = {Edmondson, Jeff and Santhosh-Kumar, Parvathi}, month = mar, year = {2017}, } @article{shaxson_is_2005, title = {Is your evidence robust enough? {Questions} for policy makers and practitioners}, volume = {1}, url = {http://www.cepa.lk/content_images/publications/documents/131-S-Shaxson-Evidence%20&%20Policy-Is%20your%20evidence%20robust%20enough.pdf}, doi = {10.1332/1744264052703177}, abstract = {This article examines the reasons we need evidence for policy, discusses where evidence is needed in the policy-making process, and the nature of the evidence base for strategy and policy. Working relationships between policy makers and their advisers are key: as policy makers come from a variety of backgrounds, developing a common language helps set discussions about the robustness of the evidence base on a sound footing. The article identifies five components of robustness, proposes a series of questions that could be used to address them and discusses the implications for the processes of policy making.}, number = {1}, journal = {Evidence \& Policy: A Journal of Research, Debate and Practice}, author = {Shaxson, Louise}, year = {2005}, pages = {101--112}, } @inproceedings{akkermans_is_2011, address = {Koblenz}, title = {Is ({Web}) {Science} {Ready} for {Empowerment}?}, author = {Akkermans, Hans and Gyan, Nana Baah and Bon, Anna and Tuyp, Wendelien and Grewal, Aman and Boyera, Stéphane and Allen, Mary}, month = jun, year = {2011}, } @misc{evans_is_2017, title = {Is there a new {Washington} {Consensus}? {An} analysis of five {World} {Development} {Reports}}, url = {http://oxfamblogs.org/fp2p/is-there-a-new-washington-consensus-an-analysis-of-five-world-development-reports/}, abstract = {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}, urldate = {2017-11-04}, journal = {From Poverty to Power}, author = {Evans, Alice}, month = nov, year = {2017}, } @article{lawson_is_2023, title = {Is the problem driven iterative adaptation approach ({PDIA}) a panacea for public financial management reform? {Evidence} from six {African} countries}, volume = {31}, issn = {2452-2929}, shorttitle = {Is the problem driven iterative adaptation approach ({PDIA}) a panacea for public financial management reform?}, url = {https://www.sciencedirect.com/science/article/pii/S2452292923000425}, doi = {10.1016/j.wdp.2023.100526}, abstract = {This article assesses the application of the problem driven iterative adaptation (PDIA) approach to public financial management reform in six African countries. It draws on primary data collected using a mix of interviews, overt participation observations and a short survey. PDIA responds to shortcomings in orthodox approaches to reform and technical assistance in developing countries. It stresses local solutions to local problems, achieved through experimentation and adaptation. The principles of PDIA are appealing, but its empirical assessment is in its infancy. This study aims to fill part of this gap. Findings show that PDIA delivers results in the short-term, particularly in cases where there is an influential authorising agent and dedicated team. Progress was less forthcoming for reforms that required high level political buy-in from senior officials. The approach does exceptionally well to develop staff capability, transferable skills, and local empowerment to solve local problems, thus potentially benefitting future reforms.}, urldate = {2023-11-10}, journal = {World Development Perspectives}, author = {Lawson, Andrew and Harris, Jamelia}, month = sep, year = {2023}, pages = {100526}, } @misc{omeally_is_2013, type = {Text}, title = {Is {It} {Time} for a {New} {Paradigm} for "{Citizen} {Engagement}"? {The} {Role} of {Context} and {What} the {Evidence} {Tells} {Us}}, shorttitle = {Is {It} {Time} for a {New} {Paradigm} for "{Citizen} {Engagement}"?}, url = {http://blogs.worldbank.org/publicsphere/it-time-new-paradigm-citizen-engagement-role-context-and-what-evidence-tells-us}, abstract = {The meteoric rise of "citizen engagement" Almost all development agencies promote some form of citizen engagement and accountability, often framed as 'voice', 'demand-side governance', 'demand for good governance' or 'social accountability'. The current World Bank president, Jim Yong Kim, recently put it that, "citizen voice can be pivotal in providing the demand-side pressure on government, service providers, and organizations such as the World Bank that is needed to encourage full and swift response to citizen needs". There has, in turn, been a mushrooming of useful operational guidance on different "tools" for social accountability - i.e. steps, inputs and methodologies - that guide discrete interventions, ranging from citizen score cards to participatory expenditure tracking. One might, however, be forgiven for thinking that some of the debates on citizen engagement need an injection of realism; especially as contextual factors can make or break a "tool's" implementation. A review of experience to date would be one good place to start.}, language = {en}, urldate = {2016-04-21}, journal = {People, Spaces, Deliberation}, author = {O'Meally, Simon}, month = apr, year = {2013}, } @techreport{piron_is_2016, address = {London}, type = {Discussion {Paper}}, title = {Is {DFID} {Getting} {Real} {About} {Politics}?{A} stocktake of how {DFID} has adopted a politically-informed approach (2010-2015)}, abstract = {1. Background This internal stocktake assesses whether DFID is “getting real about politics” - how it is taking power and politics into account in all its operations. Country Poverty Reduction Diagnostics undertaken by DFID teams identify politics as the most frequent barrier to poverty reduction and growth. The UK 2015 Aid Strategy has committed DFID to spending 50\% of Official Development Assistance (ODA) in fragile states. This requires a “patient, long-term approach” to addressing barriers to peace and stability which are fundamentally political, rather than purely financial or technical. The stocktake is based on three DFID offices case studies (Democratic Republic of the Congo, Pakistan and Malawi) as well as extensive internal and external consultations between June and December 2015. It provides illustrations of how DFID is evolving but does not systematically offer evidence of development impacts or non-country work, as this would have required a different methodology. 2. What does it mean to take politics into account? Politically-informed approaches are based on a large body of evidence that confirms the importance of institutions and politics for sustainable development. External assistance needs to support locally-led change. Success depends on timing, context, political processes and local actors. Desirable outcomes are hard to achieve and difficult to predict. Politically-informed approaches improve development effectiveness through:  The ‘what’: political goals, using development assistance to shift how power is distributed in the economy and society. The two main elements are: aiming for long term transformation of institutions; and supporting locally-led change processes more likely to be sustainable and successful: locallyowned (i.e. with local salience) and locally-negotiated.  The ‘how’: politically-smart methods, with greater realism and feasibility. The three main elements are: understanding power and politics in a specific context in order to identify opportunities and barriers for change; influencing and stakeholder management skills; and proactive risk management. To influence DFID operations, a politically-informed approach needs to be iterative, not one-off. The explicit understanding of context, whether formal setpiece studies or more routine analysis, should inform policy and programme decisions, from high level strategic choices, to day-to-day implementation, for both international policy and country support. This is a dynamic process: as the context evolves and lessons are learned about what works, analyses and decisions are updated. These are the principles behind the ‘flexible and adaptive’ agenda.}, language = {en}, institution = {DFID}, author = {Piron, Laure-Hélène and Baker, Aislin and Savage, Laura and Wiseman, Katie}, month = mar, year = {2016}, } @techreport{manuel_investment_2015, title = {Investment {Climate} {Reform}: {Doing} it {Differently}}, url = {http://www.laserdev.org/media/1117/laser-first-synthesis-paper-investment-climate-reform-doing-it-differently.pdf}, abstract = {LASER synthesis papers aim to help donors and other stakeholders better understand why and how to approach investment climate reform programming differently. The papers reflect emerging best practice and lessons learnt on what works and what does not work in doing development differently. The papers have been peer-reviewed by experts in the field including senior advisers at DFID, World Bank, IFC and the Donor Committee for Enterprise Development (amongst others). First synthesis paper - Investment climate reform: doing it differently June 2015 Drawing on our experience in taking a problem-focused approach to investment climate reform, we discuss in this peer-reviewed paper emerging lessons and reflections on what works, both in recent literature and in practical experience.}, urldate = {2017-08-14}, institution = {DFID-LASER Programme}, author = {Manuel, Clare}, month = may, year = {2015}, } @article{befani_introduction_2015, title = {Introduction - {Towards} {Systemic} {Approaches} to {Evaluation} and {Impact}}, volume = {46}, issn = {02655012}, url = {http://doi.wiley.com/10.1111/1759-5436.12116}, doi = {10.1111/1759-5436.12116}, language = {en}, number = {1}, urldate = {2016-03-23}, journal = {IDS Bulletin}, author = {Befani, Barbara and Ramalingam, Ben and Stern, Elliot}, month = jan, year = {2015}, pages = {1--6}, } @techreport{kim_introduction_1999, title = {Introduction to {Systems} {Thinking}}, language = {en}, institution = {Pegasus Communications}, author = {Kim, Daniel H}, year = {1999}, pages = {21}, } @techreport{savi_introduction_2015, address = {London}, title = {Introduction to {SAVI}'s way of working - {State} {Accountability} and {Voice} {Initiative} ({SAVI})}, url = {http://savi-nigeria.org/introduction-to-savis-way-of-working/}, abstract = {We are piloting a new approach to identifying and supporting our partners.  This breaks with convention in many ways in order to improve impact.  SAVI Approach Papers summarise key aspects of SAVI’s way of working. They explain what we do, and why – and link to relevant tools and frameworks. Our approach is summarized in...}, urldate = {2016-07-27}, institution = {DFID}, author = {SAVI}, year = {2015}, keywords = {Practice}, } @techreport{lacroix_introduction_2015, address = {Khulna, Bangladesh}, title = {Introduction to {Project} {Management} - {The} {Case} of {GIZ} {Projects}}, url = {https://ericpublications.files.wordpress.com/2015/08/20150225_project_management_course_notes.pdf}, abstract = {In this course, we will try to understand the complexity and the structure of the management of a development project implemented by the GIZ for the German Development cooperation. We will first define the frame of management and project to enter in the map of two logics. Then, we will overfly the 5 success factors of Capacity WORKS, with concrete examples in annexe. It will bring us to the monitoring, the standard processes in GIZ cooperation projects, the basic tools for project implementation and the evaluation. The team building will allow us to enter in a specific aspect of project management.}, language = {en}, urldate = {2023-10-17}, institution = {Khulna University}, author = {Lacroix, Eric J.}, month = feb, year = {2015}, pages = {58}, } @misc{international_futures_at_the_pardee_center_introduction_2016, title = {Introduction to {International} {Futures}}, url = {https://www.du.edu/ifs/help/intro/index.html}, abstract = {INTERNATIONAL FUTURES HELP SYSTEM Introduction to IFs Purposes Visual Representation of IFs Issues and Modules Quick Survey of IFs Issues and Modules IFs Background IFs Geographic Representation of the World IFs Time Horizon Instructional Use Acknowledgements Feedback Support for IFs Use Development Mode Features}, urldate = {2018-03-09}, journal = {International Futures Help System}, author = {International Futures at the Pardee Center}, year = {2016}, } @article{mcgee_introduction_2016, title = {Introduction: {Opening} {Governance} – {Change}, {Continuity} and {Conceptual} {Ambiguity}}, volume = {41}, issn = {02655012}, shorttitle = {Introduction}, url = {http://bulletin.ids.ac.uk/idsbo/article/view/32}, doi = {10.19088/1968-2016.103}, number = {1}, urldate = {2016-07-14}, journal = {IDS Bulletin}, author = {McGee, Rosie and Edwards, Duncan}, month = jan, year = {2016}, pages = {1--21}, } @article{gaventa_introduction_2010, title = {Introduction: {Making} change happen–citizen action and national policy reform}, shorttitle = {Introduction}, url = {http://r4d.dfid.gov.uk/pdf/outputs/centreoncitizenship/1052734655-gaventa_etal.2010-making.pdf}, urldate = {2016-09-29}, journal = {Citizen Action and National Policy Reform. London: Zed Books}, author = {Gaventa, John and McGee, Rosemary}, year = {2010}, pages = {1--43}, } @article{joshi_introduction_2014, title = {Introduction - {Localising} {Governance}: {An} {Outlook} on {Research} and {Policy}}, volume = {45}, issn = {02655012}, shorttitle = {Introduction - {Localising} {Governance}}, url = {http://doi.wiley.com/10.1111/1759-5436.12099}, doi = {10.1111/1759-5436.12099}, language = {en}, number = {5}, urldate = {2016-04-21}, journal = {IDS Bulletin}, author = {Joshi, Anuradha and Schultze-Kraft, Markus}, month = sep, year = {2014}, pages = {1--8}, } @misc{salib_introducing_2023, title = {Introducing the {CLA} {Maturity} {Tool} for {Implementing} {Partners}}, url = {https://socialimpact.com/introducing-the-cla-maturity-tool-for-implementing-partners/}, abstract = {On December 13, 2022, Social Impact hosted a webinar in our Evidence for Impact series, "Strengthen Your Team's CLA Practices: Introducing the CLA Maturity Tool for USAID Implementers." Through the session, we shared more about the origin and history of the USAID tool upon which this version is based, why and how we updated}, language = {en-US}, urldate = {2023-03-20}, journal = {Social Impact}, author = {Salib, Monalisa and Ziegler, Jessica}, month = jan, year = {2023}, note = {Section: Uncategorized}, } @techreport{cuellar_introduccion_2014, title = {Introducción a {Capacity} {WORKS} + {Proyectos} de {Cambio} - {Informe}}, url = {https://www.gizprevenir.com/documentos/informe-del-taller-cw-pc.pdf}, urldate = {2019-11-20}, institution = {GIZ}, author = {Cuéllar, Daniel}, year = {2014}, } @book{chambers_into_2014, address = {Rugby}, title = {Into the unknown: explorations in development practice}, isbn = {978-1-85339-823-0}, shorttitle = {Into the {Unknown}}, abstract = {Into the Unknown reflects on the journey of learning, and encourages readers to learn from observation, curiosity, critical feedback, play and fun. This book will be of interest to development professionals, including academics, students, NGO workers and the staff of international agencies}, language = {English}, publisher = {Practical Action Publishing}, author = {Chambers, Robert}, month = apr, year = {2014}, } @misc{prieto_martin_interview_2017, title = {Interview protocol: {Most} significant turning points}, url = {https://www.academia.edu/34704208}, abstract = {This interview protocol was used for a research project on adaptiveness in technology for governance initiatives in Kenya. For more information, please read the research report at: Prieto Martin, P.; Hernandez, K.; Faith, B. and Ramalingam, B. (2017) Doing Digital Development Differently: Lessons in adaptive management from technology for governance initiatives in Kenya, MAVC Research Report, Brighton: Institute of Development Studies, ids.ac.uk/project/making-all-voices-count}, urldate = {2017-09-28}, publisher = {Institute of Development Studies}, author = {Prieto Martin, Pedro and Faith, Becky}, month = oct, year = {2017}, keywords = {IMPORTANT}, } @phdthesis{bon_intervention_2020, title = {Intervention or {Collaboration}? {Redesigning} {Information} and {Communication} {Technologies} for {Development}.}, shorttitle = {Intervention or {Collaboration}?}, abstract = {How can we design and build digital technologies to support people in poor and low resource environments to achieve their objectives? And how can we do this inclusively and ethically, while considering the complexity of their living and working environments? This is the central question in my research. One of the grand challenges of international development cooperation is to make digital technologies available for social and economic development of poor regions of the world. To achieve this goal – often referred to as ICT4D – knowledge and technologies are transferred from wealthy countries to poor regions. Nevertheless, these efforts have often turned out unsuccessful and unsustainable, despite large budgets and numerous projects in prestigious international development programs. Mismatch between the transferred technologies and the target environment is a recurrent problem of ICT4D projects. Improvement can be achieved, for example, by involving end-users in the design process. International development organizations are aware of this, and terms like "co-creation", "participation" and "user-oriented design" have nowadays become part of the international development discourse. However, real co-creation and user-centered design are incompatible with unidirectional transfer of technologies and knowledge (this is how ICT4D is commonly organized, in conventional international development). Moreover, the term participation becomes meaningless, in the light of externally formulated development goals. One key question to ask is: what do the envisaged users want? Remarkably, many ICT4D projects, programs and policies do not really ask and (field) investigate this question, which can only be answered by extensive research on-the-ground. This thesis describes the search for and the design of an alternative approach to ICT4D. Ten years of field and action research with partners in Mali, Burkina Faso, and Ghana have led to a collaborative, iterative and adaptive approach, dubbed "ICT4D 3.0". What is novel of this alternative approach and how does it answer the central question? First of all, ICT4D 3.0 is a practical approach for critical investigation and action. It consists of a reconfigurable framework that guides the design and development of information systems, bridging the knowledge gap between developers and users to unlock and integrate different domains of (global, local, indigenous, academic, nonacademic) knowledge. It targets complex, resource-constrained environments where many (for the ICT developers and researchers) unfamiliar conditions or obstacles may exist. It fosters innovative capacity and learning in action, bringing together people with different backgrounds and perspectives in trans-disciplinary and multicultural teams. It is socio-technical, result-oriented, focused on the objectives of the stakeholders and the requirements of their livelihoods. This approach has been validated in various different contexts, by users, ICT developers, practitioners and students. Second, ICT4D 3.0 contributes to a theoretical understanding of ICT4D as a process of networked innovation in complex (adaptive) systems. The underlying idea is that knowledge sharing and diffusion of innovations are complex (non-linear) dynamic processes that evolve and propagate through social networks in rather unpredictable ways, whereby innovation works out differently, depending on context, and whereby contextual (e.g. social, cultural, environmental, political) factors play an important role, and have to be considered. This theoretical framework explains the effectiveness of a collaborative, iterative, adaptive approach in ICT4D. Third, ICT4D 3.0 is built on ethical principles. When reflecting on the meaning and purpose of digital development, it is clear that digital development is not only a question of technology and practice, and collaboration is more than a prerequisite for successful technological innovation and long-term sustainability: collaboration is a fundamental human, ethical value. Therefore, as a reflective practitioner, one has to ask oneself whose interests one is actually looking after, which goals one is trying to achieve, where they come from, how power and political issues play a role and which core values are at stake. This makes ICT4D 3.0 into a democratic process of dialogue and deliberation, in which all voices are heard, in which the local context and complexity are central and in which development goals are determined by the users themselves and not imposed from outside. In this light, the approach proposed in this thesis takes a value position and can be considered a decolonial approach, striving for democracy, emancipation, autonomy and social and economic betterment. Field experience shows that ICT4D can be a meaningful, collaborative, networked process of knowledge sharing, driven by local initiatives, realizing change for the better, in a complex world.}, author = {Bon, Anna}, month = dec, year = {2020}, doi = {10.26481/dis.20201215ab}, } @misc{hussey_international_2020, title = {International {Public} {Participation} {Models} 1969-2020}, url = {https://www.bangthetable.com/blog/international-public-participation-models/}, abstract = {International Public Participation Models 1969 – 2020 provides an essential resource of 60 different models to better map public participation in practice and theory.}, language = {en}, urldate = {2020-09-04}, journal = {Bang The Table}, author = {Hussey, Sally}, month = aug, year = {2020}, } @book{black_international_2015, title = {International {Development} - {Illusions} and {Realities}}, isbn = {978-1-78026-239-0}, abstract = {Part of the popular, reissued NoNonsense series from New Internationalist'Development' is often misunderstood and can embrace everything from building a large dam to planting trees. The idea can often mask confusion, contradiction, deceit and corruption. This book is essential reading for anyone wanting to know what development actually is. It covers all the key themes and critically suggests ways to bring the poor and marginalised into the process.}, language = {English}, publisher = {New Internationalist}, author = {Black, Maggie}, month = sep, year = {2015}, } @article{butler_integrating_2015, title = {Integrating {Top}-{Down} and {Bottom}-{Up} {Adaptation} {Planning} to {Build} {Adaptive} {Capacity}: {A} {Structured} {Learning} {Approach}}, volume = {43}, issn = {0892-0753}, shorttitle = {Integrating {Top}-{Down} and {Bottom}-{Up} {Adaptation} {Planning} to {Build} {Adaptive} {Capacity}}, url = {https://doi.org/10.1080/08920753.2015.1046802}, doi = {10.1080/08920753.2015.1046802}, abstract = {Climate adaptation planning provides an opportunity to enhance the adaptive capacity of stakeholders across multiple levels. However, reviews of standard top-down and bottom-up approaches indicate that the value of multistakeholder involvement is not fully recognized or incorporated into guidelines. Focusing on provinces in Indonesia and Papua New Guinea within the Coral Triangle region, we present a novel integrated top-down and bottom-up planning approach. Based on Participatory Systemic Inquiry the process involves three stages of workshops intentionally designed to promote social learning, knowledge exchange, empowerment and social networks among multilevel stakeholders. Stage 1 workshops engage government, nongovernment and science stakeholders at the provincial level to analyze sub-districts' vulnerability and design appropriate adaptation strategies. Stage 2 engages local government, non-government and community stakeholders within vulnerable sub-districts identified in Stage 1. Stage 3 combines Stage 1 and 2 stakeholders to refine adaptation strategies and design action plans for sub-districts. Evaluation demonstrated that different stakeholder groups' perceptions of community adaptation needs varied significantly, justifying the approach. In terms of adaptive capacity, the primary outcome for all stakeholder groups was innovative ideas, suggesting that social learning and knowledge exchange had occurred. Empowerment was a secondary outcome. We discuss how the approach could be further refined.}, number = {4}, urldate = {2019-05-02}, journal = {Coastal Management}, author = {Butler, J. R. A. and Wise, R. M. and Skewes, T. D. and Bohensky, E. L. and Peterson, N. and Suadnya, W. and Yanuartati, Y. and Handayani, T. and Habibi, P. and Puspadi, K. and Bou, N. and Vaghelo, D. and Rochester, W.}, month = jul, year = {2015}, keywords = {Climate change, Coral Triangle, Evaluation, Social learning, knowledge cultures}, pages = {346--364}, } @article{reis_integrating_2015, title = {Integrating modelling and smart sensors for environmental and human health}, volume = {74}, issn = {1364-8152}, url = {http://www.sciencedirect.com/science/article/pii/S136481521500167X}, doi = {10.1016/j.envsoft.2015.06.003}, abstract = {Sensors are becoming ubiquitous in everyday life, generating data at an unprecedented rate and scale. However, models that assess impacts of human activities on environmental and human health, have typically been developed in contexts where data scarcity is the norm. Models are essential tools to understand processes, identify relationships, associations and causality, formalize stakeholder mental models, and to quantify the effects of prevention and interventions. They can help to explain data, as well as inform the deployment and location of sensors by identifying hotspots and areas of interest where data collection may achieve the best results. We identify a paradigm shift in how the integration of models and sensors can contribute to harnessing ‘Big Data’ and, more importantly, make the vital step from ‘Big Data’ to ‘Big Information’. In this paper, we illustrate current developments and identify key research needs using human and environmental health challenges as an example.}, urldate = {2019-05-03}, journal = {Environmental Modelling \& Software}, author = {Reis, Stefan and Seto, Edmund and Northcross, Amanda and Quinn, Nigel W. T. and Convertino, Matteo and Jones, Rod L. and Maier, Holger R. and Schlink, Uwe and Steinle, Susanne and Vieno, Massimo and Wimberly, Michael C.}, month = dec, year = {2015}, keywords = {Big data, Environmental health, Environmental sensors, Integrated modelling, Population health}, pages = {238--246}, } @techreport{johnson_integrating_2022, address = {Washington DC}, title = {Integrating {Local} {Knowledge} in {Development} {Programming}}, abstract = {The objective of this report, Integrating Local Knowledge in Development Programming is to share knowledge of how development donors and implementing organizations leverage local knowledge to inform programming. In a recent speech at Georgetown University, United States Agency for International Development (USAID) Administrator Samantha Power said, “As Americans with a fraught history living up to our own values, we’ve got to approach this work with intention and humility. But the entire development community needs to interrogate the traditional power dynamics of donor-driven development and look for ways to amplify the local voices of those who too often have been left out of the conversation.” To that end, USAID’s Agency Knowledge Management and Organizational Learning (KMOL) function facilitated conversations with multilateral and bilateral donors and local organizations to understand how organizations define, utilize, and incorporate local knowledge into their programmatic and operational activities. Using qualitative tools to gather data for this report, the research team explored five overarching themes: 1. Local Knowledge Nomenclature and Definitions 2. Best Practices 3. Outcomes 4. Ethics and Power Dynamics 5. Challenges}, language = {en}, institution = {USAID}, author = {Johnson, Madelyn and Maunder, Ishan and Pinga, Andie}, month = jul, year = {2022}, } @techreport{gomez_integrating_2017, address = {Washington DC}, title = {Integrating {Livelihood} and {Conservation} {Goals}: {A} retrospective {Analysis} of {World} {Bank} {Projects}}, abstract = {Using a database of World Bank project evaluations, E3/FAB’s new study called “Integrating Livelihood and Conservation Goals: A Retrospective Analysis of World Bank Projects” aims to contribute to building the evidence base around the integration of biodiversity conservation and livelihood goals.}, language = {en}, institution = {USAID}, author = {Gómez, Andrés and Price, Claire}, month = jan, year = {2017}, pages = {24}, } @techreport{swaminathan_integrating_2018, address = {Washington DC}, type = {Case {Example}}, title = {Integrating {Food} {Security} and {Wild} {Caught} {Fisheries} {Management} in {USAID} {Programming}. {Illustrative} situation {Model} and {Results} {Chain}}, abstract = {Integrating Food Security and Wild Caught Fisheries Management in USAID Programming is an illustrative case example that demonstrates how two adaptive management programming tools—situation models and results chains—can help USAID staff and its partners to better design and implement activities that integrate food security, nutrition, and sustainable management of wild fisheries.}, language = {en}, institution = {USAID}, author = {Swaminathan, Vinaya and Best, Barbara and Ajroud, Brittany}, month = sep, year = {2018}, pages = {18}, } @article{tran_integrating_2019, title = {Integrating farmers’ adaptive knowledge into flood management and adaptation policies in the {Vietnamese} {Mekong} {Delta}: {A} social learning perspective}, volume = {55}, issn = {0959-3780}, shorttitle = {Integrating farmers’ adaptive knowledge into flood management and adaptation policies in the {Vietnamese} {Mekong} {Delta}}, url = {http://www.sciencedirect.com/science/article/pii/S0959378018305569}, doi = {10.1016/j.gloenvcha.2019.02.004}, abstract = {Flood management and adaptation are important elements in sustaining farming production in the Vietnamese Mekong Delta (VMD). While over the past decades hydraulic development introduced by the central government has substantially benefited the rural economy, it has simultaneously caused multiple barriers to rural adaptation. We investigate the relational practices (i.e., learning interactions) taking place within and across the flood management and adaptation boundaries from the perspective of social learning. We explore whether and how adaptive knowledge (i.e., experimental and experiential knowledge) derived from farmers’ everyday adaptation practices contributes to local flood management and adaptation policies in the selected areas. We collected data through nine focus groups with farmers and thirty-three interviews with government officials, environmental scientists, and farmers. Qualitative analysis suggests that such processes are largely shaped by the institutional context where the boundary is embedded. This study found that while the highly bureaucratic operation of flood management creates constraints for feedback, the more informal arrangements set in place at the local level provide flexible platforms conducive to open communication, collaborative learning, and exchange of knowledge among the different actors. This study highlights the pivotal role of shadow systems that provide space for establishing and maintaining informal interactions and relationships between social actors (e.g., interactions between farmers and extension officials) in stimulating and influencing, from the bottom-up, the emergence of adaptive knowledge about flood management and adaptation in a local context.}, urldate = {2019-05-02}, journal = {Global Environmental Change}, author = {Tran, Thong Anh and Rodela, Romina}, month = mar, year = {2019}, keywords = {Adaptation, Flood management, Knowledge brokers, Mekong Delta, Shadow systems, Social learning, Vietnamese}, pages = {84--96}, } @article{brinkerhoff_integrating_1989, title = {Integrating blueprint and process: {A} structured flexibility approach to development management}, volume = {9}, issn = {1099-162X}, shorttitle = {Integrating blueprint and process}, url = {http://onlinelibrary.wiley.com/doi/10.1002/pad.4230090503/abstract}, doi = {10.1002/pad.4230090503}, abstract = {Managing socio-economic development according to highly detailed pre-implementation plans rigidly applied has not had a high degree of success in generating sustained progress in the world's poorer nations. At the other end of the spectrum is the process approach that avoids specifying targets in advance, and concentrates upon building problem-solving capacity among the people involved. Many international donor and developing country agencies favour the blueprint model, despite its performance weaknesses, for its control and specificity. The process approach is limited by its lack of fit with agency procedures and incentives. This article discusses a structured flexibility approach to development management that integrates the blueprint model's planned structuring of action with the process model's flexibility and iterative learning orientation. This blend provides the basis for the programmatic and financial accountability required to obtain support from donor and developing country bureaucracies, and facilitates adaptive management to deal with uncertain and changing task environments. Case examples from the Caribbean, Portugal, and Pakistan illustrate the application of the structured flexibility approach.}, language = {en}, number = {5}, urldate = {2018-02-20}, journal = {Public Administration and Development}, author = {Brinkerhoff, Derick W. and Ingle, Marcus D.}, month = nov, year = {1989}, keywords = {IMPORTANT}, pages = {487--503}, } @techreport{ang_integrating_2019, title = {Integrating {Big} {Data} and {Thick} {Data} to {Transform} {Public} {Services} {Delivery}}, abstract = {This report explains how public organizations can combine big data and thick data to transform public services delivery—a strategy called mixed analytics. Governments can greatly enhance the value of big data by combining it with “thick” data—rich qualitative information about users, such as their values, goals, and consumption behavior, obtained by observing or interacting with them in their daily lives. Big data holds great promise for improving public services delivery and innovation in government, but they are not a panacea . Having lots of data can be overwhelming or have little utility if the data are “thin”—that is, they lack meaning for users or fail to capture issues that matter most . By yielding insights into what citizens really care about and how they consume services, thick data can inform both the collection and analysis of big data. This report introduces the concept of “mixed analytics,” integrating big data and thick data to transform government decision making, public services delivery, and communication. The report presents three case studies of organizations that employ mixed analytics at the international, federal, and city level, respectively. Together, this research offers a set of transferable lessons for agencies at all levels of government: Lesson 1: Big data is a means to an end, rather than an end. Lesson 2: Thick data can identify unexpected problems or previously unexpressed needs. Lesson 3: Thick data can inform the analysis of big data. Lesson 4: Mixed analytics can offer both scale and depth. Lesson 5: Applying technology is a social activity, not an isolated technical task. Lesson 6: The best solutions are not always high-tech. The report concludes with five actionable recommendations for public managers. Make data and technology relevant to the people who use it. Leverage thick data at appropriate stages of the problem-solving process. Build an interdisciplinary team of quantitative and qualitative experts who work closely with stakeholders. Combine big and thick data to improve communication Improve government agencies’ knowledge of mixed research methods. This report builds on multiple past IBM Center reports about how government can leverage data and analytics to improve decisions, including Data-Driven Government: The Role of Chief Data Officers, by Jane Wiseman; Ten Actions to Implement Big Data Initiatives: A Study of 65 Cities, by Alfred Ho and Bo McCall, and Realizing The Promise of Big Data, by Kevin DeSouza. The report also complements several chapters that assess the past and potential use of data across the public sector in our recent book, Government For The Future: Reflection and Vision For Tomorrow’s Leaders. At a time when the US and other governments continue to enhance their use of data as a strategic asset for transformation, we hope that Professor Ang’s report provides useful insights for government managers and stakeholders.}, language = {en}, institution = {IBM Center for The Business of Government}, author = {Ang, Yuen Yuen}, year = {2019}, pages = {47}, } @techreport{frazer_integrated_2022, address = {Research Triangle Park, NC}, title = {Integrated {Governance}: {Achieving} {Governance} {Results} and {Contributing} to {Sector} {Outcomes}}, shorttitle = {Integrated {Governance}}, url = {https://www.rti.org/rti-press-publication/integrated-governance}, abstract = {Achieving broad-based socio-economic development requires interventions that bridge disciplines, strategies, and stakeholders. Effective sustained progress requires more than simply an accumulation of sector projects, and poverty reduction, individual wellbeing, community development, and societal advancement do not fall neatly into sectoral categories. However, researchers and practitioners recognize key operational challenges to achieving effective integration that stem from the structures and processes associated with the current practice of international development. Integration calls for the intentional linking of intervention designs, implementation, and evaluation across sectors and disciplines to achieve mutually reinforcing outcomes. In this report, we summarize the results of a study we conducted to explore the challenges facing governance programs that integrate with sector interventions to achieve governance outcomes and contribute to sector outcomes. Through a review of policy documents and project reports from recent integrated governance programs and interviews with donor and practitioner staff, we found three integrated governance programming variants, an emphasis on citizen and government collaboration to improve service delivery, interventions that serve as the glue between sectors, and a balancing act for indicators to measure contribution to sectoral outcomes. Our analysis identified four key success factors: contextual readiness, the application of learning and adapting approaches, donor support, and recognition of the limitations of integrated governance. We then discuss recommendations and implications and for answering the challenge of integrating governance and sector programming to achieve development outcomes.}, language = {en}, number = {RR-0046-2205}, urldate = {2022-07-01}, institution = {RTI Press}, author = {Frazer, Sarah and Granius, Mark and Brinkerhoff, Derick W. and McGregor, Lisa}, month = may, year = {2022}, doi = {10.3768/rtipress.2022.rr.0046.2205}, } @misc{better_evaluation_institutional_nodate, title = {Institutional {Histories}}, url = {https://www.betterevaluation.org/en/plan/approach/institutional_histories}, abstract = {An institutional history (IH) is a narrative that records key points about how institutional arrangements – new ways of working – have evolved over time and have created and contributed to more effective ways to achieve project or programme goals. An IH is generated and recorded in a collaborative way by scientists, farmers and other stakeholders. A key intention behind institutional histories is to introduce institutional factors into the legitimate narrative of success and failure in research organizations. Histories can be written by using interviews and ‘writeshops’ to construct a timeline, gain a clear understanding of roles and relationships, enquire into what triggers successful innovations and reflect on failures. Lessons drawn from this analysis can be used to improve performance. The dialogue that is promoted between the actors during the preparation of institutional histories can promote learning and capacity building.}, urldate = {2018-10-18}, journal = {Better Evaluation}, author = {Better Evaluation}, } @techreport{bain_institutional_2015, address = {Washington DC}, title = {Institutional {Change}, {Political} {Economy}, and {State} {Capabilities} : {Learning} from {Edo} {State}, {Nigeria}}, url = {https://openknowledge.worldbank.org/handle/10986/22379}, abstract = {This paper is one of a series aimed at deepening the World Bank’s capacity to follow through on commitments made in response to the World Development Report (WDR) 2011, which gave renewed prominence to the nexus between conflict, security, and development. Nigeria is a remarkable illustration of how deeply intractable the cycle of poverty, conflict, and fragility can become when tied to the ferocious battles associated with the political economy of oil. This paper places the corpus of analytic and programmatic work concerning institutional reform in conversation with a now substantial body of work on resource politics and most especially, the debate over the politico-institutional character (sometimes called political settlements or pacting arrangements associated with the order of power) and reform landscape of the petro-state. Recent institution reform policy writing appears to have little to say about the political and economic conditions in which crises and institutional disjunctures may authorize, and thereby enable, agents to embark on institutional reforms. The authors focus on Edo state for two reasons. First, it does not on its face appear to be an obvious location in which to explore a reform experience, given its entanglement in the Niger Delta conflict and the maladies typically associated with state fragility. Second, Edo is of interest also because of the changes that its experience is contributing to the World Bank country team’s effort to engage operationally across all its instruments with the political economy of institutional reform in Nigeria, its largest client country in Africa.}, urldate = {2018-01-17}, institution = {World Bank}, author = {Bain, Katherine and Porter, Doug and Watts, Michael}, year = {2015}, } @techreport{olivan_cortes_instituicoes_2020, address = {Andorra}, title = {Instituições que aprendem - {Relatório} para a {XXVII} {Cimeira} {Ibero}-{Americana} de {Chefes} de {Estado} e de {Governo}}, url = {https://modelohip.net/wp-content/uploads/2021/02/SEGIB-Institui_oes-que-aprendem_PT.pdf}, abstract = {A pandemia da Covid-19 surgiu de súbito num momento de transição para as instituições e organizações sociais de meio mundo. Antes ainda de se ter ultrapassado a crise de confiança da última década entre os cidadãos e os governos, num momento de grande impulso das iniciativas de governo aberto e de planos de inovação e transformação digital para tornar mais democráticas e eficientes as administrações através de programas políticos encaminhados para configurar um novo contrato social, verde e digital no quadro da Agenda 2030, o coronavírus provocou um choque histórico alterando o curso do século XXI e exigindo uma aceleração de todos os processos em andamento. A complexidade e dimensão da pandemia revelou a necessidade de arquiteturas institucionais mais flexíveis, ágeis e resilientes, capazes de incorporar toda a energia civil para aprenderem com o seu talento e criatividade, dando maior protagonismo à cidadania (ativistas, empreendedores, tecido associativo, academia, makers…) não só na tomada de decisões mas também na configuração e implementação das estratégias. À medida que se afastava do centro a milhões de empregados para teletrabalhar a partir de casa, tornou-se mais poderosa a ideia de pensar nas organizações como fluxos que excedem os organigramas estáticos de lugares e pessoas. Transformar as hierarquias em redes, concebê-las como corpos sociais dinâmicos, não só alarga o seu raio de ação e conectividade externa, mas também reativa as suas forças internas, aflora as lideranças ocultas, multiplica o valor social produzido e maximiza o uso eficiente dos recursos numa época de limitações. Os laboratórios de inovação pública, social ou cidadã, ou laboratórios de governo, a par de outras formas de inovação aberta e configuração social, reivindicam-se como projetos inspiradores de uma mudança de paradigma: de instituições que ordenam para instituições que aprendem. Pensar nas organizações sob a ótica da ciência das redes e da ética dos rizomas – nós, ligações, hubs, comunidades… – deverá permitir-nos uma aproximação à complexa e subtil tarefa de configurar os ecossistemas de inovação e criatividade no âmbito público e social. Este relatório propõe um modelo denominado Hexágono da Inovação Pública (HIP) que promove uma transformação sistémica através de seis vetores (OPEN\_ aberto, TRANS\_ transversal, FAST\_ rápido, PROTO\_ modelado, CO\_ colaborativo e TEC\_ tecnológico) baseados nas propriedades das redes e na análise de 105 metodologias usadas pelas agências mais inovadoras do mundo. Incluem-se uma ferramenta de autodiagnóstico e o HIP-SIM, uma primeira aproximação a um software aberto para visualizar, modelar e simular a criação de ecossistemas inovadores com o qual queremos favorecer a comunidade e o debate internacional.}, urldate = {2021-05-07}, institution = {XXVII Cimeira Ibero-Americana}, author = {Oliván Cortés, Raúl}, month = dec, year = {2020}, } @techreport{olivan_cortes_instituciones_2020, address = {Andorra}, title = {Instituciones que aprenden - {Informe} para la {XXVII} {Cumbre} {Iberoamericana} de {Jefes} y {Jefas} de {Estado} y de {Gobierno}}, url = {https://modelohip.net/wp-content/uploads/2021/02/SEGIB-Instituciones-que-aprenden_ES.pdf}, abstract = {La pandemia de la Covid-19 ha brotado súbitamente en un momento de transición para las instituciones y organizaciones sociales de medio mundo. Cuando aún no se había superado la crisis de confianza de la última década entre los ciudadanos y los gobiernos, en un momento de gran impulso de las iniciativas de gobierno abierto, planes de innovación y transformación digital, para hacer más democráticas y eficientes las administraciones a través de programas políticos encaminados a configurar un nuevo contrato social, verde y digital en el marco de la Agenda 2030; el coronavirus ha provocado un shock histórico alterando el decurso del siglo XXI y exigiendo una aceleración de todos los procesos en marcha. La complejidad y dimensión de la pandemia ha puesto de manifiesto la necesidad de arquitecturas institucionales más flexibles, ágiles y resilientes, que sean capaces de incorporar toda la energía civil para aprender de su talento y creatividad, dándole mayor protagonismo a la ciudadanía (activistas, emprendedores, tejido asociativo, academia, makers…) no solo en la toma de decisiones sino también en el diseño e implementación de las estrategias. Conforme se centrifugaba a millones de empleados a teletrabajar desde sus casas, se hacía más poderosa la idea de pensar las organizaciones como flujos más allá de los organigramas estáticos de lugares y personas. Transformar las jerarquías en redes, concebirlas como cuerpos sociales dinámicos, no solo amplía su radio de acción y su conectividad exterior, también reactiva sus fortalezas internas, aflora los liderazgos ocultos, multiplica el valor social producido y maximiza el uso eficiente de los recursos en una época de limitaciones. Los laboratorios de innovación pública, social o ciudadana, o laboratorios de gobierno, junto a otras formas de innovación abierta y diseño social, se reivindican como proyectos inspiradores de un cambio de paradigma: de las instituciones que ordenan a las instituciones que aprenden. Pensar las organizaciones bajo el prisma de la ciencia de redes y la ética de los rizomas –nodos, enlaces, hubs, comunidades…– nos debería permitir una aproximación a la compleja y escurridiza tarea de configurar los ecosistemas de innovación y creatividad en el ámbito de lo público y lo social. Este informe propone un modelo denominado Hexágono de la Innovación Pública (HIP) que promueve un cambio sistémico a través de seis vectores (OPEN\_ abierto, TRANS\_ transversal, FAST\_ ágil, PROTO\_ modelado, CO\_ colaborativo y TEC\_ tecnológico) basados en las propiedades de las redes y en el análisis de 105 metodologías que usan las agencias más innovadoras del mundo. Se incluyen una herramienta de autodiagnóstico y el HIP-SIM, una primera aproximación a un software abierto para visualizar, modelar y simular la creación de ecosistemas innovadores con el que queremos propiciar una comunidad y un debate internacional.}, urldate = {2021-05-07}, institution = {XXVII Cumbre Iberoamericana}, author = {Oliván Cortés, Raúl}, month = dec, year = {2020}, } @techreport{guijt_inspiring_2020, address = {London}, title = {Inspiring {Radically} {Better} {Futures} - {Evidence} and {Hope} for {Impact} at {Scale} in a {Time} of {Crisis}}, abstract = {The world faces converging crises of health, climate, gender and racial injustice and extreme economic inequality. The calls are mounting to ‘build back better’ to create more inclusive, caring and environmentally sustainable futures. But what evidence exists that this is possible? The Inspiring Better Futures case study series investigates whether radical change at scale is possible and how it was achieved. This paper synthesises 18 cases which show that people are already successfully building better futures, benefitting millions of people, even against the odds in some of the world’s toughest contexts in lower-income countries. Together they offer hope that transformative change and radically better futures after the pandemic are within reach.}, language = {en}, institution = {Oxfam}, author = {Guijt, Irene and Mayne, Ruth}, month = oct, year = {2020}, pages = {53}, } @techreport{clark_insights_2023, address = {Brighton}, title = {Insights for {Influence}: {Understanding} {Impact} {Pathways} in {Crisis} {Response}}, copyright = {This report is distribued under the terms of the Creative Commons Attribution 4.0 International licence (CC BY), which permits unrestricted use, reproduction or distribution in any medium, provided the original authors and sources are credited and any modifications or adaptations are indicated.}, shorttitle = {Insights for {Influence}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/18172}, abstract = {The Covid-19 Responses for Equity (CORE) programme was a three-year initiative funded by the Canadian International Development Research Centre (IDRC) that brought together 20 projects from across the global South to understand the socioeconomic impacts of the Covid-19 pandemic, improve existing responses, and generate better policy options for recovery. The research covered 42 countries across Africa, Asia, Latin America, and the Middle East to understand the ways in which the pandemic affected the most vulnerable people and regions, and deepened existing vulnerabilities. Research projects covered a broad range of themes, including macroeconomic policies for support and recovery; supporting essential economic activity and protecting informal businesses, small producers, and women workers; and promoting democratic governance to strengthen accountability, social inclusion, and civil engagement. The Institute of Development Studies (IDS) provided knowledge translation (KT) support to CORE research partners to maximise the learning generated across the research portfolio and deepen engagement with governments, civil society, and the scientific community. As part of this support, the IDS KT team worked with CORE project teams to reconstruct and reflect on their impact pathways to facilitate South-South knowledge exchange on effective strategies for research impact, and share learning on how the CORE cohort has influenced policy and delivered change. This report presents an overview of these impact pathways and the lessons learnt from a selection of the projects chosen to represent the diversity of approaches to engage policymakers, civil society, and the media to generate and share evidence of the effect of the pandemic on diverse vulnerable groups.}, language = {en}, urldate = {2023-11-13}, institution = {Institute of Development Studies}, author = {Clark, Louise and Carpenter, Jo and Taylor, Joe}, month = nov, year = {2023}, note = {Accepted: 2023-11-10T12:56:06Z Publisher: Institute of Development Studies}, } @book{tendler_inside_1975, address = {Baltimore; London}, title = {Inside {Foreign} {Aid}}, isbn = {978-0-8018-2016-8}, abstract = {A classic, important study in the anthropology of development, grounded in the author's own work within USAID, and analysis of the organizational and institutional pressures that constrain and shape development agency employees' cognition and action.}, language = {English}, publisher = {The Johns Hopkins University Press}, author = {Tendler, Judith}, year = {1975}, keywords = {IMPORTANT}, } @misc{vester_innovative_2023, title = {Innovative {M}\&{E} from the {Sandbox} and beyond}, url = {https://medium.com/@undp.innovation/innovative-m-e-from-the-sandbox-and-beyond-9234d0977796}, abstract = {In this blog we are sharing a digest of some of the many useful and innovative monitoring, evaluation and learning resources and efforts that have come through the M\&E Sandbox in 2022. A lot of these resources have been shared by our community in response to the overwhelmingly positive feedback from the launch of the Sandbox (please keep them coming!). We hope you find it useful. We have grouped these efforts and resources under six broad questions: - How do we measure systems transformation? - How do we know if we are on track? - How do we rethink complexity and independence in evaluation? - Why, how and for whom do we measure? - How do we generate insights and learn? - How do we make decisions and adapt?}, language = {en}, urldate = {2023-01-24}, journal = {Medium}, author = {Vester, Søren and Tran, Samuel}, month = jan, year = {2023}, } @incollection{ramalingam_innovations_2009, address = {London}, title = {Innovations in international humanitarian action}, url = {https://www.alnap.org/system/files/content/resource/files/main/alnap-rha-2009.pdf}, urldate = {2021-03-04}, booktitle = {8th review of humanitarian action}, publisher = {ALNAP}, author = {Ramalingam, Ben and Scriven, Kim and Foley, Conor}, year = {2009}, } @techreport{puttick_innovation_2014, address = {London}, title = {Innovation teams and labs. {A} {Practice} {Guide}}, url = {http://states-of-change.org/assets/downloads/innovation_teams_and_labs_a_practice_guide.pdf}, urldate = {2018-10-03}, institution = {Nesta}, author = {Puttick, Ruth}, year = {2014}, } @book{steps_centre_innovation_2010, title = {Innovation, {Sustainability}, {Development}: {A} {New} {Manifesto}}, copyright = {http://creativecommons.org/licenses/by-nc-nd/3.0/}, shorttitle = {Innovation, {Sustainability}, {Development}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/2446}, abstract = {Our Manifesto project publication is available in print, on CD or to view online. Innovation, Sustainability, Development: A New Manifesto recommends new ways of linking science and innovation to development for a more sustainable, equitable and resilient future. The multimedia version, with added audio, video and background documents, is available on CD and online.}, language = {en}, urldate = {2018-05-14}, publisher = {STEPS Centre}, author = {STEPS Centre}, year = {2010}, } @incollection{gray_innovation_2018, title = {Innovation lifecycle and the missing middle}, url = {https://practicalactionpublishing.com/book/1325/managing-humanitarian-innovation}, urldate = {2018-04-26}, booktitle = {Managing {Humanitarian} {Innovation} - {The} cutting edge of aid}, publisher = {Practical Action Publishing}, author = {Gray, Ian and McClure, Dan}, editor = {James, Eric and Taylor, Abigail}, month = jan, year = {2018}, doi = {10.3362/9781780449531.006}, pages = {51--60}, } @techreport{vogel_innovation_2017, type = {Workshop report}, title = {Innovation in development: {Sharing} learning, improving impact}, url = {https://assets.publishing.service.gov.uk/media/5f022002d3bf7f7691f44c3b/Innovation_in_development_Learning_Event_workshop_report.pdf}, urldate = {2023-01-11}, institution = {Ideas to Impact / IMC Worldwide}, author = {Vogel, Isabel and Minkley, Gabrielle and Chowdhury, Sajid}, month = feb, year = {2017}, } @misc{better_evaluation_innovation_nodate, title = {Innovation {History}}, url = {https://www.betterevaluation.org/en/plan/approach/innovation_history}, abstract = {Preparing an ‘innovation history’ is an option for recording and reflecting on an innovation process. People who have been involved in the innovation jointly construct a detailed written account (sometimes referred to as a ‘learning history’) based on their recollections and on available documents. The process of preparing this history stimulates discussion, reflection and learning among stakeholders. Subsequent planning drawing on the innovation history, can (i) build on the lessons learned, (ii) inform a shared vision, (iii) act as a catalyst for change and (iv) improve future performance. An innovation history is developed in stages. Based on the initial detailed account of the innovation process, more concise informational products can be prepared that summarize the innovation process for internal use. Products designed for wider dissemination of findings can help external parties build upon and expand their knowledge and understanding about how innovations are brought about. Such products may include public awareness materials, policy briefs and articles in professional journals. They may be based on the study of an individual case or on reviews that compare and contrast experiences across several cases. Innovation histories are underpinned by two sets of concepts that guide data gathering and analysis. The first set comes from a model of the innovation process called the ‘learning selection’ model (Douthwaite, 2002). The second set is derived from social network analysis (e.g. Cross and Parker, 2004). These concepts help participants involved in creating the innovation history to appreciate innovation as an evolutionary process driven by experiential learning cycles. The experimentation and learning involved in this evolutionary process leads to the generation of novelty, followed by its selection and promulgation. During this process, technologies become ‘fitter’, in the sense that they perform better. Stakeholder group’s social networks influence how this evolutionary learning selection process evolves hence the importance of identifying, tracking and documenting them.}, urldate = {2018-10-18}, journal = {Better Evaluation}, author = {{Better Evaluation}}, } @techreport{douthwaite_innovation_2005, title = {Innovation histories: {A} method from learning from experience}, url = {https://cgspace.cgiar.org/handle/10568/70176}, abstract = {Preparing an ‘innovation history’ is a method for recording and reflecting on an innovation process. People who have been involved in the innovation jointly construct a detailed written account (sometimes referred to as a ‘learning history’) based on their recollections and on available documents. The process of preparing this history stimulates discussion, reflection and learning amongst stakeholders. Subsequent planning can build on the lessons learned, formulate a shared vision and act as a catalyst for change. Based on the initial detailed account of the innovation process, more concise informational products can be prepared that summarize the innovation process for wider dissemination of findings. These may include public awareness materials, policy briefs or articles in professional journals.}, number = {5}, urldate = {2018-10-18}, author = {Douthwaite, B and Ashby, J}, year = {2005}, pages = {4}, } @book{ramalingam_innovation_2016, address = {London}, title = {Innovation for {International} {Development}: {Navigating} the {Paths} and {Pitfalls}}, url = {http://www.nesta.org.uk/publications/innovation-international-development}, abstract = {Experiences, insights and practical advice from over 20 leading practitioners in innovation for international development, brought together in one collection.}, urldate = {2016-04-26}, publisher = {NESTA}, editor = {Ramalingam, Ben and Bound, Kirsten}, month = apr, year = {2016}, } @book{oecd_innovation_2020, series = {The {Development} {Dimension}}, title = {Innovation for {Development} {Impact}: {Lessons} from the {OECD} {Development} {Assistance} {Committee}}, isbn = {978-92-64-84945-7 978-92-64-32157-1 978-92-64-41178-4 978-92-64-79893-9}, shorttitle = {Innovation for {Development} {Impact}}, url = {https://www.oecd-ilibrary.org/development/innovation-for-development-impact_a9be77b3-en}, abstract = {The development co-operation community needs to innovate to meet the global challenges ahead. Although it has an established track record for innovating partnerships, funding instruments and technologies, they are not enough to deliver the Sustainable Development Goals. This report synthesises the lessons emerging from an OECD Development Assistance Committee peer learning exercise on how innovation efforts can be strengthened, individually and collectively, to achieve the 2030 Agenda. The report is organised around three blocks – strategy, management and culture; organisation and collaboration; and, the innovation process – and provides recommendations on how innovation can best benefit poor and vulnerable people around the world.}, language = {en}, urldate = {2020-08-14}, publisher = {OECD}, author = {{OECD}}, month = jun, year = {2020}, doi = {10.1787/a9be77b3-en}, } @misc{quaggiotto_innovation_2016, title = {Innovation at {UNDP}: from weekend sport to daily practice}, shorttitle = {Innovation at {UNDP}}, url = {http://www.nesta.org.uk/blog/innovation-undp-weekend-sport-daily-practice}, abstract = {The experience of working to embed innovation approaches in everyday practice at UNDP's country offices}, urldate = {2016-09-16}, journal = {Nesta}, author = {Quaggiotto, Giulio and Begovic, Mellie}, month = apr, year = {2016}, keywords = {IMPORTANT}, } @techreport{vogel_innovating_2017, title = {Innovating in {Development} {Learning} {Event} - {Challenge} brief}, url = {https://assets.publishing.service.gov.uk/media/59d66228e5274a5becce36b0/challenge_brief_v8a.pdf}, urldate = {2023-01-11}, institution = {Ideas to Impact / iMC}, author = {Vogel, Isabel}, month = mar, year = {2017}, } @techreport{mason_innovating_2016, title = {Innovating for pro-poor services: why politics matter}, shorttitle = {Innovating for pro-poor services}, url = {https://www.odi.org/publications/10350-innovating-pro-poor-services-why-politics-matter}, abstract = {This report addresses how politics matter for innovations. How politically smart approaches can help deliver access to services.}, urldate = {2016-04-25}, author = {Mason, Nathaniel and Doczi, Julian and Cummings, Clare}, month = jan, year = {2016}, } @misc{apgar_innovating_2022, title = {Innovating for inclusive rigour in peacebuilding evaluation}, url = {https://www.ids.ac.uk/opinions/innovating-for-inclusive-rigour-in-peacebuilding-evaluation/}, abstract = {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.}, language = {en-GB}, urldate = {2022-04-22}, journal = {Institute of Development Studies}, author = {Apgar, Marina and Báez-Silva, Ángela Maria and Deng, Ayak Chol and Fairey, Tiffany and Rohrbach, Livia and Alamoussa, Dioma and Bradburn, Helene and Cubillos, Edwin and Gray, Stephen and Wingender, Leslie}, month = apr, year = {2022}, } @article{schlatmann_ings_2017, title = {{ING}’s agile transformation}, volume = {2017}, url = {http://www.mckinsey.com/industries/financial-services/our-insights/ings-agile-transformation}, abstract = {Two senior executives from the global bank describe their recent journey.}, number = {01}, urldate = {2017-02-19}, journal = {McKinsey Quarterly}, author = {Schlatmann, Bart}, year = {2017}, } @article{grossman_information_2016, title = {Information {Technology} and {Political} {Engagement}: {Mixed} {Evidence} from {Uganda}}, shorttitle = {Information {Technology} and {Political} {Engagement}}, author = {Grossman, Guy}, year = {2016}, } @article{heeks_information_2002, title = {Information {Systems} and {Developing} {Countries}: {Failure}, {Success}, and {Local} {Improvisations}}, volume = {18}, issn = {0197-2243}, shorttitle = {Information {Systems} and {Developing} {Countries}}, url = {http://dx.doi.org/10.1080/01972240290075039}, doi = {10.1080/01972240290075039}, abstract = {This article presents evidence that–alongside the successes– many information systems in developing countries can be categorized as failing either totally or partially. It then develops a new model that seeks to explain the high rates of failure. The model draws on contingency theory in order to advance the notion of design-actuality gaps: the match or mismatch between IS designs and local user actuality. This helps identify two high-risk archetypes that affect IS in developing countries: country context gaps and hard-soft gaps. The model is also of value in explaining the constraints that exist to local IS improvisations in developing countries. Overall, the article shows how model and theory help understand IS cases in developing countries, and equally, how those cases provide valuable data to help develop IS models and theories.}, number = {2}, urldate = {2017-02-13}, journal = {The Information Society}, author = {Heeks, Richard}, month = mar, year = {2002}, keywords = {Developing Country, Evaluation, Failure, Information System, implementation}, pages = {101--112}, } @incollection{potter_information_2007, title = {Information needs and policy change}, isbn = {1-4129-4564-X}, publisher = {Sage}, author = {Potter, Stephen and Subrahumanian, Ramya}, year = {2007}, } @book{elder_information_2014, title = {Information lives of the poor: fighting poverty with technology}, isbn = {978-1-55250-574-8}, shorttitle = {Information lives of the poor}, url = {http://www.deslibris.ca/ID/447403}, language = {English}, urldate = {2016-04-22}, author = {Elder, Laurent and Samarajiva, Rohan and Gillwald, Alison and Galperin, Hernan}, year = {2014}, } @inproceedings{tongia_information_2006, title = {Information and {Communications} {Technology} for {Development} ({ICT4D})-{A} design challenge?}, url = {http://ieeexplore.ieee.org/xpls/abs_all.jsp?arnumber=4085538}, doi = {10.1109/ICTD.2006.301862}, urldate = {2016-09-08}, booktitle = {2006 {International} {Conference} on {Information} and {Communication} {Technologies} and {Development}}, publisher = {IEEE}, author = {Tongia, Rahul and Subrahmanian, Eswaran}, year = {2006}, keywords = {IMPORTANT}, pages = {243--255}, } @techreport{dfat_independent_2018, title = {Independent {Review} of {Facilities}: review and management response}, url = {https://dfat.gov.au/about-us/publications/Pages/independent-review-of-facilities-review-and-management-response.aspx}, urldate = {2019-05-16}, institution = {DFAT}, author = {{DFAT}}, month = aug, year = {2018}, } @techreport{schmidt_independent_2017, address = {Bern}, title = {Independent {Evaluation} of {SDC}’s {Results}-{Based} {Management} {System} with a {Focus} on {Poverty} {Reduction}}, url = {https://www.admin.ch/gov/en/start/documentation/studies.survey-id-855.html}, abstract = {The SDC's results-based management system ensures that the processes and instruments used for the design and implementation of programs and projects contribute to achieving the desired results (outputs, outcomes and impact). The independent evaluation examines the extent to which these processes and tools have fostered the results culture within the organization, and improved competencies for results-based management decisions, learning and communication. In addition to the findings, conclusions and recommendations, the evaluation report includes the management response of SDC’s Directorate.}, urldate = {2019-08-30}, institution = {SDC}, author = {Schmidt, Martin and Palenberg, Markus and Vähämäki, Janet}, month = dec, year = {2017}, } @techreport{booth_incubating_2018, type = {Report}, title = {Incubating policy for economic transformation: {Lessons} from {Nepal}}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/12163.pdf}, urldate = {2018-11-10}, institution = {ODI}, author = {Booth, David}, month = apr, year = {2018}, pages = {28}, } @techreport{baker_increasing_2014, title = {Increasing {Participation} in {Evaluation}}, url = {http://www.evaluativethinking.org/docs/EvaluativeThinking.bulletin.10.pdf}, abstract = {The Increasing Participation in Evaluation bulletin was developed by Anita Baker with Beth Bruner to help organizations integrate evaluative thinking into their organizational practice. This three page bulletin discusses how Organization Staff, Evaluators, and Funders are typically involved in participatory evaluation. The guide also defines the term "Ripple", and how to accomplish Ripple as well as examining what it looks like when Executive Leaders and Management Staff use Evaluative Thinking. Contents How are Organization Staff, Evaluators, and Funders typically involved in Participatory Evaluation? Organization Managers/Staff Roles Evaluators/Roles Funder Roles Shared Roles What is Ripple Anyway? How do you accomplish Ripple? What does it look like when Executive Leaders and Management Staff Use Evaluative Thinking? How to use these Bulletins}, urldate = {2018-10-19}, institution = {Bruner Foundation}, author = {Baker, A and Bruner, B}, year = {2014}, pages = {3}, } @techreport{higgins_incorporating_2017, address = {Washington DC}, title = {Incorporating {Geospatial} {Analysis} into {USAID} {Biodiversity} {Program} {Design}}, abstract = {Incorporating Geospatial Analysis into USAID Biodiversity Program Design is a biodiversity case example that describes the use of geospatial data and analysis for program design, including examples and lessons learned.}, language = {en}, institution = {USAID}, author = {Higgins, Mark and Salafsky, Nick and Adeney, Marion and Petrova, Silvia}, month = jul, year = {2017}, pages = {23}, } @techreport{counterpart_international_inclusive_2019, address = {Arlington, VA}, title = {Inclusive {Social} {Accountability}}, abstract = {Counterpart International’s Inclusive Social Accountability (ISA) developmental framework integrates elements of social inclusion and community accountability into one comprehensive approach.}, language = {en}, institution = {Counterpart International}, author = {Counterpart International}, year = {2019}, pages = {16}, } @article{chambers_inclusive_2015, title = {Inclusive rigour for complexity}, volume = {7}, issn = {1943-9342}, url = {http://dx.doi.org/10.1080/19439342.2015.1068356}, doi = {10.1080/19439342.2015.1068356}, abstract = {Rigour can be reductionist or inclusive. To learn about and understand conditions of complexity, emergence, nonlinearity and unpredictability, the inclusive rigour of mixed methods has been a step in the right direction. From analysis of mixed methods and participatory approaches and methods, this article postulates canons for inclusive rigour for research and evaluation for complexity: eclectic methodological pluralism; improvisation and innovation; adaptive iteration; triangulation; plural perspectives; optimal ignorance and appropriate imprecision; and being open, alert and inquisitive. Inclusive rigour is inherent in participatory methods and approaches, visualisations, group-visual synergy, the democracy of the ground and participatory statistics. Transparent reflexivity, personal behaviour and attitudes, and good facilitation are fundamental. Fully inclusive rigour for complexity demands many personal, institutional and professional revolutions.}, number = {3}, urldate = {2016-09-30}, journal = {Journal of Development Effectiveness}, author = {Chambers, Robert}, month = jul, year = {2015}, keywords = {Evaluation, Mixed methods, Participatory methodologies, Research, paradigm, rigour}, pages = {327--335}, } @book{zaremba_inclusive_2021, title = {Inclusive participatory approaches: {A} facilitator’s guide}, isbn = {978-92-9255-234-3}, shorttitle = {Inclusive participatory approaches}, url = {https://cgspace.cgiar.org/handle/10568/117461}, abstract = {In community engagement and participatory processes, facilitators must make intentional efforts and adopt inclusive strategies to include marginalized and frequently overlooked groups. Yet, there is a lack of guidance on how to inclusively facilitate participatory processes. Facilitators are therefore often poorly prepared to engage with the power relations that underlie these processes, including those between the facilitator and participants and among participants themselves. This guide addresses this shortcoming by presenting strategies that have been shown to enhance the meaningful participation of women and marginalized groups in participatory processes. The aim is to equip facilitators with tools to create inclusive participatory spaces and community engagement. Although it refers to processes related to natural resource management, the guide is also applicable to the facilitation of participatory processes focusing on other issues or fields of significance to communities.}, language = {en}, urldate = {2023-10-17}, author = {Zaremba, Haley and Elias, Marlène and Devi, J. Tulasi and Priyadarshini, Pratiti}, month = dec, year = {2021}, note = {Accepted: 2022-01-12T09:19:12Z}, } @misc{kelbert_inclusion_2014, title = {Inclusion in {Making} {All} {Voices} {Count}}, url = {http://www.makingallvoicescount.org/blog/inclusion-in-making-all-voices-count/}, abstract = {Part of a sequenced learning process for MAVC's Research and Evidence Component, the summary of a thematic discussion led by researcher Evangelia Berdou.}, urldate = {2017-06-21}, journal = {Making All Voices Count}, author = {Kelbert, Alexandra}, month = jan, year = {2014}, } @techreport{latta_goldfish_2013, title = {In the goldfish bowl: science and technology policy dialogues in a digital world}, url = {http://www.sciencewise-erc.org.uk/cms/in-the-goldfish-bowl-science-and-technology-policy-dialogues-in-a-digital-world/}, urldate = {2013-06-26}, institution = {Sciencewise}, author = {Latta, Susie and Mulcare, Charlotte and Zacharzewski, Anthony}, year = {2013}, } @misc{simister_pursuit_2018, title = {In pursuit of the deep and sustained shifts necessary for adaptive management}, url = {https://www.intrac.org/pursuit-deep-sustained-shifts-necessary-adaptive-management/}, abstract = {The final blog in Nigel Simister's series on adaptive management and the M\&E of complex projects and programmes.}, language = {en}, urldate = {2018-07-17}, journal = {INTRAC}, author = {Simister, Nigel}, month = jun, year = {2018}, } @misc{teskey_praise_2021, title = {In praise of... {Logframes}}, url = {https://oxfamapps.org/fp2p/in-praise-of-logframes/}, abstract = {In all the jobs I have held, the only training that has ever stayed with me was a three-day course on logframes, held in a very pleasant beach hotel on Fiji’s beautiful coral coast. This was a few months after I joined what was then the Overseas Development Administration, DFID’s forerunner. Three days on logframes. Yes really. Our Pacific team were gathered together to learn this new skill. The course was designed not only to help us think rigorously about how change happens, but also to ensure that we had a shared understanding of what constitutes good design. Twenty-five years later I am aware that logframes are out of fashion: references to the ‘tyranny of the logframe’ abound, its vertical determinism, and its lack of flexibility. Donors seem to have replaced logframes with things called ‘Program Logics’, as in the schematic below. You don’t have to be able to read it to get the picture… (and it’s logframes that are supposed to be too vertical…?).}, urldate = {2021-08-05}, journal = {From Poverty to Power}, author = {Teskey, Graham}, month = aug, year = {2021}, } @techreport{malena_improving_2015, title = {Improving the {Measurement} of {Civic} {Space}}, shorttitle = {Report launch}, url = {http://www.transparency-initiative.org/reports/report-launch-improving-the-measurement-of-civic-space}, abstract = {‘Civic space’ – i.e. the freedom and means to speak, access information, associate, organise, and participate in public decision-making – is essential to the healthy functioning and development of any society and a precondition for accountable governance and social justice. When civic space is restricted, human and civil rights are denied, government accountability is jeopardised, …}, urldate = {2016-03-24}, institution = {Transparency \& Accountability Initiative}, author = {Malena, Carmen}, month = may, year = {2015}, } @techreport{shutt_improving_2013, address = {Brighton}, title = {Improving the {Evaluability} of {INGO} {Empowerment} and {Accountability} {Programmes}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/3141}, urldate = {2021-01-22}, institution = {Centre for Development Impact}, author = {Shutt, Cathy and McGee, Rosemary}, month = mar, year = {2013}, } @article{fontaine_improving_2011, title = {Improving our legacy: {Incorporation} of adaptive management into state wildlife action plans}, volume = {92}, issn = {03014797}, shorttitle = {Improving our legacy}, url = {https://linkinghub.elsevier.com/retrieve/pii/S0301479710003440}, doi = {10.1016/j.jenvman.2010.10.015}, abstract = {The loss of biodiversity is a mounting concern, but despite numerous attempts there are few large scale conservation efforts that have proven successful in reversing current declines. Given the challenge of biodiversity conservation, there is a need to develop strategic conservation plans that address species declines even with the inherent uncertainty in managing multiple species in complex environments. In 2002, the State Wildlife Grant program was initiated to fulfill this need, and while not explicitly outlined by Congress follows the fundamental premise of adaptive management, ‘Learning by doing’. When action is necessary, but basic biological information and an understanding of appropriate management strategies are lacking, adaptive management enables managers to be proactive in spite of uncertainty. However, regardless of the strengths of adaptive management, the development of an effective adaptive management framework is challenging. In a review of 53 State Wildlife Action Plans, I found a keen awareness by planners that adaptive management was an effective method for addressing biodiversity conservation, but the development and incorporation of explicit adaptive management approaches within each plan remained elusive. Only w25\% of the plans included a framework for how adaptive management would be implemented at the project level within their state. There was, however, considerable support across plans for further development and implementation of adaptive management. By furthering the incorporation of adaptive management principles in conservation plans and explicitly outlining the decision making process, states will be poised to meet the pending challenges to biodiversity conservation.}, language = {en}, number = {5}, urldate = {2019-02-25}, journal = {Journal of Environmental Management}, author = {Fontaine, Joseph J.}, month = may, year = {2011}, pages = {1403--1408}, } @techreport{kleinfeld_improving_2015, title = {Improving development aid design and evaluation: {Plan} for sailboats, not trains}, shorttitle = {Improving development aid design and evaluation}, url = {http://www.gsdrc.org/document-library/improving-development-aid-design-and-evaluation-plan-for-sailboats-not-trains}, abstract = {How do reforms that require political engagement differ from traditional technical reforms? Why is political engagement different, and what are the implications for design and evaluation? How should development programmes that engage politics be designed? And how can those who fund or implement such programmes evaluate whether their efforts are contributing to reform? This report …}, urldate = {2016-05-06}, institution = {Carnegie Endowment for International Peace}, author = {Kleinfeld, Rachel}, year = {2015}, keywords = {IMPORTANT}, } @book{fisher_importing_2013, address = {Dayton, Ohio}, edition = {1st edition}, title = {Importing {Democracy}: {The} {Role} of {NGO}'s in {South} {Africa}, {Tajikistan}, \& {Argentina}}, isbn = {978-0-923993-47-4}, shorttitle = {Importing {Democracy}}, abstract = {While street protesters demanding democratic reforms make headlines in the international news, Importing Democracy: The Role of NGOs in South Africa, Tajikistan, and Argentina, written by Julie Fisher and published by the Kettering Foundation Press, focuses on a quieter movement led by democratization NGOs. In South Africa, the Good Governance Learning Network shares participatory tools to make local governments more responsive. In Tajikistan, Jahan teaches local police about human rights. In Argentina, seven democratization NGOs sponsor public deliberations in local communities and have organized a nationwide citizens network to combat municipal government corruption. The book is organized around three chapters for each country, South Africa, Tajikistan, and Argentina. The first chapter of each country s section begins with the historical, political, and economic context and continues with a discussion of the general contours of civil society. The second chapter in each section deals with the role of democratization NGOs in promoting both loyal opposition and law-based civil liberties. The third chapter focuses on their role in promoting political culture and political participation. Loyal opposition and law-based civil liberties help define democratization at the national level, whereas changes in political culture and increased political partici­pation often occur throughout society. Follow­ing the nine country chapters, the book concludes with a comparative overview and implications for international policy. Fisher, a former Kettering Foundation program officer, writes that the idea that democracy can be exported has lost credibility in recent years. In many countries, however, democratization NGOs are importing democratic ideas and recovering local democratic traditions.}, language = {English}, publisher = {Kettering Foundation Press}, author = {Fisher, Julie}, collaborator = {EMacDesign and LLC}, month = apr, year = {2013}, } @inproceedings{teskey_implementing_2017, address = {Jakarta}, title = {Implementing the new development agenda - {Wrap} up}, url = {http://www.dddworkshop2017.org/download/resources/FramingNoteEng.pdf}, urldate = {2017-07-02}, author = {Teskey, Graham}, month = mar, year = {2017}, } @techreport{reboot_design_implementing_2015, title = {Implementing {Innovation}: {A} {User}'s {Manual} for {Open} {Government} {Programs}}, shorttitle = {Introducing “{Implementing} {Innovation}}, url = {http://reboot.org/2015/10/27/introducing-implementing-innovation-users-manual-open-government-programs/}, abstract = {This guide draws from our experience around the world helping government reformers achieve real change. It is a practical resource for anyone working to implement an open government initiative.}, urldate = {2016-03-23}, author = {Reboot Design}, month = oct, year = {2015}, } @techreport{teskey_implementing_2021, address = {Canberra}, title = {Implementing adaptive management: {A} front-line effort — {Is} there an emerging practice?}, url = {https://abtassocgovernancesoapbox.files.wordpress.com/2021/04/abt-associates_adaptive-management_a-frontline-effort_digital-1.pdf}, abstract = {Among the many principles that currently inform donor-funded development initiatives, three appear to stand out: they should be politically informed, locally led, and adaptive. There is as yet little practical guidance for aid implementers regarding how to operationalise these approaches. What will it take to shift practice away from linear and planned approaches, towards models which foster local leadership and which engage with emergent and complex systems? This paper suggests that the answer is not to throw out the discipline of the logical framework, results frameworks, or theories of change. Rather they need to be handled rather more reflectively and ‘elastically’. The purpose of this paper is to set out how this can be achieved, and to propose 15 tools for donors, implementors and front-line staff to apply adaptive management (AM) in practice, at critical stages of the project cycle and within the dominant aid paradigm. This is what we are calling PILLAR: politically informed, locally led and adaptive responses. We are framing PILLAR to cover the full project cycle (design, implementation and review), hence the nomenclature of an ‘end to end’ approach. Our hope is that these tools will eventually replace the current planned, log-frame driven and top-down approach to aid design and delivery which dominates the development sector.}, urldate = {2024-02-12}, institution = {Abt Associates}, author = {Teskey, Graham and Tyrrel, Lavinia}, month = apr, year = {2021}, } @techreport{bridges_implementing_2019, address = {Washington DC}, title = {Implementing {Adaptive} {Approaches} in {Real} {World} {Scenarios}: {A} {Nigeria} {Case} {Study}, with {Lessons} for {Theory} and {Practice}}, shorttitle = {Implementing {Adaptive} {Approaches} in {Real} {World} {Scenarios}}, url = {http://documents.worldbank.org/curated/en/300301560883977057}, abstract = {How does adaptive implementation work in practice? Drawing on extensive interviews and observations, this paper contrasts the ways in which an adaptive component of a major health care project was implemented in three program and three matched comparison states in Nigeria. The paper examines the bases on which claims and counterclaims about the effectiveness of these approaches were made by different actors, concluding that resolution requires any such claims to be grounded in a fit-for-purpose theory of change and evaluation strategy. The principles of adaptive development may be gaining broad acceptance, but a complex array of skills, expectations, political support, empirical measures, and administrative structures needs to be deftly integrated if demonstrably positive operational results are to be obtained, especially when undertaken within institutional systems, administrative logics, and political imperatives that are predisposed to serve rather different purposes.}, language = {en}, number = {WPS8904}, urldate = {2019-07-05}, institution = {The World Bank}, author = {Bridges, Kate and Woolcock, Michael}, month = jun, year = {2019}, pages = {1--37}, } @article{madsen_implementation_2017, title = {Implementation of the first adaptive management plan for a {European} migratory waterbird population: {The} case of the {Svalbard} pink-footed goose {Anser} brachyrhynchus}, volume = {46}, issn = {1654-7209}, shorttitle = {Implementation of the first adaptive management plan for a {European} migratory waterbird population}, url = {https://doi.org/10.1007/s13280-016-0888-0}, doi = {10.1007/s13280-016-0888-0}, abstract = {An International Species Management Plan for the Svalbard population of the pink-footed goose was adopted under the Agreement on the Conservation of African-Eurasian Migratory Waterbirds in 2012, the first case of adaptive management of a migratory waterbird population in Europe. An international working group (including statutory agencies, NGO representatives and experts) agreed on objectives and actions to maintain the population in favourable conservation status, while accounting for biodiversity, economic and recreational interests. Agreements include setting a population target to reduce agricultural conflicts and avoid tundra degradation, and using hunting in some range states to maintain stable population size. As part of the adaptive management procedures, adjustment to harvest is made annually subject to population status. This has required streamlining of monitoring and assessment activities. Three years after implementation, indicators suggest the attainment of management results. Dialogue, consensus-building and engagement among stakeholders represent the major process achievements.}, language = {en}, number = {2}, urldate = {2019-02-25}, journal = {Ambio}, author = {Madsen, Jesper and Williams, James Henty and Johnson, Fred A. and Tombre, Ingunn M. and Dereliev, Sergey and Kuijken, Eckhart}, month = mar, year = {2017}, keywords = {Adaptive harvest management, Human–wildlife conflict, Population target, Stakeholder involvement, Structured decision-making, Tundra degradation}, pages = {275--289}, } @misc{small_foundation_impact_2021, title = {Impact networks: measuring towards success}, shorttitle = {Impact networks}, url = {https://smallfoundation.ie/impact-networks-measuring-towards-success/}, abstract = {How does Small Foundation think about the impact…}, urldate = {2022-06-17}, journal = {Small Foundation}, author = {Small Foundation}, month = jun, year = {2021}, } @misc{sopact_impact_nodate, title = {Impact {Management} {Software} \& {Measurement} {Platform}}, url = {https://www.sopact.com/impact-management}, abstract = {Impact Management platform is designed for social impact investing funds, grantmakers \& public agency to provide comprehensive social impact measurement \& impact management.}, language = {es}, urldate = {2021-02-17}, author = {Sopact}, } @techreport{dodgson_impact_2021, address = {London}, title = {Impact {Evidence} and {Beyond}: {Using} {Evidence} to {Drive} {Adoption} of {Humanitarian} {Innovations}}, url = {https://www.elrha.org/researchdatabase/impact-evidence-and-beyond-using-evidence-to-drive-adoption-of-humanitarian-innovations-scaling-series/}, abstract = {This learning paper provides guidance to humanitarian innovators on how to use evidence to enable and drive adoption of innovation. Innovation literature and practice show time and time again that it is difficult to scale innovations. Even when an innovation is demonstrably impactful, better than the existing solution and good value for money, it does not automatically get adopted or used in mainstream humanitarian programming. Why do evidence-based innovations face difficulties in scaling and how can innovators best position their innovation to scale? This learning paper is for innovators who want to effectively use evidence to support and enable their journey to scale. It explores the underlying social, organisational and behavioural factors that stifle uptake of innovations. It also provides guidance on how to use, prioritise and communicate evidence to overcome these barriers. The paper aims to help innovators generate and present their evidence in more tailored and nuanced ways to improve adoption and scaling of their innovations.}, language = {en}, urldate = {2021-10-28}, institution = {Elrha}, author = {Dodgson, Kate and Crowley, Catie}, month = may, year = {2021}, } @techreport{visser_impact_2013, address = {Wageningen}, title = {Impact {Evaluation}: {Taking} stock and looking ahead - {Conference} report}, shorttitle = {Impact {Evaluation}}, url = {https://www.academia.edu/111110248/Impact_Evaluation_Taking_stock_and_looking_ahead}, abstract = {This report summarises the presentations and discussions of the Conference ‘Impact evaluation. Taking stock and looking ahead’, which took place in Wageningen on March 25 and 26, 2013. The Conference was organised and funded by the Centre for}, language = {en}, urldate = {2023-12-11}, institution = {Centre for Development Innovation}, author = {Visser, Irene and Guijt, Irene and Kusters, Cecile}, month = jan, year = {2013}, } @book{white_impact_2017, title = {Impact {Evaluation} of {Development} {Interventions}: {A} {Practical} {Guide}}, copyright = {http://creativecommons.org/licenses/by/3.0/igo}, isbn = {978-92-9261-058-6 978-92-9261-059-3}, shorttitle = {Impact {Evaluation} of {Development} {Interventions}}, url = {https://www.adb.org/publications/impact-evaluation-development-interventions-practical-guide}, abstract = {This book offers guidance on the principles, methods, and practice of impact evaluation. It contains material for a range of audiences, from those who may use or manage impact evaluations to applied researchers.}, language = {en}, urldate = {2022-01-28}, publisher = {Asian Development Bank}, author = {White, Howard and Raitzer, David}, month = dec, year = {2017}, doi = {10.22617/TCS179188-2}, note = {Accepted: 2017-12-26 Last Modified: 2020-07-22T18:28+08:00}, } @techreport{mackenzie_impact_2016, title = {Impact evaluation for portfolio programmes on policy influence: {Reflections} on the {Indonesian} {Poverty} {Reduction} {Support} {Facility}}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/10463.pdf}, abstract = {• Donors are increasingly using portfolio-based programmes that embrace ‘good failure’ and adaptive, political programming. • However, measuring the impact of these programmes is challenging, especially for those working on policy influence and building country systems; not only do you need to measure the positive and negative impact of the overall portfolio, but also the different pathways tested. • Programmes, therefore, need a light-touch monitoring and evaluation system that allows it to remain flexible. • Good practice examples of portfolio-based programmes present six strategies to evaluate impact: 1. Develop appropriate logic models 2. Collect observational data throughout implementation 3. Develop stories of change or case studies 4. Understand causal relationships without a counterfactual 5. Purposefully select which activities to study 6. Be explicit about how impact will be valued across the portfolio. • These strategies are only useful if monitoring and evaluation is placed at the centre of programme decision-making.}, urldate = {2018-11-10}, institution = {Methods Lab}, author = {Mackenzie, Jessica and Hearn, Simon}, month = apr, year = {2016}, pages = {48}, } @book{heeks_impact_2009, address = {Manchester}, title = {Impact assessment of {ICT}-for-development projects a compendium of approaches}, isbn = {978-1-905469-03-1}, language = {English}, publisher = {University of Manchester. Institute for development policy and management (IDPM)}, author = {Heeks, Richard and Molla, Alemayehu}, year = {2009}, note = {OCLC: 686761171}, } @techreport{bymolt_impact_2015, address = {Amsterdam}, title = {Impact assessment and the quest for the {Holy} {Grail}}, url = {https://www.kit.nl/wp-content/uploads/2018/08/Impact-assessment-and-the-quest-for-the-holy-Grail.pdf}, number = {2015-3}, urldate = {2019-03-12}, institution = {KIT Royal Tropical Institute}, author = {Bymolt, Roger}, year = {2015}, } @article{pomerantz_illogical_2011, title = {Illogical {Framework}: {The} {Importance} of {Monitoring} and {Evaluation} in {International} {Development} {Studies}}, volume = {01}, url = {http://www.cornellpolicyreview.com/illogical-framework-the-importance-of-monitoring-and-evaluation-in-international-development-studies/?pdf=73}, abstract = {In my brief experience with monitoring and evaluation, I have become convinced that it is critically important both as an international development project component and as a field of academic study. Throughout my academic career at Cornell University, I have, at times, argued that monitoring and evaluation has actually impeded development efforts, but here I wish to amend my opinion. Bad monitoring and evaluation can sabotage development projects and our meaningful interpretation of development impacts; failures can appear to be successes and vice-versa. As a student and practitioner of monitoring and evaluation, I have drawn the conclusions listed below and I submit them for your consideration. • Monitoring and evaluation is a key element of the international development industry applicable to many areas of public administration, domestic and international. • International development failures could be discovered and averted or corrected given proper monitoring and evaluation activities. • Anecdotal evidence from development activities in Afghanistan provides one example of the international community’s lack of attention to monitoring and evaluation concerning an ongoing development catastrophe. • Higher education ought to be filling the monitoring and evaluation knowledge gap but to date is failing to do so.}, language = {en}, number = {01}, urldate = {2023-01-12}, journal = {Cornell Policy Review}, author = {Pomerantz, Jessica R.}, year = {2011}, } @misc{oxford_martin_programme_on_the_illegal_wildlife_trade_illegal_2018, title = {Illegal {Wildlife} {Trade} - {Frameworks}}, url = {http://www.illegalwildlifetrade.net/research/frameworks-approaches-and-methods/}, abstract = {Our frameworks will enable a better understanding of wildlife product consumer preferences and motivations to effectively influence the system.}, language = {en-GB}, urldate = {2019-02-25}, journal = {Oxford Martin Programme on the Illegal Wildlife Trade}, author = {{Oxford Martin Programme on the Illegal Wildlife Trade}}, year = {2018}, } @techreport{devarajan_if_2016, title = {If politics is the problem, how can external actors be part of the solution?}, url = {http://documents.worldbank.org/curated/en/906091469456194816}, abstract = {Despite a large body of research and evidence on the policies and institutions needed to generate growth and reduce poverty, many governments fail to adopt these policies or establish the institutions. Research advances since the 1990s have explained this syndrome, which this paper generically calls}, language = {en}, number = {WPS7761}, urldate = {2016-08-05}, institution = {The World Bank}, author = {Devarajan, Shantayanan and Khemani, Stuti}, month = jul, year = {2016}, keywords = {IMPORTANT}, } @article{preiser_identifying_2019, title = {Identifying general trends and patterns in complex systems research: {An} overview of theoretical and practical implications}, volume = {36}, copyright = {© 2019 John Wiley \& Sons, Ltd.}, issn = {1099-1743}, shorttitle = {Identifying general trends and patterns in complex systems research}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/sres.2619}, doi = {https://doi.org/10.1002/sres.2619}, abstract = {Research on complex systems is becoming more prolific, and there is a need to provide some point of orientation to researchers and practitioners that are drawing on the body of literature that informs the field of complexity research. In this paper, I aim to give an overview of the development of the field and offer some overarching trends and patterns that are recognizable in research on complex systems. The paper then draws on the work to provide six organizing principles of complex systems to inform practical implications and methods for studying and understanding complex systems.}, language = {en}, number = {5}, urldate = {2021-06-04}, journal = {Systems Research and Behavioral Science}, author = {Preiser, Rika}, year = {2019}, keywords = {complex systems, heuristics, trends and patterns}, pages = {706--714}, } @book{chambers_ideas_2005, address = {London}, title = {Ideas for {Development}}, isbn = {978-1-84407-088-6}, abstract = {Our world seems entangled in systems increasingly dominated by power, greed, ignorance, self-deception and denial, with spiralling inequity and injustice. Against a backdrop of climate change, failing ecosystems, poverty, crushing debt and corporate exploitation, the future of our world looks dire and the solutions almost too monumental to consider. Yet all is not lost. Robert Chambers, one of the ?glass is half full? optimists of international development, suggests that the problems can be solved and everyone has the power at a personal level to take action, develop solutions and remake our world as it can and should be. Chambers peels apart and analyses aspects of development that have been neglected or misunderstood. In each chapter, he presents an earlier writing which he then reviews and reflects upon in a contemporary light before harvesting a wealth of powerful conclusions and practical implications for the future. The book draws on experiences from Africa, Asia and elsewhere, covering topics and concepts as wide and varied as irreversibility, continuity and commitment; administrative capacity as a scarce resource; procedures and principles; participation in the past, present and future; scaling up; behaviour and attitudes; responsible wellbeing; and concepts for development in the 21st century.}, language = {English}, publisher = {Routledge}, author = {Chambers, Robert}, month = may, year = {2005}, } @misc{pena-lopez_ict4d_2019, title = {{ICT4D} {Blog} » {A} citizen participation ecosystem}, url = {https://ictlogy.net/20190918-a-citizen-participation-ecosystem/}, abstract = {Research on the Information Society, the Digital Divide and Information and Communication Technologies for development}, language = {en, net}, urldate = {2020-10-15}, journal = {ICTlogy}, author = {Peña-López, Ismael}, month = sep, year = {2019}, } @incollection{mansell_ict4d_2015, title = {{ICT4D} and {Sustainability}}, isbn = {978-1-118-76777-1}, url = {http://onlinelibrary.wiley.com/book/10.1002/9781118767771}, urldate = {2016-06-23}, booktitle = {The {International} {Encyclopedia} of {Digital} {Communication} and {Society}}, publisher = {Wiley Blackwell}, author = {Marais, Mario}, editor = {Mansell, Robin and Ang, Peng Hwa}, year = {2015}, } @techreport{smit_i_2017, address = {Johannesburg}, type = {Event {Report}}, title = {I know what {I} know (but how do {I} know what {I} don’t?)}, copyright = {http://creativecommons.org/licenses/by-nc-sa/4.0/}, shorttitle = {I know what {I} know (but how do {I} know what {I} don’t?}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/12952}, abstract = {An important support function of Making All Voices Count South Africa is to design, plan and facilitate community of practice gatherings for sustained learning and sharing across Making All Voices Count grantees. This report aims to capture the content of a one-day Making All Voices Count South African Community of Practice (CoP) Meeting held in November 2016. The South African MAVC CoP has been running for three years and has met between two and four times a year. It is a space for MAVC grantees and others working to foster innovation in the fields of transparency and accountability, to share experiences and knowledge, and collaborate in learning and improving work.}, language = {en}, urldate = {2017-05-02}, institution = {MAVC}, author = {Smit, Debbie and de Lanerolle, Indra and Braam, Tamara and Byrne, Deborah and Legong, Gontse}, year = {2017}, } @misc{elhra_humanitarian_2018, title = {Humanitarian {Innovation} {Guide}}, url = {https://higuide.elrha.org/}, abstract = {The Humanitarian Innovation Guide is a growing online resource to help individuals and organisations define humanitarian problems and successfully develop innovative solutions. ABOUT THE GUIDE The humanitarian sector is investing in exciting innovations, but it is not yet producing a steady pipeline of well-designed solutions that effectively address problems, evidence their impact, and have the potential to be scaled. As stated in a recent independent evaluation of the Humanitarian Innovation Fund (Triple Line, 2017), a review of the innovation ecosystem in 2015 found significant gaps in resources for innovation, including a shortage of guidance on the skills needed to manage successful innovation projects. These findings were echoed in the research carried out to inform this resource. As part of a grant agreement with the European Commission to provide financial and technical support to emerging humanitarian innovations, and in line with our strategic aim to develop the sector’s skills and capabilities in humanitarian innovation, this resource aims to translate our own learning, along with learning from across the sector, into a practical, grounded guide for innovators working in humanitarian contexts. Building on our unique position in the sector, the Humanitarian Innovation Guide is designed to provide targeted support to individuals and organisations attempting to develop innovative solutions to the challenges facing humanitarian assistance, resulting in a more effective humanitarian response. The Guide is written with two audiences in mind: humanitarian practitioners who are seeking to develop a new approach to their work and want to apply an innovation lens to solving problems; and social entrepreneurs from outside the sector who have identified an opportunity to engage with the sector and need a humanitarian framework to contextualise their innovation plans. We also hope that it will be a useful resource for innovation managers who are tasked with supporting innovation in their agencies, labs or networks. As the first step-by-step guide to managing innovation in the humanitarian sector, we hope that its continued development will better enable individuals, organisations and the wider sector to: Plan the activities involved in an innovation process and systematise the management of innovation. Manage a successful innovation project and generate evidence for innovation. Ensure that innovations are developed in an ethical way, with full consideration of risks and responsibilities.}, language = {en-GB}, urldate = {2022-06-10}, author = {ELHRA}, month = jul, year = {2018}, } @techreport{jensen_human_2020, address = {London}, title = {Human trafficking in {South} {Asia}: {Assessing} the effectiveness of interventions}, shorttitle = {Human trafficking in {South} {Asia}}, url = {https://assets.publishing.service.gov.uk/media/5f61d9c1e90e072bc30fa04b/REA_-Trafficking_Mar_2020_FINAL.pdf}, abstract = {This Rapid Evidence Assessment (REA) examines current evidence on the effectiveness of interventions to combat human trafficking in four South Asian countries (Bangladesh, India, Nepal, and Pakistan). This REA is being carried out as part of a wider assignment for the UK Department for International Development (DFID), with the overall objective of synthesising evidence on the effectiveness of interventions that tackle modern slavery in South Asia. Two REAs were conducted on different types of modern slavery, one on human trafficking for labour and sexual exploitation, and another on child labour (Idris et al., 2020). The research question for this REA is: ‘What has been the effect of interventions to combat and/or reduce sexual and labour exploitation in Bangladesh, Pakistan, India, and Nepal?’ Trafficking in persons is a form of ‘modern slavery’, which is an umbrella term for the variety of situations in which someone is forcibly controlled by an individual or group for the purpose of exploitation. The Global Slavery Index estimated that, on any given day in 2016, 40.3 million people were victims of modern slavery, including 24.9 million people in forced labour and 15.4 million people in forced marriage. Of the estimated almost 25 million people in modern slavery in Asia, 66\% were exploited for labour (Global Slavery Index, 2018).}, urldate = {2023-10-26}, institution = {FCDO}, author = {Jensen, Charity and Oosterhoff, P. and Pocock, N.}, month = mar, year = {2020}, } @techreport{lowe_human_2022, address = {London}, title = {Human {Learning} {Systems}: {A} practical guide for the curious}, url = {https://www.centreforpublicimpact.org/partnering-for-learning/human-learning-systems/a-practical-guide-for-the-curious48hjg7}, abstract = {Our new guide provides practical advice to help any organisation working in public service apply the Human Learning Systems approach to their work. In doing so, they will be better equipped to explore, learn and respond to the unique strengths and needs of each person, family and community they serve.}, urldate = {2022-08-02}, institution = {Centre for Public Impact}, author = {Lowe, Toby and Padmanabhan, Chandrima and McCart, Des and McNeill, Karen and Brogan, Andy and Smith, Mark}, year = {2022}, } @article{both_human-centered_2018, title = {Human-{Centered}, {Systems}-{Minded} {Design}}, url = {https://ssir.org/articles/entry/human_centered_systems_minded_design}, abstract = {Both human-centered and systems-thinking methods fit within an effective design approach, and can work in conjunction to address social challenges.}, language = {en-us}, urldate = {2019-08-09}, journal = {Stanford Social Innovation Review}, author = {Both, Thomas}, month = mar, year = {2018}, } @article{whynot_how_2019, title = {How {We} {Model} {Matters}: {A} {Manifesto} for the {Next} {Generation} of {Program} {Theorizing}}, volume = {33}, issn = {1496-7308, 0834-1516}, shorttitle = {How {We} {Model} {Matters}}, url = {https://journalhosting.ucalgary.ca/index.php/cjpe/article/view/53070}, doi = {10.3138/cjpe.53070}, abstract = {In this concluding article, grounded on the exemplary contributions contained in the preceding pages, the guest editors scale the proverbial soapbox and present a manifesto to guide the pursuit and advancement of the next generation of program theorizing. Formulating ten declarations for program theory development and examination, the modest hope of the authors is to motivate and inspire reflective evaluation practitioners to broaden their views, approaches, and techniques for future program theorizing.}, language = {en}, number = {3}, urldate = {2019-08-12}, journal = {Canadian Journal of Program Evaluation}, author = {Whynot, Jane and Lemire, Sebastian and Montague, Steve}, month = mar, year = {2019}, } @techreport{leavy_how_2014, address = {Brighton}, title = {How useful are {RCTs} in evaluating transparency and accountability projects?}, url = {http://www.makingallvoicescount.org/publication/how-useful-are-rcts-in-evaluating-transparency-accountability/}, urldate = {2016-04-22}, institution = {IDS}, author = {Leavy, Jennifer}, month = sep, year = {2014}, } @article{mcclennen_how_2023, title = {How to {Sharpen} a {Nonviolent} {Movement}}, volume = {34}, issn = {1086-3214}, url = {https://muse.jhu.edu/pub/1/article/875802}, abstract = {In the past three decades nonviolent social protest has become the most reliable path to democracy. However, not all nonviolent mobilization campaigns succeed. To examine why some nonviolent campaigns are more successful than others, we analyze the use of a particular type of activist campaign tactic, the "dilemma action." The dilemma action is a nonviolent civil-disobedience tactic that provokes a "response dilemma" for the target. Collecting original data on dilemma actions during nonviolent activist campaigns, we find that roughly one-third of mass nonviolent campaigns in the past century deploy this strategy. We theorize four mechanisms linking dilemma actions to nonviolent activist campaign success: facilitating group formation, delegitimizing opponents, reducing fear, and generating sympathetic media coverage. Finally, we assess whether dilemma actions increase campaign success rates, finding that dilemma actions are associated with an increase of 11–16 percent in activist-campaign success.}, number = {1}, urldate = {2023-11-14}, journal = {Journal of Democracy}, author = {McClennen, Sophia and Popovic, Srdja and Wright, Joseph}, year = {2023}, note = {Publisher: Johns Hopkins University Press}, pages = {110--125}, } @techreport{cooke_how_2017, address = {Oxford}, title = {How to set up and manage an adaptive programme - {Lessons} from the {Action} on {Climate} {Today} ({ACT}) {Programme}}, url = {https://www.opml.co.uk/files/Publications/8617-action-on-climate-today-act/act-adaptive-programme-management.pdf?noredirect=1}, urldate = {2019-02-25}, institution = {OPM}, author = {Cooke, Katherine}, month = jul, year = {2017}, } @techreport{usaid_how-note_2017, type = {How {To} {Note}}, title = {How-{To} {Note}: {Developing} a {Project} {Logic} {Model} (and its {Associated} {Theory} of {Change})}, url = {https://usaidlearninglab.org/system/files/resource/files/project_logic_model_how_to_note_final_sep1.pdf}, abstract = {This How-To Note describes considerations for developing a project logic model, as well as steps for thinking through a more complete theory of change (TOC). A logic model is a graphic or visual depiction that summarizes key elements of a TOC, and it is often used as a facilitation tool during the design process. There are many types of logic models, including but not limited to logical frameworks (logframes), results chains, results frameworks, and local actor-oriented models, among others. The project logic model and its associated TOC are included in the Project Appraisal Document (PAD) that approves a project design (see ADS 201.3.3.13). While this How-To Note focuses on logic models at the project level, logic models are also used at the strategy level (specifically, results frameworks – see Box 1), and often at the activity level. The concepts and steps presented here are generally applicable to the process of developing logic models and TOCs throughout the Program Cycle.}, number = {Version 2}, urldate = {2024-01-30}, author = {{USAID}}, month = jul, year = {2017}, pages = {24}, } @article{usaid_how-note:_2017, title = {How-{To} {Note}: {Conduct} a {Data} {Quality} {Assessment}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/cleared_-_how-to_note_-_conduct_a_dqa.pdf}, language = {en}, urldate = {2019-07-17}, author = {{USAID}}, year = {2017}, pages = {8}, } @misc{sikustahili_how_2020, title = {How to {Monitor} and {Evaluate} an {Adaptive} {Programme}: 7 {Takeaways}}, shorttitle = {How to {Monitor} and {Evaluate} an {Adaptive} {Programme}}, url = {https://oxfamblogs.org/fp2p/how-to-monitor-and-evaluate-an-adaptive-programme-7-takeaways/}, abstract = {Monitoring and Evaluation needs to be different to support the new generation of 'adaptive programmes' in aid. 4 M\&E specialists in Tanzania explain how.}, language = {en-GB}, urldate = {2020-10-15}, journal = {From Poverty to Power}, author = {Sikustahili, Gloria and Adkins, Julie and Makongo, Japhet and Milligan, Simon}, month = sep, year = {2020}, } @misc{learnadapt_how_2019, title = {How to manage complexity: four lessons for {DFID}’s new {Secretary} of {State}}, shorttitle = {How to manage complexity}, url = {https://medium.com/learnadapt/how-to-manage-complexity-four-lessons-for-dfids-new-secretary-of-state-b1bdf06b513c}, abstract = {Lessons for DFID in addressing complex problems without creating complicated, workload heavy programmes.}, urldate = {2019-05-15}, journal = {Medium}, author = {LearnAdapt}, month = may, year = {2019}, } @misc{aston_how_2021, title = {How to make theories of change more useful?}, url = {https://thomasmtaston.medium.com/how-to-make-theories-of-change-more-useful-fc969076a44d}, abstract = {A fair amount has been written recently questioning the value added of theories of change. Have we gone through a hype cycle? Are they…}, language = {en}, urldate = {2021-02-18}, journal = {Medium}, author = {Aston, Thomas}, month = feb, year = {2021}, } @article{schoemaker_how_2009, title = {How to {Make} {Sense} of {Weak} {Signals}}, volume = {50}, url = {https://www.researchgate.net/publication/237651413_How_to_Make_Sense_of_Weak_Signals}, number = {3}, urldate = {2016-11-07}, journal = {MIT Sloan Management Review}, author = {Schoemaker, Paul J. H. and Day, George S.}, year = {2009}, keywords = {IMPORTANT}, } @techreport{roelen_how_2017, address = {Florence}, type = {Innocenti {Working} {Papers}}, title = {How to {Make} ‘{Cash} {Plus}’ {Work}: {Linking} {Cash} {Transfers} to {Services} and {Sectors}}, shorttitle = {How to {Make} ‘{Cash} {Plus}’ {Work}}, url = {https://www.un-ilibrary.org/content/papers/25206796/146}, abstract = {The broad-ranging benefits of cash transfers are now widely recognized. However, the evidence base highlights that they often fall short in achieving longer-term and second-order impacts related to nutrition, learning outcomes and morbidity. In recognition of these limitations, several ‘cash plus’ initiatives have been introduced, whereby cash transfers are combined with one or more types of complementary support. This paper aims to identify key factors for successful implementation of these increasingly popular ‘cash plus’ programmes, based on (i) a review of the emerging evidence base of ‘cash plus’ interventions and (ii) an examination of three case studies, namely, Chile Solidario in Chile, IN-SCT in Ethiopia and LEAP in Ghana. The analysis was guided by a conceptual framework proposing a menu of ‘cash plus’ components. The assessment of three case studies indicated that effective implementation of ‘cash plus’ components has indeed contributed to greater impacts of the respective programmes. Such initiatives have thereby addressed some of the non-financial and structural barriers that poor people face and have reinforced the positive effects of cash transfer programmes. In design of such programmes, further attention should be paid to the constraints faced by the most vulnerable and how such constraints can be overcome. We conclude with recommendations regarding the provision of complementary support and cross-sectoral linkages based on lessons learned from the case studies. More research is still needed on the impact of the many variations of ‘cash plus’ programming, including evidence on the comparative roles of individual ‘plus’ components, as well as the knowledge, attitudes and behaviour pathways which influence these impacts.}, language = {en}, number = {2017/10}, urldate = {2023-12-05}, institution = {UNICEF Office of Research}, author = {Roelen, Keetie and Devereux, Stephen and Abdulai, Abdul-Gafaru and Martorano, Bruno and Palermo, Tia and Ragno, Luigi Peter}, month = aug, year = {2017}, doi = {10.18356/0e6268b5-en}, note = {Series: Innocenti Working Papers Volume: 2017/10}, } @misc{karina_adcock_how_2021, title = {How to make a multilayer pie chart in {Excel}}, url = {https://www.youtube.com/watch?v=jaAGX3MiU6c}, abstract = {Create a multilevel donut chart in excel -------------------------------------------------------------------------------- \#exceltips \#exceltutorials \#excelcharts SUBSCRIBE: https://goo.gl/c46YPs Microsoft Office 365, Beta Channel, Version 2104 --------------------------------------------------------------------------------- IF YOU LIKED THIS VIDEO YOU MAY ALSO LIKE: - Recreating a pie chart from a newspaper in PowerPoint    • How to make a pie...}, urldate = {2023-04-27}, author = {{Karina Adcock}}, month = apr, year = {2021}, } @techreport{lynn_how_2022, address = {Seattle}, title = {How to do {Process} {Tracing}: {A} {Method} for {Testing} “{How} {Change} {Happened}” in {Complex} and {Dynamic} {Settings}}, url = {https://www.orsimpact.com/directory/how-to-do-process-tracing.htm}, abstract = {Process tracing is a causal methodology that can help people understand how a particular large-scale change actually happened within a complex dynamic environment. Much of the existing literature provides important information about the method; we wrote this brief to help more people operationalize the concepts and learn about practical steps for using this method more easily, with quality, and toward a more equitable world. This piece was written based on our experiences implementing process tracing when our experience showed that existing materials on the method had a lot more conceptual than practical information. We’ve approached this as people with some successful (and some unsuccessful) experience with the method itself, alongside deep experience in evaluating initiatives and strategies in complex and dynamic settings. We focus not on the Bayesian side of process tracing but rather on how this can be implemented in a way that’s more participatory and lifts up the experiences and wisdom of those closest to the work and the problems being tackled. We hope this contributes to and helps make more approachable the important work of political scientists and methodologists upon which this work sits.}, urldate = {2024-02-19}, institution = {ORS Impact}, author = {Lynn, Jewlya and Stachowiak, Sarah and Beyers, Jennifer}, month = oct, year = {2022}, } @misc{green_how_2021, title = {How to do {Adaptive} {Management} in 15 easy steps – from a top new toolkit – {FP2P}}, url = {https://oxfamapps.org/fp2p/how-to-do-adaptive-management-in-15-easy-steps-from-a-top-new-toolkit/}, urldate = {2021-08-09}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = apr, year = {2021}, } @misc{prieto_martin_how_2022, title = {How to develop capacity in the international development sector}, url = {https://clarissa.global/how-to-develop-capacity-in-the-international-development-sector/}, abstract = {In her acclaimed study of effective cross-organizational teamwork, Harvard Business School Professor Amy C. Edmonson concluded that “trying things that...}, language = {en-US}, urldate = {2024-01-29}, journal = {CLARISSA}, author = {Prieto Martín, Pedro}, month = aug, year = {2022}, } @book{faulkner_how_2020, title = {How to design and plan public engagement processes: a handbook}, abstract = {There is a growing hunger for more, and more meaningful, citizen participation in decisions that affect our lives. Across the world, calls for open government, workplace democracy, community empowerment are gaining support, as are innovative developments in deliberative democracy. The current COVID-19 pandemic makes these calls more pressing than ever, given the deepening inequalities it has caused and the complex challenges of building a progressive road out of the crisis. So, now more than ever we need people capable of designing and planning public engagement processes that are empowering and worthwhile. Experienced practitioners know that, without considerable forethought, care and preparation, public engagement processes risk achieving little or, worse, alienating people so that they never engage (with you or anyone else) again. This Handbook seeks to deepen people’s skills in designing and planning effective public engagement processes, by providing a structured four-stage framework for tackling the task. It draws on the authors’ extensive practical experience of training and working with public engagement facilitators across sectors as well as international expertise. You may be a citizen, a community or public engagement practitioner, an elected or government representative, or some other sponsoring organisation or stakeholder. You may be new to this kind of work or experienced but wanting to review and improve your practice. Or you may be studying public participation in democratic processes. Wherever you are coming from, and whatever type of public engagement you are doing, this Handbook promises to be a useful addition to your toolbox.}, language = {en}, publisher = {What Works Scotland}, author = {Faulkner, Wendy and Bynner, Claire}, year = {2020}, } @techreport{pasanen_how_2016, type = {Working and {Discussion} {Papers}}, title = {How to design a monitoring and evaluation framework for a policy research project}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/10259.pdf}, abstract = {Policy research projects face a number of challenges: policy processes are complex, involve multiple actors and often feature a significant time-lag between research and what may or may not happen as a result of it. To complicate matters further, the scope and scale of policy research projects are increasingly moving away from single research studies towards multi-component, multi-site and multi-sector endeavours. These factors mean that developing an overarching monitoring and evaluation framework can be challenging. But it is not impossible. The guidance note aims to support the first steps in designing and structuring the M\&E framework (that is, what aspects or areas of policy research projects to monitor and evaluate, why, when and how). It builds on an M\&E framework for policy research projects developed and tested by the Research and Policy in Development (RAPID) programme of the Overseas Development Institute, and draws on case studies of how it has been used by RAPID and other research teams.}, urldate = {2018-11-10}, institution = {Methods Lab}, author = {Pasanen, Tiina and Shaxson, Louise}, month = feb, year = {2016}, pages = {40}, } @techreport{salo_how_2017, title = {How to create an agile organization - survey}, url = {https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/how-to-create-an-agile-organization#}, abstract = {Eighteen practices for organizational agility The survey asked respondents about a series of specific actions that underlie each of the 18 practices (9 of them stable, and 9 dynamic) of organizational agility; all of the practices are summarized in the table below. To rate respondents’ organizations, we asked how frequently their performance units engaged in each action that supports a given practice.}, urldate = {2022-01-17}, institution = {McKinsey \& Co.}, author = {Salo, Olli and Ahlbäck, Karin and Fahrbach, Clemens and Murarka, Monica}, month = oct, year = {2017}, } @article{algoso_how_2023, title = {How to {Build} {Movements} with {Cyclical} {Patterns} in {Mind} - {Non} {Profit} {News} {\textbar} {Nonprofit} {Quarterly}}, url = {https://nonprofitquarterly.org/how-to-build-movements-with-cyclical-patterns-in-mind/?utm_source=substack&utm_medium=email}, abstract = {The world changes too much for anyone who is invested in social change work to imagine that this work is linear and predictable. Opportunities come and go, whether caused by a pandemic or political shifts. This much most social movement leaders and activists intuitively understand. But what can be done with this realization? How might movement groups better prepare for moments of opportunity? We want to explore how we can create the changes we want to see by responding to the changes that are outside our control.}, urldate = {2023-10-03}, journal = {Nonprofit Quarterly}, author = {Algoso, Dave and Guerzovich, Florencia and Gattoni, Soledad}, month = jun, year = {2023}, } @misc{ictworks_how_2016, title = {How to {Apply} {Agile} {Principles} to {International} {Development} {M}\&{E}}, url = {https://www.ictworks.org/how-to-apply-agile-principles-to-international-development-me/}, abstract = {We all want to be good at our jobs. We want to accomplish the things we set out to do. If we aren’t accomplishing them, we want to figure out why or try new solutions. The trend toward Adaptive M\&E is exactly that: a desire to be better at our jobs. Similar trends exist in the software world (agile) and in manufacturing and start-ups (lean). But by any name, this process of seeking to improve is about speeding up decision-making and solution delivery by focusing on incremental, iterative planning and execution. I presented on agile with Monalisa Salib of USAID Learning Lab at MERL Tech 2016. I talked about creating software; she talked about creating evaluation tools for USAID missions, but we were describing the same basic process: Develop, Release, Reflect, and Adapt. You can see our slide deck for more details, but here are the key discussion takeaways that won’t show up there: 1: Eyes on the Prize Any effort should start with a clear definition of what you’re hoping to achieve.}, urldate = {2022-05-03}, journal = {ICT Works}, author = {ICTworks}, month = dec, year = {2016}, keywords = {IMPORTANT}, } @misc{itad_how_2018, title = {How should donors manage adaptively? {Market} {Systems} {Development} as a case study.}, shorttitle = {How should donors manage adaptively?}, url = {https://www.itad.com/how-should-donors-manage-adaptively-market-systems-development-as-a-case-study/}, abstract = {Itad has recently completed a strategic evaluation for Sida to help them work through how they can best manage programmes that are adaptive and apply systems approaches - the conclusions from the evaluation about what funders need to do to manage adaptively are of broader relevance.}, language = {en-US}, urldate = {2019-01-08}, journal = {Itad}, author = {Itad}, month = dec, year = {2018}, } @techreport{levy_how_2022, title = {How {Political} {Contexts} {Influence} {Education} {Systems}: {Patterns}, {Constraints}, {Entry} {Points}}, shorttitle = {How {Political} {Contexts} {Influence} {Education} {Systems}}, url = {https://riseprogramme.org/publications/how-political-contexts-influence-education-systems-patterns-constraints-entry-points}, abstract = {This paper synthesises the findings of a set of country studies commissioned by the RISE Programme to explore the influence of politics and power on education sector policymaking and implementation. The synthesis groups the countries into three political-institutional contexts: - Dominant contexts, where power is centred around a political leader and a hierarchical governance structure. As the Vietnam case details, top-down leadership potentially can provide a robust platform for improving learning outcomes. However, as the case studies of Ethiopia, Indonesia, Nigeria, and Tanzania illustrate, all-too-often dominant leaders’ goals vis-à-vis the education sector can veer in other directions. - In impersonal competitive contexts, a combination of strong formal institutions and effective processes of resolving disagreements can, on occasion, result in a shared commitment among powerful interests to improve learning outcomes—but in none of the case studies is this outcome evident. In Peru, substantial learning gains have been achieved despite messy top-level politics. But the Chilean, Indian, and South African case studies suggest that the all-too-common result of rule-boundedness plus unresolved political contestation over the education sector’s goals is some combination of exaggerated rule compliance and/or performative isomorphic mimicry. - Personalised competitive contexts (Bangladesh, Ghana, and Kenya for example) lack the seeming strengths of either their dominant or their impersonal competitive contexts; there are multiple politically-influential groups and multiple, competing goals—but no credible framework of rules to bring coherence either to political competition or to the education bureaucracy. The case studies show that political and institutional constraints can render ineffective many specialised sectoral interventions intended to improve learning outcomes. But they also point to the possibility that ‘soft governance’ entry points might open up some context-aligned opportunities for improving learning outcomes. In dominant contexts, the focus might usefully be on trying to influence the goals and strategies of top-level leadership. In impersonal competitive contexts, it might be on strengthening alliances between mission-oriented public officials and other developmentally-oriented stakeholders. In personalised competitive contexts, gains are more likely to come from the bottom-up—via a combination of local-level initiatives plus a broader effort to inculcate a shared sense among a country’s citizenry of ‘all for education’.}, language = {en}, urldate = {2023-04-13}, institution = {Research on Improving Systems of Education (RISE)}, author = {Levy, Brian}, month = dec, year = {2022}, doi = {10.35489/BSG-RISE-WP_2022/122}, } @techreport{algoso_how_2017, title = {How {INGOs} are {Doing} {Development} {Differently}}, url = {https://www.wvi.org/sites/default/files/How%20INGOs%20are%20DDD.pdf}, urldate = {2018-03-23}, institution = {Care, IRC, Mercy Corps, Oxfam \& World Vision}, author = {Algoso, Dave}, month = nov, year = {2017}, } @article{harris_how_2016, title = {How {ICT4D} {Research} {Fails} the {Poor}}, volume = {22}, issn = {0268-1102}, url = {http://dx.doi.org/10.1080/02681102.2015.1018115}, doi = {10.1080/02681102.2015.1018115}, abstract = {Research can improve development policies and practices and funders increasingly require evidence of such socioeconomic impact from their investments. This article questions whether information and communication technologies for development (ICT4D) research conforms to the requirements for achieving socioeconomic impact. We report on a literature review of the impact of research in international development and a survey of ICT4D researchers who assessed the extent to which they follow practices for achieving socioeconomic impact. The findings suggest that while ICT4D researchers are interested in influencing both practice and policy, they are less inclined toward the activities that would make this happen, especially engaging with users of their research and communicating their findings to a wider audience. Their institutions do not provide incentives for researchers to adopt these practices. ICT4D researchers and their institutions should engage more closely with the users of their research through more and better communications with the public, especially through the use of information and communication technologies.}, number = {1}, urldate = {2016-11-03}, journal = {Information Technology for Development}, author = {Harris, Roger W.}, month = jan, year = {2016}, keywords = {ICT4D, Policy making, Practice, Research, impact}, pages = {177--192}, } @techreport{nadelman_how_2019, address = {Brighton}, title = {How {Does} the {World} {Bank} {Build} {Citizen} {Engagement} {Commitments} into {Project} {Design}? {Results} from {Pilot} {Assessments} in {Mozambique}, {Myanmar}, {Nigeria}, and {Pakistan}}, copyright = {This is an Open Access paper distributed under the terms of the Creative Commons Attribution 4.0 International licence (CC BY), which permits unrestricted use, distribution, and reproduction in any medium, provided the original authors and source are credited and any modifications or adaptations are indicated. http://creativecommons.org/licenses/by/4.0/legalcode}, shorttitle = {How {Does} the {World} {Bank} {Build} {Citizen} {Engagement} {Commitments} into {Project} {Design}?}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/14449}, abstract = {How and to what degree is the World Bank putting its new institutional citizen engagement (CE) commitments into practice? This question guides an independent assessment that the Accountability Research Center (ARC) at American University has undertaken as part of the Institute of Development Studies-led Action for Empowerment and Accountability (A4EA) research programme’s investigation into how external actors can best support local processes of and conditions for empowerment and accountability. This report investigates the World Bank’s incorporation of CE into project design, the critical early stage of donor engagement. To accomplish this, ARC reviewed the World Bank’s fiscal year 2015–17 investment project portfolios for four A4EA priority countries, Mozambique, Myanmar, Nigeria, and Pakistan, which covers 57 projects that range from US\$19 million to U\$600 million. The analysis determines whether projects commit to seeking a strategic approach to CE, which involves combining multiple tactics so that the whole could be greater than the sum of the parts. This assessment of CE commitments is intended to help to inform possible national, civil society organisation strategies to monitor whether and how these commitments are actually implemented in practice.}, language = {en}, urldate = {2019-04-17}, institution = {IDS}, author = {Nadelman, Rachel and Le, Ha and Sah, Anjali}, month = apr, year = {2019}, } @techreport{snijder_how_2021, address = {Brighton}, title = {How {Does} {Participatory} {Action} {Research} {Generate} {Innovation}? {Findings} from a {Rapid} {Realist} {Review}}, copyright = {This is an Open Access paper distributed under the terms of the Creative Commons Attribution 4.0 International licence (CC BY), which permits unrestricted use, distribution, and reproduction in any medium, provided the original authors and source are credited and any modifications or adaptations are indicated.}, shorttitle = {How {Does} {Participatory} {Action} {Research} {Generate} {Innovation}?}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/16754}, abstract = {This Emerging Evidence Report shares evidence of how, for whom, and under what circumstances, Participatory Action Research (PAR) leads to innovative actions. A rapid realist review was undertaken to develop programme theories that explain how PAR generates innovation. The methodology included peer-reviewed and grey literature and moments of engagement with programme staff, such that their input supported the development and refinement of three resulting initial programme theories (IPTs) that we present in this report. Across all three IPTs, safe relational space, group facilitation, and the abilities of facilitators, are essential context and intervention components through which PAR can generate innovation. Implications from the three IPTs for evaluation design of the CLARISSA programme are identified and discussed. The report finishes with opportunities for the CLARISSA programme to start building an evidence base of how PAR works as an intervention modality, such as evidencing group-level conscientisation, the influence of intersecting inequalities, and influence of diverse perspectives coming together in a PAR process.}, language = {en}, number = {6}, urldate = {2024-02-22}, institution = {Institute of Development Studies}, author = {Snijder, Mieke and Apgar, J. Marina}, month = jul, year = {2021}, doi = {10.19088/CLARISSA.2021.009}, note = {Accepted: 2021-07-23T08:48:45Z}, } @techreport{price_how_2018, address = {Washington DC}, type = {Technical {Brief}}, title = {How {Does} {Developing} {Enforcement} {Capacity} {Reduce} {Wildlife} {Crime}? {Increasing} program effectiveness by understanding common assumptions}, abstract = {"How Does Developing Enforcement Capacity Reduce Wildlife Crime?" summarizes findings from the literature around four key assumptions about capacity building for enforcement and prosecution. Using the experiences and evidence summarized in this brief, program designers and implementing partners should be able to increase the effectiveness and efficiency of their capacity building efforts.}, language = {en}, institution = {USAID}, author = {Price, Claire and Buff, Jesse and Peabody, Shawn and Present, Tess and Lauck, Liz}, month = apr, year = {2018}, pages = {20}, } @misc{evans_how_2018, title = {How do we know what works? {Interview} with {Prof}. {Michael} {Woolcock}, {Lead} {Social} {Scientist} at the {World} {Bank}}, url = {https://soundcloud.com/user-845572280/how-do-we-know-what-works-dr-michael-woolcock}, abstract = {Dr Alice Evans and leading experts discuss growth, governance, \& gender inequalities. Alice is a Lecturer at King's College London, and Faculty Associate at the Harvard Kennedy School.}, language = {en}, urldate = {2022-01-28}, author = {Evans, Alice}, month = mar, year = {2018}, note = {2018-03-17}, } @techreport{sharp_how_2022, address = {Edinburgh}, title = {How do we know we are doing good work?}, url = {https://workforcescotland.wpcomstaging.com/wp-content/uploads/2022/11/Collective-Leadership-for-Scotland_Impact-Report_18-November-2022.pdf}, abstract = {Collective leadership feels timely and important in an uncertain, fast changing, and challenging world. This report comes at this heightened moment of urgency and appetite for renewal, bringing potential to do things differently in public services and communities. The opportunities and challenges of true collaboration-in-practice, in the absence of blueprints, mean that it has never been more necessary to change ways of working and foreground learning. As outcomes remain important, and time and resources are scarcer than ever, the approach of collective leadership makes the creation of impact a shared, conscious, and actionable choice. A pathway to ultimate impact at scale is co-created through dialogue about expectations and contributions, and by design, not assuming change will happen because we have good intentions. Collective Leadership for Scotland (CLfS) has a strong vision and enjoys continuing active interest, drawing together participants from a variety of agencies working in public services. People are looking for fresh thinking, space and time for reflection, connection with others, a chance to think about how to tackle difficulties, and to test out what it takes to do, and continue to do, the work of collaborative public service. These motivations are deepened and brought into sharper focus by the pandemic, with an added interest in developing skills in online facilitation. CLfS contributes to building a critical mass for system change, to help to sustain the ambitions of the Christie Commission and the delivery of the National Outcomes for Scotland. There remains further potential to realise wider and deeper impact amongst organisations, communities, and wider systems. The conclusions of this report are likely to have wider resonance beyond interests in the CLfS programmes. This report deepens understanding of some of the challenges of commissioning, convening, and the scope for deeper impact through building reflective and relational leadership practices. It also outlines social and experiential sensemaking and facilitation practices to strengthen the action inquiry approach as a deliberate learning strategy, building cultures that support new forms of collaborative inquiry and systemic action research.}, language = {en}, urldate = {2023-05-22}, institution = {Collective Leadership for Scotland}, author = {Sharp, Cathy and McLaughlin, Dot and Whitley, Janet and Lawson, Karen}, month = sep, year = {2022}, } @techreport{anderson_how_2020, type = {Working {Paper}}, title = {How {Do} {Donor}-led {Empowerment} and {Accountability} {Activities} {Take} {Scale} into {Account}? {Evidence} from {DFID} {Programmes} in {Contexts} of {Fragility}, {Conflict} and {Violence}}, copyright = {This is an Open Access paper distributed under the terms of the Creative Commons Attribution 4.0 International licence (CC BY), which permits unrestricted use, distribution, and reproduction in any medium, provided the original authors and source are credited and any modifications or adaptations are indicated.}, shorttitle = {How {Do} {Donor}-led {Empowerment} and {Accountability} {Activities} {Take} {Scale} into {Account}?}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/15211}, abstract = {Development donors invest significantly in governance reform, including in contexts characterised by conflict and fragility. However, there is relatively little comparative study of their change strategies, and little understanding of what works and why. This paper explores the strategies of six recent DFID-funded programmes in Mozambique, Myanmar, and Pakistan with empowerment and accountability aims. Document review and field interviews are used to analyse the application of multi-scalar or multi-level change strategies, since such approaches are hypothesised to potentially generate more leverage for public accountability reforms. Analysis suggests that these strategies can strengthen citizen ability to navigate governance systems to resolve problems and claim accountability, and can bolster pro-accountability coalitions’ internal solidarity and external legitimacy. Multi-level strategies also appear associated with establishing more significant pressure for reform than exclusively local or national approaches. Yet conventional project reporting focuses on counting activities and outputs rather than analysing the dynamic, interactive processes at work in these strategies, and few evaluations are publicly accessible. To fully understand what kinds of action strengthen citizen demands for accountability requires a more transparent and rigorous approach to learning from donor-led governance interventions.}, language = {en}, number = {536}, urldate = {2020-08-25}, institution = {IDS}, author = {Anderson, Colin and Fox, Jonathan and Gaventa, John}, month = apr, year = {2020}, } @misc{pritchett_how_2017, title = {How did {China} create “{Directed} {Improvisation}”?}, url = {https://buildingstatecapability.com/2017/05/10/how-did-china-create-directed-improvisation}, abstract = {written by Lant Pritchett Yuen-Yuen Ang, a Professor of Political Science at University of Michigan came to speak at Harvard the other day and I was lucky enough to hear her presentation.  Her most…}, urldate = {2017-05-12}, journal = {Building State Capability}, author = {Pritchett, Lant}, month = may, year = {2017}, keywords = {IMPORTANT}, } @techreport{icai_how_2014, address = {London}, title = {How {DFID} learns}, url = {https://icai.independent.gov.uk/wp-content/uploads/How-DFID-Learns-FINAL.pdf}, abstract = {Excellent learning is essential for UK aid to achieve maximum impact and value for money. We take learning to mean the extent to which DFID uses information and experience to influence its decisions. Each ICAI review assesses how well learning takes place. Our reports to date indicate a mixed performance. This review seeks to identify the way DFID learns and what inhibits it from doing so consistently. We drew on our reviews, assessed data from DFID’s own surveys and carried out interviews inside and outside the department. Review DFID generates considerable volumes of information, much of which, such as funded research, is publicly available. DFID does not clearly or consistently link this investment to how it can deliver better impact. We made five recommendations and gave an amber-red score. Findings DFID does not clearly identify how its investment in learning links to its performance and delivering better impact. DFID has the potential to be excellent at organisational learning if its best practices become common. DFID staff learn well as individuals. They are highly motivated and DFID provides opportunities and resources for them to learn. DFID is not yet, however, managing all the elements that contribute to how it learns as a single, integrated system. DFID does not review the costs, benefits and impact of learning. Insufficient priority is placed on learning during implementation. The emphasis on results can lead to a bias to the positive. Learning from both success and failure should be systematically encouraged. Recommendations DFID needs to focus on consistent and continuous organisational learning based on the experience of DFID, its partners and contractors and the measurement of its impact, in particular during the implementation phase of its activities. All DFID managers should be held accountable for conducting continuous reviews from which lessons are drawn about what works and where impact is actually being achieved for intended beneficiaries. All information commissioned and collected (such as annual reviews and evaluations) should be synthesised so that the relevant lessons are accessible and readily usable across the organisation. The focus must be on practical and easy-to-use information. Knowhow should be valued as much as knowledge. Staff need to be given more time to acquire experience in the field and share lessons about what works and does not work on the ground. DFID needs to continue to encourage a culture of free and full communication about what does and does not work. Staff should be encouraged always to base their decisions on evidence, without any bias to the positive.}, number = {Report 34}, urldate = {2021-06-04}, institution = {Independent Commission for Aid Impact (ICAI)}, author = {ICAI}, month = apr, year = {2014}, } @techreport{sharp_how_2019, address = {London}, type = {Briefing paper}, title = {How {DFID} can better manage complexity in development programming}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/12675.pdf}, abstract = {The United Kingdom’s (UK) Department for International Development (DFID) is an ambitious government department that is committed to reducing poverty and conflict overseas. Many of the issues on which DFID works are complex; whether focused on climate change, gender equality, health or other priorities, simple solutions rarely exist. And to tackle these complex challenges, DFID staff must interact with unpredictable systems of political, organisational and individual behaviours and incentives. There is a risk that complex problems spur more complicated programmes; that the complexity of development challenges is addressed through designing programmes with too many projects and implementers. While there may be valid reasons for this, too many of these complicated programmes will overburden staff. This briefing note is the outcome of an ongoing process within DFID to confront these issues and answer the question: how can DFID design and manage programmes to address complex development challenges without creating too much staff workload? Key messages DFID deals with complex problems, which require flexible systems to support testing, learning and adaptation. • Complex problems do not necessarily require workload-heavy delivery structures, but simpler approaches depend on delivery partners’ experience and competence. • However, programmes that tackle complex problems do require more hands-on engagement and face more workload from inflexible compliance requirements. We suggest that DFID and similar agencies: • Pay closer attention to delivery options in programme design, making use of existing options where possible and, where not, fostering local organisations through long-term investments. • Encourage programme designers to articulate how ambition matches resources and consider ‘good enough’ design. • Reduce the burden of compliance by cultivating partner autonomy, reassessing results and valuefor-money requirements and promoting more flexible contracting and procurement. • Plan and prioritise management resources across a portfolio of programmes to make sure they can be focused in the right areas, where the complexity of the problem requires greater engagement.}, language = {en}, urldate = {2019-05-15}, institution = {ODI}, author = {Sharp, Samuel and Valters, Craig and Whitty, Brendan}, month = mar, year = {2019}, } @techreport{mager_how_2018, title = {How {Decent} is {Decent} {Work}? {Using} {SenseMaker} to understand workers’ experiences}, shorttitle = {How {Decent} is {Decent} {Work}?}, url = {http://hdl.handle.net/10546/620476}, language = {en}, urldate = {2020-02-06}, institution = {Oxfam}, author = {Mager, Franziska and Smith, Becca and Gujit, Irene}, month = may, year = {2018}, doi = {10.21201/2018.2524}, } @book{ang_how_2016, address = {London}, title = {How {China} {Escaped} the {Poverty} {Trap}}, isbn = {978-1-5017-0020-0}, abstract = {Before markets opened in 1978, China was an impoverished planned economy governed by a Maoist bureaucracy. In just three decades it evolved into the world's second-largest economy and is today guided by highly entrepreneurial bureaucrats. In How China Escaped the Poverty Trap, Yuen Yuen Ang explains this astonishing metamorphosis. Rather than insist that either strong institutions of good governance foster markets or that growth enables good governance, Ang lays out a new, dynamic framework for understanding development broadly. Successful development, she contends, is a coevolutionary process in which markets and governments mutually adapt.By mapping this coevolution, Ang reveals a startling conclusion: poor and weak countries can escape the poverty trap by first harnessing weak institutions―features that defy norms of good governance―to build markets. Further, she stresses that adaptive processes, though essential for development, do not automatically occur. Highlighting three universal roadblocks to adaptation, Ang identifies how Chinese reformers crafted enabling conditions for effective improvisation.How China Escaped the Poverty Trap offers the most complete synthesis to date of the numerous interacting forces that have shaped China’s dramatic makeover and the problems it faces today. Looking beyond China, Ang also traces the coevolutionary sequence of development in late medieval Europe, antebellum United States, and contemporary Nigeria, and finds surprising parallels among these otherwise disparate cases. Indispensable to all who care about development, this groundbreaking book challenges the convention of linear thinking and points to an alternative path out of poverty traps.}, language = {English}, publisher = {Cornell University Press}, author = {Ang, Yuen Yuen}, month = sep, year = {2016}, keywords = {IMPORTANT}, } @book{green_how_2016, address = {New York}, title = {How {Change} {Happens}}, isbn = {978-0-19-878539-2}, abstract = {Human society is full of would-be 'change agents', a restless mix of campaigners, lobbyists, and officials, both individuals and organizations, set on transforming the world. They want to improve public services, reform laws and regulations, guarantee human rights, get a fairer deal for those on the sharp end, achieve greater recognition for any number of issues, or simply be treated with respect. Striking then, that not many universities have a Department of Change Studies, to which social activists can turn for advice and inspiration. Instead, scholarly discussions of change are fragmented with few conversations crossing disciplinary boundaries, rarely making it onto the radars of those actively seeking change. This book bridges the gap between academia and practice, bringing together the best research from a range of academic disciplines and the evolving practical understanding of activists to explore the topic of social and political change. Drawing on many first-hand examples from the global experience of Oxfam, one of the world's largest social justice NGOs, as well as the author's insights from studying and working on international development, it tests ideas on How Change Happens and offers the latest thinking on what works to achieve progressive change. This is an open access title available under the terms of a CC BY-NC-ND 4.0 International licence. It is available as a free PDF download from OUP and selected open access locations.}, language = {English}, publisher = {OUP Oxford}, author = {Green, Duncan}, month = oct, year = {2016}, } @techreport{mercy_corps_how_2017, title = {How can we be more adaptive? {AdaptScan} identifies critical areas for improvement}, institution = {Mercy Corps \& IRC}, author = {Mercy Corps}, year = {2017}, keywords = {IMPORTANT}, } @book{flyvbjerg_how_2023, title = {How {Big} {Things} {Get} {Done}: {The} {Surprising} {Factors} {Behind} {Every} {Successful} {Project}, from {Home} {Renovations} to {Space} {Exploration}}, isbn = {978-1-03-501893-2}, shorttitle = {How {Big} {Things} {Get} {Done}}, abstract = {World expert Bent Flyvbjerg and bestselling author Dan Gardner reveal the secrets to successfully planning and delivering ambitious projects on any scale.Nothing is more inspiring than a big vision that becomes a triumphant new reality. Think of how Apple’s iPod went from a project with a single employee to an enormously successful product launch in eleven months. But such successes are the exception. Consider how London’s Crossrail project delivered five years late and billions over budget. More modest endeavours, whether launching a small business, organizing a conference, or just finishing a work project on time, also commonly fail. Why?Understanding what distinguishes the triumphs from the failures has been the life’s work of Oxford professor Bent Flyvbjerg. In How Big Things Get Done, he identifies the errors that lead projects to fail, and the research-based principles that will make yours succeed:- Understand your odds. If you don’t know them, you won’t win.- Plan slow, act fast. Getting to the action quick feels right. But it’s wrong.- Think right to left. Start with your goal, then identify the steps to get there.- Find your Lego. Big is best built from small.- Master the unknown unknowns. Most think they can’t, so they fail. Flyvbjerg shows how you can.Full of vivid examples ranging from the building of the Sydney Opera House to the making of the latest Pixar blockbusters, How Big Things Get Done reveals how to get any ambitious project done – on time and on budget.}, language = {English}, publisher = {Macmillan}, author = {Flyvbjerg, Bent and Gardner, Dan}, month = feb, year = {2023}, } @article{ang_how_2022, title = {How {Beijing} {Commands}: {Grey}, {Black}, and {Red} {Directives} from {Deng} to {Xi}}, url = {https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4201534}, journal = {The China Quarterly}, author = {Ang, Yuen Yuen}, month = aug, year = {2022}, } @book{davis_how_2020, address = {Cambridge, MA}, title = {How {Artifacts} {Afford}: {The} {Power} and {Politics} of {Everyday} {Things}}, isbn = {978-0-262-04411-0}, shorttitle = {How {Artifacts} {Afford}}, url = {https://mitpress.mit.edu/9780262044110/how-artifacts-afford/}, abstract = {Technologies are intrinsically social. They reflect human values and affect human behavior. The social dynamics of technology materialize through design features that shape how a technology functions and to what effect. The shaping effects of technology are represented in scholarly fields by the concept of “affordances.” Affordances are the ways design features enable and constrain user engagement and social action. This has been a central construct for designers and technology theorists since foundational statements on the topic from JJ Gibson and Don Norman in the 1970s and 80s. With the rise of digitization and widespread automation, “affordance” has entered common parlance and resurged within academic discourse and debate. Davis provides a conceptual update on affordance theory along with a cogent scaffold that shifts the orienting question from what technologies afford, to how technologies afford, for whom, and under what circumstances? “How Artifacts Afford” introduces the mechanisms and conditions framework of affordances in which technologies request, demand, encourage, discourage, refuse, and allow social action, varying across subjects and circumstances. Underlying this mechanisms and conditions framework is a sharp focus on the politics and power encoded in sociotechnical systems. In this timely theoretical reboot, Davis brings clarity to the affordance concept, situates the concept within a broader history of technology studies, and demonstrates how the mechanisms and conditions framework can serve as a transferrable tool of inquiry, critique, and (re)design.}, language = {English}, publisher = {MIT Press}, author = {Davis, Jenny L.}, month = aug, year = {2020}, } @article{snijder_how_2023, title = {How are {Research} for {Development} {Programmes} {Implementing} and {Evaluating} {Equitable} {Partnerships} to {Address} {Power} {Asymmetries}?}, volume = {35}, issn = {1743-9728}, url = {https://doi.org/10.1057/s41287-023-00578-w}, doi = {10.1057/s41287-023-00578-w}, abstract = {The complexity of issues addressed by research for development (R4D) requires collaborations between partners from a range of disciplines and cultural contexts. Power asymmetries within such partnerships may obstruct the fair distribution of resources, responsibilities and benefits across all partners. This paper presents a cross-case analysis of five R4D partnership evaluations, their methods and how they unearthed and addressed power asymmetries. It contributes to the field of R4D partnership evaluations by detailing approaches and methods employed to evaluate these partnerships. Theory-based evaluations deepened understandings of how equitable partnerships contribute to R4D generating impact and centring the relational side of R4D. Participatory approaches that involved all partners in developing and evaluating partnership principles ensured contextually appropriate definitions and a focus on what partners value.}, language = {en}, number = {2}, urldate = {2023-04-13}, journal = {The European Journal of Development Research}, author = {Snijder, Mieke and Steege, Rosie and Callander, Michelle and Wahome, Michel and Rahman, M. Feisal and Apgar, Marina and Theobald, Sally and Bracken, Louise J. and Dean, Laura and Mansaray, Bintu and Saligram, Prasanna and Garimella, Surekha and Arthurs-Hartnett, Sophia and Karuga, Robinson and Mejía Artieda, Adriana Elizabeth and Chengo, Victoria and Ateles, Joanes}, month = apr, year = {2023}, pages = {351--379}, } @techreport{kantelberg_how_2022, title = {How and {Why} {Practitioners} {Think} and {Work} {Politically} - {Evidence} from {Chemonics} {Programming} {Across} {Sectors}}, url = {https://chemonics.com/wp-content/uploads/2022/12/Chemonics_International_How_and_Why_Practitioners_Think_and_Work_Politically_Dec_19_2022.pdf}, abstract = {Most development practitioners have long recognized that deep contextual knowledge is crucial to understanding how projects interact with their local systems and, in turn, to navigating these systems. Moreover, this knowledge must complement projects' technical solutions, or they will fall flat and may even undercut project objectives as they clatter down. What, then, explains practitioners' particular interest in TWP as an explicit strategy and more than just "doing good development"? This report responds to that question and to the many calls for a more comprehensive picture of TWP by presenting new evidence of the various forms that TWP may take in practice. The evidence comes from a 2022 study that Chemonics undertook to foster more robust learning about TWP. Specifically, we closely examined Chemonics implemented projects that used or are using various forms of TWP in nine countries: Bangladesh, Iraq, Mozambique, the Philippines, Pakistan, Syria, Timor-Leste, and Tunisia. In conducting the study, we interviewed multiple staff from these projects. We complemented what we learned from these projects with a review of eight additional Chemonics- implemented projects applying TWP that had received dedicated support from Chemonics’ Center for Politically Informed Programming (the Center). We consider these findings alongside those of the recent (2022) USAID-Chemonics study on political economy analysis (PEA) usage to identify and articulate what is different and more effective about PEA processes and TWP practices that have received more support.}, language = {en}, urldate = {2023-01-03}, institution = {Chemonics International}, author = {Kantelberg, Renee and Swift-Morgan, Jennifer and Watson, Bryce}, month = dec, year = {2022}, } @article{holweg_how_2023, title = {How {AI} {Fits} into {Lean} {Six} {Sigma}}, issn = {0017-8012}, url = {https://hbr.org/2023/11/how-ai-fits-into-lean-six-sigma}, abstract = {AI already is being used in some areas of process improvement, and the usage of this technology — including generative AI — promises to grow. That’s because it can perform tasks faster and much less expensively than humans alone. But it will never fully replace people — and that poses management challenges.}, urldate = {2023-11-14}, journal = {Harvard Business Review}, author = {Holweg, Matthias and Davenport, Thomas H. and Snyder, Ken}, month = nov, year = {2023}, note = {Section: Operations and supply chain management}, } @misc{simister_how_2018, title = {How {Adaptive} {Management} is challenging the monitoring and evaluation of complex programmes}, url = {https://www.intrac.org/adaptive-management-challenging-monitoring-evaluation-complex-programmes/}, abstract = {By Nigel Simister Adaptive management is a broad approach designed to support development or humanitarian programmes in complex or uncertain …}, language = {en}, urldate = {2018-08-10}, journal = {INTRAC}, author = {Simister, Nigel}, month = may, year = {2018}, } @misc{kratzer_how_2023, title = {How adaptive {M}\&{E} from the peace sector can help demonstrate the value of aid}, url = {https://frompoverty.oxfam.org.uk/how-adaptive-me-from-the-peace-sector-can-help-demonstrate-the-value-of-aid/}, abstract = {Over the last decade, the peace sector has been developing and adapting Monitoring and Evaluation (M\&E) systems and tools to fit their contexts and ways of working. This evolution may hold some insights for the aid community in how to go beyond more traditional, backwards-looking M\&E to navigate today’s volatile, interest-based world of politics and aid.}, urldate = {2023-08-15}, author = {Kratzer, Sebastian}, month = oct, year = {2023}, } @misc{robinson_hospicing_2019, title = {Hospicing {The} {Old}}, url = {https://medium.com/thefarewellfund/hospicing-the-old-16e537396c4b}, abstract = {In 2010 I was introduced to the Berkana Institutes’s Two Loop model, and I come back to it again and again. As I’ve moved across different…}, language = {en}, urldate = {2023-10-31}, journal = {Stewarding Loss}, author = {Robinson, Cassie}, month = jan, year = {2019}, } @techreport{thiele_horizontal_2006, title = {Horizontal {Evaluation}: {Stimulating} social learning among peers}, url = {http://hdl.handle.net/10568/70133}, abstract = {Horizontal evaluation is a flexible evaluation method that combines self-assessment and external review by peers. We have developed and applied this method for use within an Andean regional network that develops new methodologies for research and development (R\&D). The involvement of peers neutralizes the lopsided power relations that prevail in traditional external evaluations, creating a more favourable atmosphere for learning and improvement. The central element of a horizontal evaluation is a workshop that brings together a group of ‘local participants’ who are developing a new R\&D methodology and a group of ‘visitors’ or ‘peers’ who are also interested in the methodology. The workshop combines presentations about the methodology with field visits, small group work and plenary discussions. It elicits and compares the perceptions of the two groups concerning the strengths and weaknesses of the methodology; it provides practical suggestions for improvement, which may often be put to use immediately; it promotes social learning among the different groups involved; and it stimulates further experimentation with and development of the methodology in other settings.}, number = {13}, author = {Thiele, G and velasco, C and Manrique, K}, year = {2006}, pages = {4}, } @misc{better_evaluation_horizontal_nodate, title = {Horizontal {Evaluation}}, url = {https://www.betterevaluation.org/en/plan/approach/horizontal_evaluation}, abstract = {Horizontal evaluation is an approach that combines self-assessment by local participants and external review by peers. Originally developed to evaluate new methodologies for agricultural research and development, horizontal evaluation has wider potential for application. In its original setting, the focus of horizontal evaluation is the actual R\&D methodology itself rather than the project per se or the team or organisation that developed it}, urldate = {2018-10-18}, journal = {Better Evaluation}, author = {Better Evaluation}, } @article{chowdhury_holistic_2023, title = {Holistic {Flexibility} for {Deploying} {Systems} {Thinking} as a {Cognitive} {Skill}}, issn = {1573-9295}, url = {https://doi.org/10.1007/s11213-022-09626-8}, doi = {10.1007/s11213-022-09626-8}, abstract = {Considering Systems Thinking (ST) as a cognitive skill can create greater acceptability of and openness to the discipline from practitioners and researchers outside operations research and management science. Rather than associating ST with frameworks and methodologies, ST as a cognitive skill can help popularize and democratize the discipline. This paper highlights how the conceptual lens of Holistic Flexibility can help practitioners deploy ST as a cognitive skill without the application of any traditional systems methodology. Holistic Flexibility is defined as the dynamic interplay between a state of mind that has the ability to absorb systemic complexity and a state of practice that has the ability to embrace flexibility, both in intent and in form. Through two case-studies, discussions in this paper highlight how Holistic Flexibility can serve as a conceptual lens for systems practitioners. The case-studies demonstrate the importance of a practitioner’s ability to seamlessly manage and work with multiple variables, stakeholders, and factors to deliver responsible outcomes with the aid of learning loops. The main contribution of this paper lies in the case-studies and analyses presented that provide use cases for Holistic Flexibility in ST, which will help address recent calls in the discipline for ST to be considered as a cognitive skill.}, language = {en}, urldate = {2023-01-17}, journal = {Systemic Practice and Action Research}, author = {Chowdhury, Rajneesh}, month = jan, year = {2023}, } @techreport{samuels_hiv_2008, title = {{HIV}, food and drugs: {Livelihoods}, nutrition and {Anti}-retroviral {Therapy} ({ART}) in {Kenya} and {Zambia}}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/3355.pdf}, abstract = {Key points • ART has restored the health of many people living with HIV, but their livelihoods lag behind • Good nutrition is important for people on ART. Food supplementation can help, but is no substitute for sustainable livelihoods • The livelihoods of people on ART can be bolstered through skills, livelihood networks, assets and cash or food transfers}, number = {45}, urldate = {2018-10-19}, institution = {ODI}, author = {Samuels, Fiona and Rutenberg, Naomi}, year = {2008}, pages = {4}, } @inproceedings{abbas_historical_2008, series = {Lecture {Notes} in {Business} {Information} {Processing}}, title = {Historical roots of {Agile} {Methods}: {Where} did “{Agile} {Thinking}” come from?}, isbn = {978-3-540-68255-4}, shorttitle = {Historical {Roots} of {Agile} {Methods}}, abstract = {The appearance of Agile methods has been the most noticeable change to software process thinking in the last fifteen years [16], but in fact many of the “Agile ideas” have been around since 70’s or even before. Many studies and reviews have been conducted about Agile methods which ascribe their emergence as a reaction against traditional methods. In this paper, we argue that although Agile methods are new as a whole, they have strong roots in the history of software engineering. In addition to the iterative and incremental approaches that have been in use since 1957 [21], people who criticised the traditional methods suggested alternative approaches which were actually Agile ideas such as the response to change, customer involvement, and working software over documentation. The authors of this paper believe that education about the history of Agile thinking will help to develop better understanding as well as promoting the use of Agile methods. We therefore present and discuss the reasons behind the development and introduction of Agile methods, as a reaction to traditional methods, as a result of people’s experience, and in particular focusing on reusing ideas from history.}, language = {en}, booktitle = {Agile {Processes} in {Software} {Engineering} and {Extreme} {Programming}}, publisher = {Springer Berlin Heidelberg}, author = {Abbas, Noura and Gravell, Andrew M. and Wills, Gary B.}, editor = {Abrahamsson, Pekka and Baskerville, Richard and Conboy, Kieran and Fitzgerald, Brian and Morgan, Lorraine and Wang, Xiaofeng}, year = {2008}, keywords = {Agile methods, Software Development}, pages = {94--103}, } @book{grant_hidden_2023, title = {Hidden {Potential}: {The} {Science} of {Achieving} {Greater} {Things}}, isbn = {978-0-7535-6004-4}, shorttitle = {Hidden {Potential}}, url = {https://www.goodreads.com/book/show/157095669-hidden-potential}, abstract = {\#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 gifted students in school, natural athletes in sports, and child prodigies in music. But admiring people who start out with innate advantages leads us to overlook the distances we ourselves can travel. We can all improve at improving. And when opportunity doesn’t knock, there are ways to build a door.Hidden Potential offers a new framework for raising aspirations and exceeding expectations. Adam Grant weaves together groundbreaking evidence, surprising insights, and vivid story­telling that takes us from the classroom to the boardroom, the playground to the Olympics, and underground to outer space. He shows that progress depends less on how hard you work than how well you learn. Growth is not about the genius you possess – it’s about the character you develop. Grant explores how to build the charac­ter skills and motivational structures to realize our own potential, and how to design systems that create opportunities for those who have been underrated and overlooked.This book reveals how anyone can rise to achieve greater things. The true measure of your potential is not the height of the peak you’ve reached, but how far you’ve climbed to get there.}, language = {English}, publisher = {WH Allen}, author = {Grant, Adam}, month = oct, year = {2023}, } @techreport{ramalingam_herramientas_2006, address = {London}, title = {Herramientas de {Conocimiento} y {Aprendizaje}: {Una} {Guía} para {Organizaciones} {Humanitarias} y de {Desarrollo}}, shorttitle = {Tools for {Knowledge} and {Learning}}, url = {http://www.odi.org/publications/153-tools-knowledge-learning-guide-development-humanitarian-organisations}, abstract = {This toolkit presents entry points and references to the wide range of tools and methods that have been used to facilitate improved knowledge and learning in the development and humanitarian sectors.}, urldate = {2016-03-24}, institution = {ODI}, author = {Ramalingam, Ben}, month = jul, year = {2006}, keywords = {spanish}, } @misc{hermes_hermes_2015, title = {{HERMES} ({Highly} {Extensible} {Resource} for {Modeling} {Event}-{Driven} {Supply} {Chains})}, url = {http://hermes.psc.edu/}, abstract = {Systems modeling is a tool for policymakers and program managers to capture all the direct and indirect effects of changes to a supply chain, identify sustainable solutions to the root causes of issues and save time, effort and resources in costly trial and error. Without systems modeling, evaluating the supply chain, identifying gaps, and implementing solutions can be insufficient, unsustainable and costly. Stock2 Vaccine supply chains are complex systems, comprising all the equipment, personnel, policies and processes needed to deliver a vaccine from its point of origin to the population. Understanding how the various components of a vaccine supply chain interact with each other is critical to evaluating supply chain function, identifying the root causes of issues and formulating sustainable solutions. HERMES (Highly Extensible Resource for Modeling Event-Driven Supply Chains) is a software program that allows users to generate a detailed computer simulation model of a supply chain}, urldate = {2018-03-09}, journal = {hermes.psc.edu}, author = {{HERMES}}, year = {2015}, } @techreport{salib_help_2019, address = {Washington DC}, title = {Help! {I}’m hiring new staff and {I} want them to work adaptively. {A} guide to hiring adaptive employees.}, url = {https://usaidlearninglab.org/community/blog/help-im-hiring-new-staff-and-i-want-them-work-adaptively}, abstract = {If you are involved in hiring, this tool can help you increase your chances of selecting staff members skilled in adaptive management. It will help answer the questions: Which competencies should I recruit for in order to hire more adaptive employees? Which desired qualifications should I incorporate into position descriptions to attract adaptive employees? Which interview questions should I ask to screen for adaptive employee competencies? You should use this tool when you decide to hire a new individual - whether that be a direct hire, contractor, or consultant - or when you are changing an individual’s current position description or scope of work. Specifically, this tool will help you determine which qualifications are most important for the position and offers interview questions you can use with candidates. --- You’re in luck! We just released a new guide for hiring adaptive employees. This visual and user-friendly tool will help increase your chances of selecting staff skilled in adaptive management. Here are the details: What do you mean by “work adaptively” or an “adaptive employee”? An adaptive employee is an individual who, in collaboration with relevant stakeholders, systematically acquires and uses knowledge to make decisions and adjustments in their work in order to achieve greater impact. Why focus on adaptive employees? Why does it matter? With industries, technologies, and organizations in a near constant state of flux, leaders are recognizing the importance of adaptability as a critical capacity. Because of this, it’s not surprising that a recent LinkedIn report found that adaptability was the most important soft skill hiring managers were screening for. In addition, evidence shows that teams that apply more data-driven and adaptive leadership practices perform better than those that focus less on these practices. It makes sense, then, that managers want to recruit more team members who are skilled in adaptive management - it helps achieve results. Who should use this tool? Anyone involved in hiring, responsible for developing or approving position descriptions, participating in interviews, and/or approving new hires. When should I use this tool? Use it as soon as you decide to hire a new staff person or when you’re adjusting existing position descriptions. What does the tool help me do? It will help you think through: Which competencies should I recruit for in order to hire more adaptive employees? Which desired qualifications should I incorporate into position descriptions to attract adaptive employees? (You can even copy and paste qualification language from the tool into scopes of work!) Which interview questions should I ask to screen for adaptive employee competencies? (You can copy and paste interview questions into your screening, interview, and reference check protocols!) Has the tool been tested? Yes, staff within USAID’s Global Development Lab and on the USAID LEARN contract tested the tool, providing feedback on the minimum viable product and subsequent versions. Testers confirmed finding the tool useful, and gave it a 9/10 score when asked if they would recommend it to colleagues. Some specific feedback from testers included: "The tool prompts deeper thought on what you might need and want in a job candidate" and "All [of the interview questions I used from the tool] worked well." What about the existing staff? How can they gain greater skills in adaptive management? Existing USAID staff and implementing partners can access online training in collaborating, learning, and adapting (CLA) and find resources in the CLA Toolkit. USAID staff also have access to an internal CLA community of practice and five-day, in-person CLA training.}, urldate = {2023-09-29}, institution = {USAID LEARN}, author = {Salib, Monalisa}, month = may, year = {2019}, } @techreport{salome_has_2016, title = {Has {Kenya}’s {ICT} revolution triggered more citizen participation?}, url = {http://www.makingallvoicescount.org/publication/when-does-state-listen/}, abstract = {Lessons from policy in Ghana, Kenya, South Africa and Tanzania}, urldate = {2016-09-07}, institution = {Institute of Development Studies}, author = {Salome, Nyambura}, month = jun, year = {2016}, keywords = {IMPORTANT}, } @book{axelrod_harnessing_1999, title = {Harnessing {Complexity}: {Organizational} {Implications} of a {Scientific} {Frontier}}, isbn = {978-0-684-86717-5}, shorttitle = {Harnessing {Complexity}}, abstract = {Recent advances in the study of complexity have given scientists profound new insights into how natural innovation occurs and how its power can be exploited. Now two pioneers in the field, Robert Axelrod and Michael D. Cohen, provide leaders in business and government with a guide to complexity that will help them make effective decisions in a world of rapid change. Building on evolutionary biology, computer science, and social design, Axelrod and Cohen have constructed a unique framework for improving the way people work together. Their approach to management is based on the concept of the Complex Adaptive System, which can describe everything from rain forests to the human gene pool, and from automated software agents to multinational companies. The authors' framework reveals three qualities that all kinds of managers must cultivate in their organization: "Variation" What is the best way to manage the development of software? Should the problem be broken up into small pieces for programmers working independently, thus enhancing variation, or should there be a centralized hierarchy of programmers ruled by a chain of command? The authors show how the decentralized creation of variation combined with the centralized maintenance of standards was the key to the success of the Linux "open source software" project, which brought together thousands of volunteers in cyberspace to produce an operating system that can outperform Microsoft's. "Interaction" Why did northern Italy prosper while southern Italy remained poor? Recognizing the internal interactions of a Complex Adaptive System -- be it a national region, a company, or a nonprofit group -- reveals vitalnetworks of trust. Axelrod and Cohen explain that in successful adaptive systems, rich networks of horizontal linkages foster cooperation and provide an advantage over other less cooperatively networked groups. In the case of Italy, voluntary associations created networks of trust in the Middle Ages that became northern Italy's critical advantage over the south. "Selection" Is a Pulitzer Prize better than a National Book Award? How can foundations and corporations design competitions that have a positive effect on the evolution of excellence? The authors' framework makes clear that the worst selection processes are mired in orthodox standards that have not adapted to a new environment. The best selection processes, on the other hand, are created and run by leaders who understand how the standards they use can transform their organization and its environment. This simple, paradigm-shifting analysis of how people work together will transform the way we think about getting things done in a group. "Harnessing Complexity" is the essential guide to creating wealth, power, and knowledge in the 21st century.}, language = {en}, publisher = {Free Press}, author = {Axelrod, Robert M. and Cohen, Michael D.}, year = {1999}, note = {Google-Books-ID: zR8HRAAACAAJ}, keywords = {Organizational Behavior}, } @book{elstub_handbook_2019, title = {Handbook of {Democratic} {Innovation} and {Governance}}, isbn = {978-1-78643-386-2}, abstract = {Democratic innovations are proliferating in politics, governance, policy, and public administration. These new processes of public participation are reimagining the relationship between citizens and institutions. This Handbook advances understanding of democratic innovations, in theory and practice, by critically reviewing their importance throughout the world. The overarching themes are a focus on citizens and their relationship to these innovations, and the resulting effects on political equality. The Handbook therefore offers a definitive overview of existing research on democratic innovations, while also setting the agenda for future research and practice.}, language = {en}, publisher = {Edward Elgar Publishing}, author = {Elstub, Stephen and Escobar, Oliver}, month = dec, year = {2019}, note = {Google-Books-ID: P7bEDwAAQBAJ}, keywords = {Democracy, Public Affairs \& Administration}, } @article{ferretti_hacking_2023, title = {Hacking by the prompt: {Innovative} ways to utilize {ChatGPT} for evaluators}, volume = {2023}, copyright = {© 2023 American Evaluation Association and Wiley Periodicals LLC.}, issn = {1534-875X}, shorttitle = {Hacking by the prompt}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20557}, doi = {10.1002/ev.20557}, abstract = {“Hacking by the prompt”—writing simple yet creative conversational instructions in ChatGPT's message window—revealed many valuable additions to the evaluator's toolbox for all stages of the evaluation process. This includes the production of terms of reference and proposals for the dissemination of final reports. ChatGPT does not come with an instruction book, so evaluators must experiment creatively to understand its potential. The surprising performance of ChatGPT leads to the question: will it eventually substitute for evaluators? By describing ChatGPT through four personality characteristics (pedantic, “I know it all,” meek, and “speech virtuoso”), this article provides case examples of the potential and pitfall of ChatGPT in transforming evaluation practice. Anthropomorphizing ChatGPT is debatable, but the result is clear: tongue-in-cheek personality characteristics helped hack ChatGPT more creatively while remaining aware of its challenges. This article combines practical ideas with deeper reflection on evaluation. It concludes that ChatGPT can substitute for evaluators when evaluations mostly focus on paperwork and conventional approaches “by the book” (an unfortunate trend in the sector). ChatGPT cannot substitute engagement with reality and critical thinking. Will ChatGPT then be a stimulus to rediscover the humanity and the reality we lost in processes?}, language = {en}, number = {178-179}, urldate = {2023-12-11}, journal = {New Directions for Evaluation}, author = {Ferretti, Silva}, year = {2023}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1002/ev.20557}, pages = {73--84}, } @misc{wcst_habits_2020, address = {Tucson, AZ}, title = {Habits of a system thinker}, url = {https://ttsfilestore.blob.core.windows.net/ttsfiles/habits-single-page-2020.pdf}, abstract = {From the Waters Center For Systems Thinking. See: https://thinkingtoolsstudio.waterscenterst.org/courses/habits https://thinkingtoolsstudio.waterscenterst.org/cards}, urldate = {2021-07-30}, publisher = {Waters Center For Systems Thinking}, author = {WCST}, year = {2020}, } @misc{methods_lab_guiding_2015, title = {Guiding questions to help narrow the scope of an evaluation}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/10038.pdf}, abstract = {Time and budget constraints can mean that programmes are not able to assess all possible evaluation questions; this is especially true for multi-component or multi-site programmes operating in challenging environments. This tool identifies areas of enquiry to help programmes prioritise the number of questions and measurement indicators used. This tool was developed by Anne Buffardi for use in in Methods Lab projects.}, urldate = {2018-11-10}, author = {{Methods Lab}}, month = nov, year = {2015}, } @techreport{kirsch_guidelines_2015, title = {Guidelines for writing a case study on implementation ({Book} {Project}: {Smart} {Implementation} in {Governance})}, language = {en}, institution = {GIZ GmbH}, author = {Kirsch, Renate}, month = aug, year = {2015}, pages = {18}, } @techreport{sdc_guidelines_2013, title = {Guidelines for the {Monitoring} {System} for {Development}-{Related} {Changes} ({MERV})}, url = {https://www.alnap.org/system/files/content/resource/files/main/Guideline%20for%20the%20Monitoring%20System%20of%20Development-Related%20Changes.pdf}, urldate = {2019-03-06}, institution = {SDC}, author = {SDC}, month = sep, year = {2013}, } @techreport{bekkers_guidelines_2014, title = {Guidelines for good market development program design. {A} managers’ perspective}, url = {https://beamexchange.org/resources/186/}, abstract = {Good programme design is a key factor contributing to the success of market development programmes. Unfortunately, too many current designs have major flaws which prevent programmes becoming successful even before they get started. This document considers what makes market development programmes consistently successful and how to prevent programme design from being a hurdle to sustainable and efficient impact as scale.}, language = {en}, urldate = {2023-10-06}, institution = {BEAM Exchange}, author = {Bekkers, Harald and Roggekamp, Peter}, year = {2014}, } @article{daniel_h_guidelines_1992, title = {Guidelines for {Drawing} {Causal} {Loop} {Diagrams}}, volume = {3}, url = {http://www.cs.toronto.edu/~sme/SystemsThinking/GuidelinesforDrawingCausalLoopDiagrams.pdf}, abstract = {The old adage “if the only tool you have is a hammer, everything begins to look like a nail” can also apply to language. If our language is linear and static, we will tend to view and interact with our world as if it were linear and static. Taking a complex, dynamic, and circular world and linearizing it into a set of snapshots may make things seem simpler, but we may totally misread the very reality we were seeking to understand. Making such inappropriate simplifications “is like putting on your brakes and then looking at your speedometer to see how fast you were going” says Bill Isaacs of the MIT Center for Organizational Learning. Articulating Reality Causal loop diagrams provide a language for articulating our understanding of the dynamic, interconnected nature of our world. We can think of them as sentences which are constructed by linking together key variables and indicating the causal relationships between them. By stringing together several loops, we can create a coherent story about a particular problem or issue.}, number = {1}, urldate = {2018-03-09}, journal = {The Systems Thinker}, author = {Daniel H., Kim}, year = {1992}, pages = {5--6}, } @techreport{franco_guidelines_2018, address = {Brighton}, title = {Guidelines for designing and monitoring social accountability interventions}, language = {en}, institution = {IDS}, author = {Franco, Erika Lopez and Shankland, Alex}, month = aug, year = {2018}, pages = {26}, } @techreport{ministry_of_foreign_affairs_of_denmark_guidelines_2020, address = {Copenhagen}, title = {Guidelines for {Country} {Strategic} {Frameworks} {Programmes} and {Projects}}, url = {https://amg.um.dk/tools/guidance-note-for-adaptive-management}, language = {en}, urldate = {2023-09-29}, institution = {Government of Denmark}, author = {Ministry of Foreign Affairs of Denmark}, month = nov, year = {2020}, } @article{wills_guidelines_2016, title = {Guidelines and good practices for evidence-informed policy-making in a government department}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/11011.pdf}, language = {en}, urldate = {2019-07-03}, author = {Wills, Alf and Tshangela, Mapula and Shaxson, Louise and Datta, Ajoy and Matomela, Bongani}, month = nov, year = {2016}, pages = {19}, } @techreport{halse_guide_2023, title = {Guide to {Innovation} {Partnerships} – {A} {United} {Nations} {Ghide}}, url = {https://www.unglobalpulse.org/document/guide-to-innovation-partnerships/}, language = {en-US}, urldate = {2023-09-08}, institution = {UN Global Pulse}, author = {Halse, Michelle and Ginsberg-Fletcher, Gabriella and Balbi, Luisa}, month = jul, year = {2023}, } @book{pares_guide_2013, title = {Guide to {Evaluating} {Participatory} {Processes} - {Practical} guide}, url = {http://www.academia.edu/3890167/Guide_to_Evaluating_Participatory_Processes_-_Practical_guide}, abstract = {Guide to Evaluating Participatory Processes - Practical guide}, urldate = {2013-07-20}, author = {Parés, Marc}, year = {2013}, keywords = {Academia, Biology, Computer Science, Earth Sciences, Geography, History, Law, Math, Medicine, Philosophy, Physics, Political science, Psychology, Religion, Research, economics, universities}, } @techreport{usaid_guide_2020, title = {Guide for {Adopting} {Remote} {Monitoring} {Approaches} {During} {COVID}-19}, abstract = {USAID maintains staff and operations in more than 80 countries around the world, all of which the COVID-19 pandemic will disrupt. USAID remains committed to protecting the health and safety of our staff, while continuing appropriate oversight of our programs and ensuring the accountable and effective use of U.S. taxpayer funds. In the current operating environment, USAID and implementing partners face new challenges in implementing activities, monitoring progress, collecting data, and tracking indicators. As we adapt our approaches, we will work with implementing partners to find innovative, responsible, and safe ways to monitor and evaluate programming. Digital tools can support novel approaches to remote monitoring. Responsible use of digital tools also supports operating unit alignment with the Digital Data Collection mandate in the Agency’s new Digital Strategy. This guide provides information for Agency staff and implementing partners on remote monitoring techniques and when they can be employed. We encourage use of this guide to identify and pursue appropriate remote-monitoring approaches for your needs. CORs/AORs and Activity Managers should work with implementing partners to document updated approaches in each agreement’s plans for monitoring, evaluation, and learning (MEL), and should upload these amended Activity MEL Plans into the Agency Secure Image and Storage Tracking System (ASIST) as soon as possible. This can be done in collaboration with Mission and Washington Bureau M\&E Specialists, as appropriate}, language = {en}, institution = {USAID}, author = {USAID}, year = {2020}, pages = {9}, } @techreport{nih_guidance:_2018, address = {Bethesda, MA}, title = {Guidance: {Rigor} and {Reproducibility} in {Grant} {Applications} {\textbar} grants.nih.gov}, url = {https://grants.nih.gov/policy/reproducibility/guidance.htm}, urldate = {2019-03-12}, institution = {National Institutes of Health}, author = {NIH}, month = nov, year = {2018}, } @techreport{dfid_guidance_2011, address = {London}, type = {Practice {Paper}}, title = {Guidance on using the revised {Logical} {Framework} - {How} to note}, url = {https://assets.publishing.service.gov.uk/media/5a7c9e2d40f0b6629523ab0f/using-revised-logical-framework-external.pdf}, abstract = {The principal changes to the logframe from the earlier (2008) 4 x 4 matrix are: - Objectively Verifiable Indicators (OVIs) have been separated into their component elements (Indicator, Baseline and Target), and Milestones added. - Means of Verification has been renamed ‘Source’. - Inputs are now quantified in terms of funds (expressed in Sterling for DFID and all partners) and use of DFID staff time (expressed as annual Full-Time Equivalents (FTEs). - A DFID Share box now indicates the financial value of DFID’s Inputs as a percentage of the whole. - Assumptions are shown at Purpose and Output level only. - Risks are shown at Activities level only, but also rated at Output level; - At the Output level, the Impact Weighting is now shown in the logframe together with a Risk Rating for individual Outputs. - Activities are now shown separately (so do not normally appear in the logframe sent for approval), although they can be added to the logframe if this is more suitable for your purposes. - A renewed emphasis on the use of disaggregated beneficiary data within indicators, baselines and targets. The Logical Framework (logframe) was significantly re-designed in February 2009. In January 2011 a slightly amended logframe template was introduced at the same time as the launch of the new DFID Business Case. Given the extent of changes that took place in February 2009 it was only necessary to make minor amendments in January 2011. These amendments are as follows: - Results Chain terminology aligned across DFID (the terms Goal and Purpose in the old logframe template have been replaced by Impact and Outcome) - Rows added to allow achieved results to be captured alongside the planned results determined at project design stage - Word version of the logframe template removed – excel is the preferred format for logical frameworks from January 2011 - Indicator numbering introduced within logframe template}, urldate = {2024-01-30}, institution = {DFID}, author = {DFID}, month = jan, year = {2011}, } @misc{methods_lab_guidance_2015, title = {Guidance on tasks and deliverables for different evaluation phases}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/10646.pdf}, abstract = {This tool describes the five key phases of evaluation, from planning and design, to implementation and communication of results. It provides a list of the main tasks and deliverables for each phase, intended for use by anyone managing an impact evaluation. This tool was developed by Irene Guijt, Simon Hearn, Tiina Pasanen and Patricia Rogers for use in Methods Lab projects. It follows to some extent the BetterEvaluation Rainbow Framework.}, urldate = {2018-11-10}, author = {{Methods Lab}}, month = nov, year = {2015}, } @techreport{dt_global_guidance_2022, title = {Guidance {Note}: {Practical} introduction to adaptive management}, url = {https://dt-global.com/assets/files/dt-global-guidance-note-introduction-to-adaptive-management.pdf}, abstract = {DT Global is proud to introduce our new Guidance Note: Practical Introduction to Adaptive Management There is a growing consensus around adaptive management as an effective (even necessary) approach when programs are tackling complex development problems. While there is no standard definition of adaptive management, there is general agreement that such programs need to routinely engage with and respond to program context; constantly test what works in that context; and adjust approaches, plans, and activities based on continuous learning. However, there remains a more limited body of evidence about what this looks like in practice—the enabling conditions, systems, resourcing, skills, and attitudes to effectively operationalise adaptive management. There is also limited guidance around when adaptive management is required, and to what extent—both critical and often overlooked considerations when planning for successful adaptive management. This Guidance Note draws together lessons and good practice in adaptive management from across DT Global’s diverse portfolio of donor-funded programs. It outlines our conceptual framework for adaptive management, with practical guidance on how it can be applied by our program teams. It is also designed to help our teams distinguish adaptive management from good (non adaptive) project management, consider when adaptive management is most useful on a program, and how adaptive a program (or part of a program) should be.}, urldate = {2023-01-24}, institution = {DT Global}, author = {DT Global}, year = {2022}, } @techreport{ministry_of_foreign_affairs_of_denmark_guidance_2022, address = {Copenhagen}, title = {Guidance {Note} for {Adaptive} {Management}}, url = {https://amg.um.dk/bilateral-cooperation/guidelines-for-country-strategic-frameworks-programmes-and-projects}, abstract = {This note explains what adaptive aid management is; why and when it should be considered; and how it should be applied. It covers all Danish development support channels and modalities, including bilateral country assistance, assistance to and through civil society, the private sector and to and through multilateral organisations. This guide has three chapters. Chapter 1 provides an executive overview of what adaptive management is. Chapter 2 goes deeper into five key operational principles of adaptive management. Chapter 3 details the main tenets of adaptive management processes during the programming cycle.}, language = {en}, urldate = {2023-09-29}, institution = {Government of Denmark}, author = {Ministry of Foreign Affairs of Denmark}, month = feb, year = {2022}, } @article{cockburn_growth_1995, title = {Growth of human factors in application development}, volume = {95}, url = {http://alistair.cockburn.us/Growth+of+human+factors+in+application+development}, number = {04}, urldate = {2016-07-19}, journal = {Humans and Technology Technical Report}, author = {Cockburn, Alistair}, year = {1995}, } @techreport{perez_castro_grow_2016, address = {Bonn}, title = {Grow - {Scale} - {Impact}: {How} to help inclusive business achieve scale}, url = {http://www.gsen.global/scaling-handbook}, urldate = {2016-10-10}, institution = {GIZ}, author = {Pérez Castro, Andrea A. and Tora, Krisztina}, month = oct, year = {2016}, } @techreport{muller_grounded_2010, address = {Cambridge}, title = {Grounded {Theory} {Method} in {HCI} and {CSCW}}, url = {http://www.watson.ibm.com/cambridge/Technical_Reports/2010/TR2010.09%20Grounded%20Theory%20Method%20in%20HCI%20and%20CSCW.pdf}, urldate = {2016-05-09}, institution = {IBM Center for Social Software}, author = {Muller, Michael J and Kogan, Sandra}, year = {2010}, } @techreport{hadley_governance_2017, type = {Report}, title = {Governance for {Growth} in {Vanuatu}: {Review} of a decade of thinking and working politically}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/11702.pdf}, urldate = {2018-10-11}, institution = {ODI}, author = {Hadley, Sierd and Tilley, Helen}, month = jul, year = {2017}, pages = {53}, } @techreport{loureiro_governance_2020, address = {Brighton}, title = {Governance {Diaries}: {An} {Approach} to {Governance} {Research} from the {Ground} {Up}}, copyright = {This is an Open Access paper distributed under the terms of the Creative Commons Attribution 4.0 International licence (CC BY), which permits unrestricted use, distribution, and reproduction in any medium, provided the original authors and source are credited and any modifications or adaptations are indicated. http://creativecommons.org/licenses/by/4.0/legalcode}, shorttitle = {Governance {Diaries}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/15119}, abstract = {Research on empowerment and accountability tends to focus on collective action and its potential for empowering citizens undertaking the action and on achieving state accountability. In fragile, conflict and violence-affected settings (FCVAS) collective action is rare and risky. So how do citizens, particularly the chronically poor and most marginalised, interact and make claims on the different public authorities that exist in these settings, and how do these interactions contribute to citizens’ sense of empowerment and accountability? Given the current agenda of ‘leave no one behind’, an understanding of how such populations interact with public authorities to meet their governance needs can help identify the constraints to achieving development for all in these challenging settings. We developed ‘governance diaries,’ a cross between a panel survey and multi-sited ethnographies, as an iterative approach to capture their experiences around governance issues over time. We explain here how this approach works, and the challenges and opportunities it offers for research.}, language = {en}, urldate = {2020-10-01}, institution = {IDS}, author = {Loureiro, Miguel and Joshi, Anuradha and Barnes, Katrina and Chaimite, Egídio}, month = feb, year = {2020}, } @book{wetterberg_governance_2016, address = {Research Triangle Park, NC}, title = {Governance and {Service} {Delivery}: {Practical} {Applications} of {Social} {Accountability} {Across} {Sectors}}, isbn = {978-1-934831-18-2}, shorttitle = {Governance and {Service} {Delivery}}, abstract = {The six case studies in Governance and Service Delivery: Practical Applications of Social Accountability Across Sectors illustrate the multiple ways citizen participation in accountability – called social accountability – can lead to positive effects on governance, citizen empowerment, and service delivery. Drawing on their extensive experience implementing international donor-funded programs and projects, the authors examine six recent RTI International projects in Africa and Asia. The analysis focuses on both intended and actual effects, and it unpacks the influence of context on implementation and outcomes achieved, as well as on prospects for sustainability. Donors, academics, policy makers, practitioners and others interested in sustainable development and governance will find this systematic review invaluable.}, language = {English}, publisher = {RTI Press}, editor = {Wetterberg, Anna and Brinkerhoff, Derick W. and Hertz, Jana C.}, month = sep, year = {2016}, } @article{grindle_good_2007, title = {Good {Enough} {Governance} {Revisited}}, volume = {25}, issn = {1467-7679}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-7679.2007.00385.x}, doi = {10.1111/j.1467-7679.2007.00385.x}, abstract = {The concept of good enough governance provides a platform for questioning the long menu of institutional changes and capacity-building initiatives currently deemed important (or essential) for development. Nevertheless, it falls short of being a tool to explore what, specifically, needs to be done in any real world context. Thus, as argued by the author in 2004, given the limited resources of money, time, knowledge, and human and organisational capacities, practitioners are correct in searching for the best ways to move towards better governance in a particular country context. This article suggests that the feasibility of particular interventions can be assessed by analysing the context for change and the implications of the content of the intervention being considered.}, language = {en}, number = {5}, urldate = {2019-03-12}, journal = {Development Policy Review}, author = {Grindle, Merilee S.}, year = {2007}, pages = {533--574}, } @techreport{aceron_going_2016, address = {Brighton}, title = {Going vertical: citizen-led reform campaigns in the {Philippines}}, copyright = {this work is distributed under the terms of the Creative Commons Attribution 4.0 International licence, which permits unrestricted use, distribution and reproduction in any medium, provided the original authors and source are credited. http://creativecommons.org/licenses/by/4.0/legalcode}, shorttitle = {Going vertical}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/12718}, abstract = {The Philippines has a long history of state–society engagement to introduce reforms in government and politics. Forces from civil society and social movements have interfaced with reform-oriented leaders in government on a range of social accountability initiatives – to make governance more responsive, to introduce policy reforms, and to make government more accountable. Several theoretical propositions on which strategic approaches work best for social accountability initiatives have been put forward – including the idea of vertically integrated civil society monitoring and advocacy. This multi-authored research report uses vertical integration as a framework for examining seven successful civil society social accountability initiatives in the Philippines, looking at what made them successful, and how the gains they realised can be deepened and sustained.}, language = {en}, urldate = {2017-01-04}, institution = {IDS}, author = {Aceron, Joy and Isaac, Francis}, month = dec, year = {2016}, } @article{ang_going_2018, title = {Going {Local} 2.0: {How} to {Reform} {Development} {Agencies} to {Make} {Localized} {Aid} {More} {Than} {Talk}}, shorttitle = {Going {Local} 2.0}, url = {https://ssir.org/articles/entry/going_local_2.0_how_to_reform_development_agencies_localized_aid}, abstract = {More and more global aid agencies believe they should replace one-size-fits-all best practices with locally tailored solutions, but they must shift from just agreeing to “go local” to preparing development experts for the task by taking on three major problems with their internal practices.}, language = {en-us}, urldate = {2018-10-26}, journal = {Stanford Social Innovation Review}, author = {Ang, Yuen Yuen}, month = oct, year = {2018}, } @incollection{serrat_glossary_2017, address = {Singapore}, title = {Glossary of {Knowledge} {Management}}, isbn = {978-981-10-0983-9}, url = {https://doi.org/10.1007/978-981-10-0983-9_120}, abstract = {The knowledge management discipline can be cryptic. These Knowledge Solutions define its most common concepts in simple terms.}, language = {en}, urldate = {2019-06-17}, booktitle = {Knowledge {Solutions}: {Tools}, {Methods}, and {Approaches} to {Drive} {Organizational} {Performance}}, publisher = {Springer Singapore}, author = {Serrat, Olivier}, editor = {Serrat, Olivier}, year = {2017}, doi = {10.1007/978-981-10-0983-9_120}, keywords = {Definitions, Knowledge management, Taxonomy, Terminology}, pages = {1055--1061}, } @techreport{oecd_glossary_2009, address = {Paris}, title = {Glossary of {Key} {Terms} in {Evaluation} and {Results} {Based} {Management}}, url = {https://www.oecd.org/dac/evaluation/2754804.pdf}, urldate = {2019-11-27}, institution = {OECD}, author = {OECD}, year = {2009}, } @techreport{avila_global_2010, address = {London}, title = {Global mapping of technology for transparency and accountability}, url = {http://www.transparency-initiative.org/reports/global-mapping-of-technology-for-transparency-and-accountability}, institution = {Transparency \& Accountability Initiative}, author = {Avila, Renata and Feigenblatt, Hazel and Heacock, Rebekah and Heller, Nathaniel}, year = {2010}, } @techreport{dfid_global_2016, title = {Global {Learning} for {Adaptive} {Management} ({GLAM})}, url = {https://devtracker.dfid.gov.uk/projects/GB-1-205148}, abstract = {To improve the value for money and impact of development interventions by promoting the use of better monitoring, evaluation and learning strategies that support development programmes to gather and respond to emergent evidence on the effects of interventions, as well as changes in the development context. The Global Learning for Adpative Management programme will make available technical assistance to DFID, USAID and partners to develop this ‘adaptive management’ approach, as well as build an evidence base to understand links between the use of adaptive management and more effective, efficient, relevant and sustainable development interventions.}, urldate = {2017-07-12}, institution = {DFID Development Tracker}, author = {DFID}, month = nov, year = {2016}, } @book{campbell_global_2018, address = {Cambridge, United Kingdom New York, NY Port Melbourne, Australia}, title = {Global governance and local peace: accountability and performance in international peacebuilding}, isbn = {978-1-108-41865-2}, shorttitle = {Global governance and local peace}, abstract = {Local peacebuilding and global accountability -- The country context--Burundi from 1999 to 2014 -- Ingos in peacebuilding--globally unaccountable, locally adaptive -- International organizations in peacebuilding--globally accountable, locally constrained -- Bilateral development donors--accountable for global targets, not local change}, language = {eng}, publisher = {Cambridge University Press}, author = {Campbell, Susanna}, year = {2018}, note = {OCLC: 1048387754}, } @techreport{gdi_global_2014, title = {Global {Delivery} at the {World} {Bank} {Group}}, url = {http://www.worldbank.org/reference/GDI/}, urldate = {2016-08-05}, institution = {Global Delivery Initiative}, author = {GDI}, month = mar, year = {2014}, } @techreport{gac_global_2018, address = {Ottawa}, title = {Global {Affairs} {Canada}: an approach to development innovation}, url = {https://international.gc.ca/world-monde/issues_development-enjeux_developpement/priorities-priorites}, abstract = {For Global Affairs Canada, development innovation includes new or improved business models, policy practices, approaches, technologies, behavioral insights or ways of delivering products and services that benefit and empower the poorest and most vulnerable people in developing countries.}, language = {eng}, urldate = {2019-05-19}, institution = {Global Affairs Canada}, author = {GAC}, month = apr, year = {2018}, } @techreport{surie_glass_2023, address = {San Francisco, CA}, title = {Glass {Half} {Full}: {Civic} {Space} and {Contestation} in {Bangladesh}, {Sri} {Lanka} and {Nepal}}, shorttitle = {{GovAsia} – {Glass} {Half} {Full}}, url = {https://asiafoundation.org/publication/govasia-glass-half-full-civic-space-and-contestation-in-bangladesh-sri-lanka-and-nepal/}, abstract = {The past decade has witnessed a surge of interest in and concern over the global trend toward democratic regression. In South Asia, regulatory and institutional frameworks have become increasingly restrictive, curbing the ability of citizens and civil society organizations to occupy and use civic spaces to organize, express themselves, and participate in decisions that affect the lives of people whose interests they serve. Of course, this is only one half of the story. The other half is how citizens, collectives, and organizations adapt by carving out spaces where they can maintain—or even expand—the boundaries of their engagement in local and national civic spaces. In this paper, we examine how civic spaces are evolving in three South Asian countries—Bangladesh, Sri Lanka, and Nepal—drawing on the experiences and perspectives of civil society representatives. The paper concludes with recommendations for donors and development practitioners on how they can make relevant investments that will strengthen civic spaces and support democratic resilience in the region.}, language = {en-US}, urldate = {2023-11-22}, institution = {The Asia Foundation}, author = {Surie, Mandakini D. and Saluja, Sumaya and Nixon, Nicola}, month = mar, year = {2023}, } @techreport{glam_glam_2018, address = {London}, title = {{GLAM} {Monitoring} and {Learning} {Strategy} (internal document)}, institution = {ODI}, author = {GLAM}, year = {2018}, } @techreport{giz_evaluation_unit_gizs_2018, address = {Bonn}, title = {{GIZ}’s evaluation system}, url = {https://www.giz.de/en/downloads/GIZ_EVAL_EN_general%20description.pdf}, abstract = {This provides a general description of GIZ’s new evaluation system, which is designed to implement our new policy and to achieve the objectives of evaluation reform. This general description is accompanied by two other documents that provide supplementary details of GIZ’s key evaluation instruments: project evaluations for BMZ business and corporate strategic evaluations. They are geared in particular to GIZ staff members who commission, implement or support evaluations and to evaluators who conduct evaluations on behalf of GIZ as well as repre-sentatives of commissioning parties, clients and cooperation partners. The current versions are very much a ‘work in progress’ in many regards. We are well aware that we will only be able to meet our own high expectations of our evaluations if we continue to develop their quality in dialogue with project staff, our commissioning parties, clients and partners and with evaluation practitioners and experts from the academic, scientific and research community. We look forward to taking on this task and to sharing our experience with all interested parties.}, urldate = {2023-03-28}, institution = {GIZ GmbH}, author = {GIZ Evaluation Unit}, year = {2018}, } @techreport{giz_gizs_2018, address = {Bonn}, title = {{GIZ}'s {Evaluation} {Policy}: {Principles}, guidelines and requirements of our evaluation practice}, url = {https://www.giz.de/en/downloads/GIZ_EVAL_EN_evaluation%20policy.pdf}, institution = {GIZ}, author = {{GIZ}}, year = {2018}, pages = {16}, } @inproceedings{aceron_getting_2016, title = {Getting strategic: vertically integrated approaches}, copyright = {http://creativecommons.org/licenses/by-nc-nd/4.0/}, shorttitle = {Getting strategic}, url = {http://opendocs.ids.ac.uk/opendocs/handle/123456789/11737}, abstract = {Holding power to account requires understanding where power lies and how it is exercised. It entails understanding how decisions are made, who makes them and what decision criteria are used to make them. Vertically integrated civil society action takes into account how power is exercised and how decisions are made in a given policy, programme or process.}, language = {en}, urldate = {2016-07-20}, publisher = {Institute of Development Studies}, author = {Aceron, Joy and Isaac, Francis}, month = jun, year = {2016}, } @misc{halloran_getting_2016, title = {Getting {Strategic} about {Technology} and {Accountability}: {MAVC} {Learning} and {Inspiration} {Event} in {Manila}}, shorttitle = {Getting {Strategic} about {Technology} and {Accountability}}, url = {https://politicsgovernancedevelopment.wordpress.com/2016/02/16/getting-strategic-about-technology-and-accountability-mavc-learning-and-inspiration-event-in-manila/}, abstract = {Two years ago, Jonathan Fox released a widely read and well-received paper looking at the evidence for citizen-led accountability.  In it, he noted the proliferation of short-term, isolated interve…}, urldate = {2016-04-27}, journal = {Politics, Governance and Development}, author = {Halloran, Brendan}, month = feb, year = {2016}, } @techreport{andrews_getting_2021, address = {Oxford}, type = {{RISE} {Working} {Paper}}, title = {Getting {Real} about {Unknowns} in {Complex} {Policy} {Work}}, url = {https://riseprogramme.org/publications/getting-real-about-unknowns-complex-policy-work}, abstract = {As with all public policy work, education policies are demanding. Policy workers need to ‘know’ a lot—about the problems they are addressing, the people who need to be engaged, the promises they can make in response, the context they are working in, and the processes they will follow to implement. Most policy workers answer questions about such issues within the structures of plan and control processes used to devise budgets and projects. These structures limit their knowledge gathering, organization and sense-making activities to up-front planning activities, and even though sophisticated tools like Theories of Change suggest planners ‘know’ all that is needed for policy success, they often do not. Policies are often fraught with ‘unknowns’ that cannot be captured in passive planning processes and thus repeatedly undermine even the best laid plans. Through a novel strategy that asks how much one knows about the answers to 25 essential policy questions, and an application to recent education policy interventions in Mozambique, this paper shows that it is possible to get real about unknowns in policy work. Just recognizing these unknowns exist—and understanding why they do and what kind of challenge they pose to policy workers—can help promote a more modest and realistic approach to doing complex policy work.}, language = {en}, number = {21/083}, urldate = {2021-12-16}, institution = {Research on Improving Systems of Education (RISE)}, author = {Andrews, Matt}, month = nov, year = {2021}, doi = {10.35489/BSG-RISE-WP_2021/083}, } @article{raimondo_getting_2020, title = {Getting {Practical} {With} {Causal} {Mechanisms}: {The} application of {Process}-{Tracing} {Under} {Real}-{World} {Evaluation} {Constraints}}, volume = {2020}, issn = {1534-875X}, shorttitle = {Getting {Practical} {With} {Causal} {Mechanisms}}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20430}, doi = {10.1002/ev.20430}, abstract = {Over the past decade, the field of development evaluation has seen a renewed interest in methodological approaches that can answer compelling causal questions about what works, for whom, and why. Development evaluators have notably started to experiment with Bayesian Process Tracing to unpack, test, and enhance their comprehension of causal mechanisms triggered by development interventions. This chapter conveys one such experience of applying Bayesian Process Tracing to the study of citizen engagement interventions within a conditional cash transfer program under real-world evaluation conditions. The chapter builds on this experience to discuss the benefits, challenges, and potential for the applicability of this approach under real-world evaluation conditions of time, money, and political constraints.}, language = {en}, number = {167}, urldate = {2021-02-18}, journal = {New Directions for Evaluation}, author = {Raimondo, Estelle}, year = {2020}, pages = {45--58}, } @misc{tyrrel_getting_2018, title = {Getting {Past} the {Rhetoric} \#2: {Managing} for ‘{Thinking} and {Working} {Politically}’ in {Large} {Facilities}}, url = {https://abtassocgovernancesoapbox.wordpress.com/2018/10/30/getting-past-the-rhetoric-2-managing-for-thinking-and-working-politically-in-large-facilities/}, urldate = {2019-06-21}, journal = {Abt Associates - Governance Soapbox}, author = {Tyrrel, Lavinia}, month = oct, year = {2018}, } @misc{tyrrel_getting_2018, title = {Getting {Past} the {Rhetoric} \#1: {Tendering} for ‘{Thinking} and {Working} {Politically}’ in {Large} {Facilities}}, url = {https://abtassocgovernancesoapbox.wordpress.com/2018/10/26/getting-past-the-rhetoric-1-tendering-for-thinking-and-working-politically-in-large-facilities/}, urldate = {2019-06-21}, journal = {Abt Associates - Governance Soapbox}, author = {Tyrrel, Lavinia}, month = oct, year = {2018}, } @misc{management_getting_2020, title = {Getting intentional about {M}\&{E}: choosing suitable approaches for adaptive programmes}, shorttitle = {Getting intentional about {M}\&{E}}, url = {https://medium.com/glam-blog/getting-intentional-about-m-e-choosing-suitable-approaches-for-adaptive-programmes-f76c6b2790d9}, abstract = {Does the choice of monitoring and evaluation (M\&E) approaches and tools matter for adaptive programmes? In short, yes: monitoring, evaluation and learning (MEL) and adaptive management (AM) are intertwined. While programme monitoring data and evaluation results are not the only sources of evidence that programmes use for learning and iteration, they often are amongst most important ones — or at least they should be. Selecting what type of information to collect and analyse — and how — is critical for any type of programme. However, what AM especially focuses on is intentionally building in opportunities for structured and collective reflection, ongoing and real-time learning, course correction and decision-making in order to improve effectiveness.}, language = {en}, urldate = {2020-10-14}, journal = {GLAM Blog}, author = {Management, Global Learning for Adaptive}, month = feb, year = {2020}, } @techreport{buckley_getting_2016, address = {London}, title = {Getting good at disruption in an uncertain world: {Insights} from {Southern} {NGO} leaders}, url = {http://pubs.iied.org/11505IIED}, urldate = {2017-02-18}, institution = {International Institute for Environment and Development}, author = {Buckley, Lila and Ward, Halina}, month = jan, year = {2016}, keywords = {IMPORTANT}, } @article{apgar_getting_2017, title = {Getting beneath the surface in program planning, monitoring and evaluation: {Learning} from use of participatory action research and theory of change in the {CGIAR} {Research} {Program} on {Aquatic} {Agricultural} {Systems}}, volume = {15}, issn = {1476-7503}, shorttitle = {Getting beneath the surface in program planning, monitoring and evaluation}, url = {https://doi.org/10.1177/1476750316673879}, doi = {10.1177/1476750316673879}, abstract = {Many rural poor and marginalized people strive to make a living in social-ecological systems that are characterized by multiple and often inequitable interactions across agents, scale and space. Uncertainty and inequality in such systems require research and development interventions to be adaptive, support learning and to engage with underlying drivers of poverty. Such complexity-aware approaches to planning, monitoring and evaluating development interventions are gaining strength, yet, there is still little empirical evidence of what it takes to implement them in practice. In this paper, we share learning from an agricultural research program that used participatory action research and theory of change to foster learning and support transformative change in aquatic agricultural systems. We reflect on our use of critical reflection within participatory agricultural research interventions, and our use of theory of change to collectively surface and revisit assumptions about how change happens. We share learning on the importance of being strengths-based in engaging stakeholders across scales and building a common goal as a starting point, and then staging a more critical practice as capacity is built and opportunities for digging deeper emerge.}, language = {en}, number = {1}, urldate = {2018-07-27}, journal = {Action Research}, author = {Apgar, J Marina and Allen, Will and Albert, Joelle and Douthwaite, Boru and Paz Ybarnegaray, Rodrigo and Lunda, Jeston}, month = mar, year = {2017}, pages = {15--34}, } @misc{pena-lopez_gestion_2023, title = {Gestión de la complejidad para el impacto sistémico: respuestas a entornos {VUCA} y {BANI}}, shorttitle = {{SociedadRed} » {Gestión} de la complejidad para el impacto sistémico}, url = {https://ictlogy.net/sociedadred/20230819-gestion-de-la-complejidad-para-el-impacto-sistemico-respuestas-a-entornos-vuca-y-bani/}, abstract = {Research on the Information Society, the Digital Divide and Information and Communication Technologies for development}, language = {es, net}, urldate = {2023-09-27}, journal = {SociedadRed}, author = {Peña-López, Ismael}, month = aug, year = {2023}, } @article{fisher_gendered_2018, title = {Gendered voices for climate action}, url = {https://pubs.iied.org/pdfs/10193IIED.pdf}, abstract = {Including local women and men who have experienced the impacts of climate change in decision-making forums is key to developing a just process hearing local voices and experiences. The Paris Agreement signs up the international community to delivering countrydriven, gender-responsive climate action. Including local women and men will be critical to this transition and to achieving the scale and pace of change needed through both procedural and distributional justice. However, there is scarce evidence on how these voices and experiences can impact on and strengthen climate responses, or how best to enable and facilitate this participation.}, language = {en}, journal = {iied Working Paper}, author = {Fisher, Susannah and Shakya, Clare}, month = oct, year = {2018}, pages = {25}, } @book{dercon_gambling_2022, title = {Gambling on {Development}: {Why} {Some} {Countries} {Win} and {Others} {Lose}}, isbn = {978-1-78738-562-7}, shorttitle = {Gambling on {Development}}, language = {English}, publisher = {C Hurst \& Co Publishers Ltd}, author = {Dercon, Stefan}, month = may, year = {2022}, } @book{edwards_future_1999, address = {London}, edition = {First Edition edition}, title = {Future {Positive}: {International} {Co}-operation in the 21st {Century}}, isbn = {978-1-85383-631-2}, shorttitle = {Future {Positive}}, abstract = {An optimistic assessment of the prospects for a new international order - acting as a counter-blast to global pessimism. The text explains how the international system operates, the pressures it faces and the changes it must undergo, and offers concrete ideas to re-frame international relations, foreign aid and humanitarian intervention, without using jargon or simplistic judgements.}, language = {English}, publisher = {Routledge}, editor = {Edwards, Michael}, month = may, year = {1999}, } @article{wyborn_future_2016, title = {Future oriented conservation: knowledge governance, uncertainty and learning}, volume = {25}, issn = {0960-3115, 1572-9710}, shorttitle = {Future oriented conservation}, url = {http://link.springer.com/10.1007/s10531-016-1130-x}, doi = {10.1007/s10531-016-1130-x}, abstract = {Despite significant progress in understanding climate risks, adaptation efforts in biodiversity conservation remain limited. Adaptation requires addressing immediate conservation threats while also attending to long term, highly uncertain and potentially transformative future changes. To date, conservation research has focused more on projecting climate impacts and identifying possible strategies, rather than understanding how governance enables or constrains adaptation actions. We outline an approach to futureoriented conservation that combines the capacities to anticipate future ecological change; to understand the implications of that change for social, political and ecological values; and the ability to engage with the governance (and politics) of adaptation. Our approach builds on the adaptive management and governance literature, however we explicitly address the (often contested) rules, knowledge and values that enable or constrain adaptation. We call for a broader focus that extends beyond technical approaches to acknowledge the sociopolitical challenges inherent to adaptation. More importantly, we suggest that conservation policy makers and practitioners can use this approach to facilitate learning and adaptation in the context of complexity, transformational change and uncertainty.}, language = {en}, number = {7}, urldate = {2019-05-02}, journal = {Biodiversity and Conservation}, author = {Wyborn, Carina and van Kerkhoff, Lorrae and Dunlop, Michael and Dudley, Nigel and Guevara, Oscar}, month = jun, year = {2016}, pages = {1401--1408}, } @book{yago_bermejo_future_2019, address = {Madrid}, title = {Future {Democracies} - {Laboratory} of {Collective} {Intelligence} for {Participatory} {Democracy}}, copyright = {https://creativecommons.org/licenses/by/4.0/}, url = {http://archive.org/details/FutureDemocraciesLCPD}, abstract = {The Laboratory of Collective Intelligence for Participatory Democracy (2016-2019) is a project that arose out of Medialab Prado in coordination with the Government Area of Citizen Participation, Transparency and Open Government of the city of Madrid. Its work has been very connected with the analysis, reflection and innovation found on the digital participation platform Decide Madrid. The project has also organised many workshops and conferences that have brought together hundreds of people from the world of participatory democracy. This publication summarises the project’s core working principles as well as the open activities it has hosted over the course of these three years. These pilot experiences offer a possible vision of the future of democratic governance.}, language = {eng}, urldate = {2020-11-17}, publisher = {MediaLab Prado}, editor = {{Yago Bermejo}}, month = may, year = {2019}, keywords = {Democracy}, } @article{cornwall_users_2000, title = {From {Users} and {Choosers} to {Makers} and {Shapers}. {Repositioning} {Participation} in {Social} {Policy}}, volume = {31}, issn = {02655012, 17595436}, url = {http://doi.wiley.com/10.1111/j.1759-5436.2000.mp31004006.x}, doi = {10.1111/j.1759-5436.2000.mp31004006.x}, language = {en}, number = {4}, urldate = {2016-03-23}, journal = {IDS Bulletin}, author = {Cornwall, Andrea and Gaventa, John}, month = oct, year = {2000}, pages = {50--62}, } @misc{green_thinking_2019, address = {Washington DC}, title = {From {Thinking} {Politically} {To} {Working} {Politically}: {Are} {We} {Really} {Doing} {Development} {Any} {Differently}?}, shorttitle = {From {Thinking} {Politically} {To} {Working} {Politically}}, url = {https://www.abtassociates.com/insights/events/from-thinking-politically-to-working-politically-are-we-really-doing-development}, abstract = {In June it will be seven years since the Center for Global Development published the Problem Driven Iterative Adaptation (PDIA) paper. Few academic papers have had such an impact on development thinking. The question is whether the paper – and subsequent debate and experimentation - have had a demonstrable and beneficial impact on development practice. Experience to date suggests thinking politically is easier than working politically. Practitioners in development agencies, governments and contractors find that convincing theoretical literature can be tricky to operationalize in a fractious environment. Still, a growing number of programs have set out to be politically informed in design and politically savvy in implementation. Engaging the reality of politics creates the potential to promote change. To consider these issues, Abt Associates is hosting a workshop for international development practitioners in Washington, DC, on June 18th, 2019, to discuss the successes and failures in operationalizing this agenda. The session will allow practitioners to discuss experiences in TWP and propose solutions or approaches. Please join us in this Innovations in Governance series finale where four internationally renowned thinkers and doers will join us to offer their perspectives.}, language = {en}, urldate = {2020-10-15}, collaborator = {Green, Duncan and Hudock, Ann and Levy, Brian and Lockhart, Clare and Teskey, Graham}, month = jun, year = {2019}, } @techreport{derbyshire_silos_2018, address = {Birmingham}, title = {From {Silos} to {Synergy}: {Learning} from politically informed, gender aware programs}, url = {http://www.dlprog.org/gender-and-politics-in-practice/publications/from-silos-to-synergy.php}, language = {en}, institution = {DLP Program}, author = {Derbyshire, Helen and Siow, Orlanda and Gibson, Sam and Hudson, David and Roche, Chris}, month = feb, year = {2018}, pages = {28}, } @misc{nixon_purposeful_2019, title = {From purposeful to meaningful adaptive programming: how about adaptive operations?}, shorttitle = {From purposeful to meaningful adaptive programming}, url = {https://devpolicy.org/from-purposeful-to-meaningful-adaptive-programming-how-about-adaptive-operations-20191202/}, abstract = {Embracing adaptive programming approaches but sticking with rigid, traditional systems-based operations? It's time to take a long hard look at all the boring stuff, says Nicola Nixon.}, language = {en-US}, urldate = {2020-02-14}, journal = {Devpolicy Blog from the Development Policy Centre}, author = {Nixon, Nicola}, month = dec, year = {2019}, } @techreport{waugaman_principle_2016, title = {From principle to practice: {Implementing} the {Principles} for {Digital} {Development}}, url = {http://digitalprinciples.org/from-principle-to-practice}, abstract = {The Principles for Digital Development (download PDF here) find their roots in the efforts of individuals, development organizations, and donors alike who have called for a more concerted effort by donors and implementing partners to institutionalize lessons learned in the use of information and communication technologies (ICTs) in development projects.}, urldate = {2016-05-11}, author = {Waugaman, Adele}, month = feb, year = {2016}, keywords = {IMPORTANT}, } @article{chambers_pra_2007, title = {From {PRA} to {PLA} and pluralism: practice and theory}, copyright = {http://www.ids.ac.uk/files/dmfile/IDSOpenDocsStandardTermsOfUse.pdf}, shorttitle = {From {PRA} to {PLA} and pluralism}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/4079}, abstract = {PRA (participatory rural appraisal) and the more inclusive PLA (participatory learning and action) are families of participatory methodologies which have evolved as behaviours and attitudes, methods, and practices of sharing. During the 1990s and 2000s PRA/PLA has spread and been applied in most countries in the world. Among the multifarious domains of application, some of the more common have been natural resource management and agriculture, programmes for equity, empowerment, rights and security, and community-level planning and action. Related participatory methodologies which have co-evolved and spread widely as movements include farmer participatory research, Integrated Pest Management, Reflect, Stepping Stones and Participatory Geographic Information Systems. Ideologically and epistemologically PRA/PLA seeks and embodies participatory ways to empower local and subordinate people, enabling them to express and enhance their knowledge and take action. It can be understood as having three main components: facilitators’ behaviours, attitudes and mindsets linked with precepts for action; methods which combine visuals, tangibles and groups; and sharing without boundaries. The interplay of these resonates with theories of chaos, complexity, emergence and deep simplicity, especially self-organising systems on the edge of chaos. Good practice has moved towards an eclectic pluralism in which branding, labels, ownership and ego give way to sharing, borrowing, improvisation, creativity and diversity, all these complemented by mutual and critical reflective learning and personal responsibility. Keywords: participatory methodologies; networks; pluralism; practice; theory.}, language = {en}, urldate = {2023-10-17}, author = {Chambers, Robert}, year = {2007}, note = {Accepted: 2014-06-23T13:45:18Z Publisher: IDS}, } @book{green_poverty_2012, edition = {Second edition}, title = {From poverty to power: how active citizens and effective states can change the world}, isbn = {978-1-85339-740-0 978-1-85339-741-7}, shorttitle = {From poverty to power}, abstract = {From Poverty to Power From Poverty to Power argues that a radical redistribution of power, opportunities, and assets rather than traditional models of charitable or government aid is required to break the cycle of poverty and inequality. The forces driving this transformation are active citizens and effective states. Published in association with Oxfam GB. Full description}, language = {eng}, author = {Green, Duncan}, collaborator = {{Oxfam GB}}, year = {2012}, } @book{malena_political_2009, title = {From {Political} {Won}'t to {Political} {Will}: {Building} {Support} for {Participatory} {Governance}}, isbn = {978-1-56549-311-7}, shorttitle = {From {Political} {Won}'t to {Political} {Will}}, abstract = {* Geographically diverse examples of participatory governance in action* Practical case studies show how citizens can participate more fully in the political process Despite a recent wave of democratization around the world, traditional systems of representative democracy seem to be in crisis. Citizens in both the North and the South lack opportunities, rights and access to information and have expressed growing disillusionment with their governments. Ordinary citizens (especially women, poor people and other marginalized groups) are largely excluded from the political processes that directly affect their lives. There is now growing consensus that good governance is participatory governance (PG), but public officials are often reluctant to adopt such an approach. From Political Won’t to Political Will addresses the particular challenge of encouraging these officials to involve citizens in the political process. The book presents contributions by participants from CIVICUS’ 2008 conference on building political will for PG. Representing the perspectives of both civil society and government actors, they propose a number of strategies and lessons such as demonstrating the benefits of PG to governments, complementing formal democratic institutions, building trust, supporting PG champions and using strategic political timing. Their practical and highly original findings will interest anyone eager to see the empowerment of people around the world.}, language = {en}, publisher = {Kumarian Press}, author = {Malena, Carmen}, year = {2009}, note = {Google-Books-ID: xILlSXw3D5oC}, } @techreport{booth_political_2016, address = {London}, title = {From political economy analysis to doing development differently: a learning experience}, shorttitle = {From political economy analysis to doing development differently}, url = {http://www.odi.org/publications/10235-political-economy-analysis-doing-development-differently}, abstract = {A study of how development efforts can be strengthened by an awareness of political economy, reflecting on the experiences of PoGo policy researchers.}, urldate = {2019-06-10}, institution = {ODI}, author = {Booth, David and Harris, Daniel and Wild, Leni}, month = jan, year = {2016}, keywords = {IMPORTANT}, } @misc{blomkamp_mouthset_2023, title = {From mouthset to mindset shifts in co-creating systems change}, url = {https://medium.com/good-shift/from-mouthset-to-mindset-shifts-in-co-creating-systems-change-69caf9401f7b}, language = {en}, urldate = {2023-11-07}, journal = {Griffith Centre for Systems Innovation}, author = {Blomkamp, Emma and Snow, Thea and Burkett, Ingrid}, month = aug, year = {2023}, } @misc{mcgee_feedback_2014, title = {From ‘{Feedback} {Loops}’ to ‘{Responsive} {Governance}’}, url = {http://www.makingallvoicescount.org/blog/feedback-loops/}, abstract = {Part of a sequenced learning process for MAVC's Research and Evidence Component, the summary of a thematic discussion led by researcher Rosemary McGee.}, urldate = {2016-04-26}, journal = {Making All Voices Count}, author = {McGee, Rosie}, month = jan, year = {2014}, } @techreport{conway_design_2017, address = {London}, title = {From {Design} {Thinking} to {Systems} {Change}}, url = {https://www.thersa.org/blog/2017/07/from-design-thinking-to-system-change}, abstract = {This report takes the Small Business Research Initiative (SBRI), a twophase pre-procurement innovation programme that aims to match social challenges with new ideas, as its primary case study. It suggests augmenting the excellent design thinking deployed through SBRI with a think like a system, act like an entrepreneur lens in order to drive better social outcomes from SBRI-originating innovations. Programmes like SBRI have great potential to drive change and address pressing challenges, but must be guided by a more developed understanding of how change happens. The stakes are too high to not raise our game when it comes to social innovation. Wicked problems can be overcome but will require sophisticated theories of change able to account for the complexity and unpredictability of modern life. We offer think like a system, act like an entrepreneur as a contribution to this effort. This report is based on the following research: •• Desk based review of relevant literature; •• A series of structured interviews with participants in SBRI competitions; and •• An expert round table that brought together policymakers, commissioners, procurement experts and entrepreneurs to consider and develop initial findings.}, language = {en}, institution = {RSA}, author = {Conway, Rowan and Masters, Jeff and Thorold, Jake}, month = jul, year = {2017}, keywords = {⛔ No DOI found}, pages = {33}, } @article{ackoff_data_1989, title = {From {Data} to {Wisdom}}, volume = {16}, url = {https://softwarezen.me/wp-content/uploads/2018/01/datawisdom.pdf}, number = {3}, journal = {Journal of Applied Systems Analysis}, author = {Ackoff, Russell}, year = {1989}, pages = {9}, } @techreport{ramalingam_best_2014, title = {From best practice to best fit: understanding and navigating wicked problems in international development}, shorttitle = {From best practice to best fit}, url = {https://www.odi.org/publications/8571-complexity-wiked-problems-tools-ramalingam-dfid}, urldate = {2016-09-22}, institution = {ODI}, author = {Ramalingam, Ben and Laric, Miguel and Primrose, John}, year = {2014}, } @misc{salehi_analysis_2016, title = {From analysis to action: operationalising learning and adaptation in {Savings} at the {Frontier}}, url = {http://www.opml.co.uk/projects/savings-frontier}, author = {Salehi, Yusef}, month = nov, year = {2016}, keywords = {IMPORTANT}, } @misc{indy_johar_last_2013, title = {From a last mile century to a first mile revolution: the future is {OSLO}}, shorttitle = {from a last mile century to a first mile revolution}, url = {https://medium.com/field-notes/from-a-last-mile-century-to-a-first-mile-revolution-bf99b2f41248}, abstract = {The Future is OSLO}, urldate = {2016-09-16}, journal = {Medium}, author = {{Indy Johar}}, month = aug, year = {2013}, } @techreport{environmental_incentives_framework_2015, address = {Washington DC}, title = {Framework for the {Biodiversity} {Cross}-{Mission} {Learning} {Program}}, abstract = {USAID’s Bureau for Economic Growth, Education, and the Environment/Office of Forestry and Biodiversity (E3/FAB) launched the five-year Measuring Impact program (MI) to help strengthen USAID’s biodiversity programs by building the capacity of the Agency to design, monitor, and evaluate effective programs and by enhancing the evidence base that informs programming decisions. A core programmatic strategy of MI is to “Improve Biodiversity Conservation Approaches” with the life-of-project (LOP) objective that E3/FAB and the Missions engaged with MI have a greater understanding of conditions under which commonly deployed conservation strategic approaches are effective. To accomplish this, MI is working with E3/FAB to design and implement a Biodiversity Cross-Mission Learning Program (Learning Program) to systematically capture and share lessons on theories of change1 (TOCs) for common conservation strategic approaches in the USAID biodiversity portfolio.}, institution = {USAID}, author = {Environmental Incentives and Foundations of Success and ICF International}, month = jul, year = {2015}, } @article{obrien_fractal_2023, title = {Fractal approaches to scaling transformations to sustainability}, volume = {52}, issn = {1654-7209}, url = {https://doi.org/10.1007/s13280-023-01873-w}, doi = {10.1007/s13280-023-01873-w}, abstract = {Responses to sustainability challenges are not delivering results at the scale and speed called for by science, international agreements, and concerned citizens. Yet there is a tendency to underestimate the large-scale impacts of small-scale, local, and contextualized actions, and particularly the role of individuals in scaling transformations. Here, we explore a fractal approach to scaling sustainability transformations based on “universal values.” Universal values are proposed as intrinsic characteristics that connect humans and nature in a coherent, acausal way. Drawing on the Three Spheres of Transformation framework, we consider how enacting universal values can generate fractal-like patterns of sustainability that repeat recursively across scales. Fractal approaches shift the focus from scaling through “things” (e.g., technologies, behaviors, projects) to scaling through a quality of agency based on values that apply to all. We discuss practical steps involved in fractal approaches to scaling transformations to sustainability, provide examples, and conclude with questions for future research.}, language = {en}, number = {9}, urldate = {2024-02-15}, journal = {Ambio}, author = {O’Brien, Karen and Carmona, Rosario and Gram-Hanssen, Irmelin and Hochachka, Gail and Sygna, Linda and Rosenberg, Milda}, month = sep, year = {2023}, keywords = {Agency, Fractals, Relational paradigms, Scaling, Three Spheres of Transformation, Universal values}, pages = {1448--1461}, } @misc{pett_four_2020, title = {Four ways development practitioners can borrow from private sector adaptive approaches}, url = {https://medium.com/learnadapt/four-ways-development-practitioners-can-borrow-from-private-sector-adaptive-approaches-e5af0689ca78}, abstract = {Agile, lean startup and human-centred design can be an answer — if you’re asking the right questions}, language = {en}, urldate = {2020-10-14}, journal = {LearnAdapt}, author = {Pett, Jamie}, month = sep, year = {2020}, } @techreport{morrison_foundations_1999, address = {Alexandria, VA}, title = {Foundations of the {After} {Action} {Review} {Process}}, url = {https://apps.dtic.mil/sti/citations/ADA368651}, abstract = {The U.S. Army has adopted the After Action Review AAR as its primary method of providing feedback after unit collective training exercises. The AAR is an interactive discussion in which unit members decide what happened, why it happened, and how to improve or sustain collective performance in future exercises. other services and organizations outside the military are also beginning to employ the AAR as a feedback tool. This report describes the twenty-five year history of AAR research and development and the major behavioral research areas contributing to AAR development and refinement. In addition, this report defines goals for future AAR research.}, language = {en}, number = {42}, urldate = {2024-01-12}, institution = {Army Research Institute}, author = {Morrison, John E and Meliza, Larry L}, month = jul, year = {1999}, note = {Section: Technical Reports}, } @article{gopal_fostering_2015, title = {Fostering {Systems} {Change}}, url = {https://ssir.org/articles/entry/fostering_systems_change}, abstract = {Five simple rules for foundations seeking to create lasting social change.}, author = {Gopal, Srik and Kania, John}, month = nov, year = {2015}, } @article{harvey_fostering_2017, title = {Fostering {Learning} in {Large} {Programmes} and {Portfolios}: {Emerging} {Lessons} from {Climate} {Change} and {Sustainable} {Development}}, volume = {9}, issn = {2071-1050}, shorttitle = {Fostering {Learning} in {Large} {Programmes} and {Portfolios}}, url = {http://www.mdpi.com/2071-1050/9/2/315}, doi = {10.3390/su9020315}, abstract = {In fields like climate and development, where the challenges being addressed can be described as “wicked”, learning is key to successful programming. Useful practical and theoretical work is being undertaken to better understand the role of reflexive learning in bringing together different knowledge to address complex problems like climate change. Through a review of practical cases and learning theories commonly used in the areas of resilience, climate change adaptation and environmental management, this article: (i) reviews the theories that have shaped approaches to reflexive learning in large, highly-distributed climate change and resilience-building programmes for development; and (ii) conducts a comparative learning review of key challenges and lessons emerging from early efforts to promote and integrate reflexive learning processes in programmes of this nature. Using a case study approach, the authors focus on early efforts made in four large, inter-related (or nested) programmes to establish, integrate and sustain learning processes and systems. Eight themes emerged from the review and are considered from the perspective of learning programmes as emergent communities of practice. By investigating how these themes play out in the nested programming, the paper contributes to the limited existing body of evidence on learning in large climate change programmes and identifies areas where future efforts might focus.}, language = {en}, number = {2}, urldate = {2019-03-12}, journal = {Sustainability}, author = {Harvey, Blane and Pasanen, Tiina and Pollard, Alison and Raybould, Julia}, month = feb, year = {2017}, pages = {315}, } @misc{noauthor_fostering_2018, title = {Fostering {Learning} and {Effectiveness} through {Collaboration}: {A} {New} {Collaborative} on {Transparency}, {Accountability}, and {Participation}}, shorttitle = {Fostering {Learning} and {Effectiveness} through {Collaboration}}, url = {http://www.transparency-initiative.org/uncategorized/2820/fostering-learning-effectiveness-collaboration-new-collaborative-transparency-accountability-participation/}, abstract = {What are the features, values, and practices of effective learning organizations? How do learning practices contribute to more effective programming? And, how can collaborations between academics, researchers and practitioners better support learning organizations in the global South?  These are just a few of the questions that a new global learning collaborative seeks to explore. In …}, language = {en-US}, urldate = {2018-07-17}, journal = {TAI}, month = may, year = {2018}, } @article{cummings_fostering_2015, title = {Fostering {Innovation} and {Entrepreneurialism} in {Public} {Sector} {Reform}}, volume = {35}, issn = {0271-2075}, url = {https://doi.org/10.1002/pad.1735}, doi = {10.1002/pad.1735}, abstract = {Summary There is growing recognition within the international development sector that there is a need for a new, more effective approach to engaging in public sector reform. This article builds on an emerging body of work that advocates more entrepreneurial and adaptive public sector reform programming. Drawing on knowledge and theory from public sector management, psychology and entrepreneurialism, this article aims to understand what motivates public sector workers to work entrepreneurially and suggest how these ideas can be applied to the way in which international development agencies engage in public sector reform work. This requires a shift in thinking from predesigned, large, externally led programmes promoting international best practice to interventions in which agencies adopt the role of a facilitator, helping to establish the enabling conditions for local partners to work entrepreneurially, developing their own solutions to the problems that they identify in their work. Copyright ? 2015 John Wiley \& Sons, Ltd.}, number = {4}, urldate = {2018-10-12}, journal = {Public Administration and Development}, author = {Cummings, Clare}, month = dec, year = {2015}, keywords = {Development, Entrepreneurship, Innovation, Public sector reform, motivation}, pages = {315--328}, } @techreport{world_bank_forward_2016, address = {Washington D.C.}, title = {Forward {Look} - {A} vision for the {World} {Bank} {Group} in 2030}, url = {http://siteresources.worldbank.org/DEVCOMMINT/Documentation/23732171/DC2016-0008.pdf}, urldate = {2017-10-10}, institution = {World Bank}, author = {World Bank}, month = sep, year = {2016}, } @techreport{manuel_forget_2016, title = {Forget the money: {De}-linking technical assistance}, url = {http://dfidlaser.org/wp-content/uploads/2017/04/Fourth-synthesis-paper.pdf}, urldate = {2017-09-13}, institution = {DFID-LASER Programme}, author = {Manuel, Clare}, month = nov, year = {2016}, } @article{bingley_foresight_2016, title = {Foresight and {International} {Development}*}, volume = {47}, url = {http://bulletin.ids.ac.uk/idsbo/article/view/2777/ONLINE%20ARTICLE}, doi = {10.19088/1968-2016.152}, abstract = {This article provides an overview of the use of foresight-type approaches and techniques in policy-related work in international development. It draws primarily on published and grey literatures, as well as select interviews with foresight practitioners. It begins with a brief introduction to the approaches and tools used in the field of strategic foresight, and then a broad mapping of the foresight landscape as relevant to international development. It provides reflections on the evidence of use and impact of foresight initiatives, and makes suggestions around future directions for foresight in international development.}, number = {4}, urldate = {2018-03-09}, journal = {IDS Bulletin}, author = {Bingley, Kate}, year = {2016}, } @techreport{frej_foreign_2011, type = {{SFI} {Working} {Paper}}, title = {Foreign policy and complex adaptive systems: {Exploring} new paradigms for analysis and action}, shorttitle = {Foreign policy and complex adaptive systems}, url = {www.santafe.edu/media/workingpapers/11-06-022.pdf}, number = {2011-22}, urldate = {2016-09-20}, institution = {Santa Fe Institute}, author = {Frej, William and Ramalingam, Ben}, year = {2011}, } @book{koch_foreign_2023, address = {London}, title = {Foreign {Aid} and {Its} {Unintended} {Consequences}}, isbn = {978-1-00-335685-1}, abstract = {Foreign aid and international development frequently bring with it a range of unintended consequences, both negative and positive. This book delves into these consequences, providing a fresh and comprehensive guide to understanding and addressing them. The book starts by laying out a theoretical framework based on complexity thinking, before going on to explore the ten most prevalent kinds of unintended effects of foreign aid: backlash effects, conflict effects, migration and resettlement effects, price effects, marginalization effects, behavioural effects, negative spillover effects, governance effects, environmental effects, and ripple effects. Each chapter revolves around a set of concrete case studies, analysing the mechanisms underpinning the unintended effects and proposing ways in which policymakers, practitioners, and evaluators can tackle negative side effects and maximize positive side effects. The book also includes personal testimonies, a succinct overview of unintended effects, and suggestions for further reading. Providing a clear overview of what side effects to anticipate when planning, executing, and evaluating aid, this book will be an important resource for students, development practitioners, and policymakers alike.}, publisher = {Routledge}, author = {Koch, Dirk-Jan}, month = sep, year = {2023}, doi = {10.4324/9781003356851}, } @misc{fao_food_2018, title = {Food security indicators}, url = {http://www.fao.org/economic/ess/ess-fs/ess-fadata/en/#.XRp3auhKg2w}, urldate = {2019-07-01}, journal = {ESS Website}, author = {{FAO}}, year = {2018}, } @incollection{storm_foceval_2017, edition = {1}, series = {Smart {Implementation} in {Governance} {Programs}}, title = {{FOCEVAL} – {Promoting} {Evaluation} {Capacities} in {Costa} {Rica}:: {Smart}(er) {Implementation} with {Capacity} {WORKS}?}, isbn = {978-3-8487-3738-3}, shorttitle = {{FOCEVAL} – {Promoting} {Evaluation} {Capacities} in {Costa} {Rica}}, url = {https://www.jstor.org/stable/j.ctv941tdt.12}, abstract = {The National Monitoring and Evaluation System of Costa Rica and its corresponding laws were established during the 1990s. Since then, the country has endeavored to implement monitoring and evaluation (M\&E) activities as part of its public policy framework. Nevertheless, hardly any systematic evaluations had been conducted, and monitoring activities had been reduced mainly to the institutional self-reporting of implementation compliance. Persisting regional disparities and growing levels of inequality among the population raised the level of pressure on the government to present reliable information on the effectiveness of public interventions. Hence, results-oriented evaluations were promoted by some Costa Rican departments as}, urldate = {2020-12-11}, booktitle = {Transformation, {Politics} and {Implementation}}, publisher = {Nomos Verlagsgesellschaft mbH}, author = {Storm, Sabrina}, editor = {Kirsch, Renate and Siehl, Elke and Stockmayer, Albrecht}, year = {2017}, pages = {175--194}, } @article{durose_five_2015, title = {Five {Ways} to {Make} a {Difference}: {Perceptions} of {Practitioners} {Working} in {Urban} {Neighborhoods}}, issn = {00333352}, shorttitle = {Five {Ways} to {Make} a {Difference}}, url = {http://doi.wiley.com/10.1111/puar.12502}, doi = {10.1111/puar.12502}, language = {en}, urldate = {2016-04-03}, journal = {Public Administration Review}, author = {Durose, Catherine and van Hulst, Merlijn and Jeffares, Stephen and Escobar, Oliver and Agger, Annika and de Graaf, Laurens}, month = dec, year = {2015}, } @article{pasanen_five_2015, chapter = {Working in Development}, title = {Five tips for evaluating your impact in international development}, url = {https://www.theguardian.com/global-development-professionals-network/2015/aug/28/impact-evaluations-international-development-how-to}, abstract = {How can impact evaluations actually be helpful? These top tips will save development professionals time, energy and money. International development can be messy – with uncertain, complex settings, and multiple partners with different interests, goals and capacities. At the same time, we are under increasing pressure to demonstrate impact. We have to show that our projects have made a real change in people’s lives and that donor or taxpayer money hasn’t been wasted. But impact evaluations, which are often seen as a solution to this, aren’t always used. And in some cases they are unhelpful. So how can we improve the quality of impact evaluations, so that they produce results that are useful? This is where evaluability assessments come in. By asking whether we should evaluate a project – and if so, when and how – these assessments can improve the quality of impact evaluations. Here are five other reasons to assess evaluability before starting an impact evaluation.}, urldate = {2018-11-10}, journal = {The Guardian}, author = {Pasanen, Tiina}, month = aug, year = {2015}, } @article{flyvbjerg_five_2006, title = {Five {Misunderstandings} {About} {Case}-{Study} {Research}}, volume = {12}, issn = {1077-8004, 1552-7565}, url = {http://journals.sagepub.com/doi/10.1177/1077800405284363}, doi = {10.1177/1077800405284363}, abstract = {This article examines five common misunderstandings about case-study research: (a) theoretical knowledge is more valuable than practical knowledge; (b) one cannot generalize from a single case, therefore, the single-case study cannot contribute to scientific development; (c) the case study is most useful for generating hypotheses, whereas other methods are more suitable for hypotheses testing and theory building; (d) the case study contains a bias toward verification; and (e) it is often difficult to summarize specific case studies. This article explains and corrects these misunderstandings one by one and concludes with the Kuhnian insight that a scientific discipline without a large number of thoroughly executed case studies is a discipline without systematic production of exemplars, and a discipline without exemplars is an ineffective one. Social science may be strengthened by the execution of a greater number of good case studies.}, language = {en}, number = {2}, urldate = {2023-01-17}, journal = {Qualitative Inquiry}, author = {Flyvbjerg, Bent}, month = apr, year = {2006}, pages = {219--245}, } @article{gaventa_finding_2006, title = {Finding the {Spaces} for {Change}: {A} {Power} {Analysis}}, volume = {37}, issn = {02655012, 17595436}, shorttitle = {Finding the {Spaces} for {Change}}, url = {http://doi.wiley.com/10.1111/j.1759-5436.2006.tb00320.x}, doi = {10.1111/j.1759-5436.2006.tb00320.x}, language = {en}, number = {6}, urldate = {2020-11-17}, journal = {IDS Bulletin}, author = {Gaventa, John}, month = nov, year = {2006}, pages = {23--33}, } @book{thomas_finding_1998, address = {London}, title = {Finding out fast: investigative skills for policy and development}, isbn = {0-7619-5837-1}, publisher = {Sage}, author = {Thomas, Alan and Chataway, Joanna and Wuyts, Marc}, year = {1998}, } @misc{apgar_finding_2021, title = {Finding and using causal hotspots: a practice in the making}, url = {https://www.ids.ac.uk/opinions/finding-and-using-causal-hotspots-a-practice-in-the-making/}, abstract = {This is the second blog in our series ‘Lessons on using Contribution Analysis for impact evaluation’. In our first blog, we introduced Contribution Analysis (CA) as an overarching approach to theory-based evaluation and the idea of causal hotpots as a way to zoom in, unpack and make the hard choices of where to focus evaluation research. Identifying specific links in the theory of change (ToC) with specific evaluation questions enables you to then choose appropriate methods. We have applied the approach in diverse settings, testing how robust Contribution Analysis can really be. Here we walk you through an example.}, language = {en-US}, urldate = {2024-02-13}, journal = {Institute of Development Studies}, author = {Apgar, Marina and Snijder, Mieke}, month = sep, year = {2021}, } @book{lewin_field_1951, address = {New York}, title = {Field {Theory} in {Social} {Science}: {Selected} {Theoretical} {Papers}}, shorttitle = {Field {Theory} in {Social} {Science}}, url = {https://www.amazon.com/Field-Theory-Social-Science-Theoretical/dp/B000JJ0WN2}, publisher = {Harper \& Brothers}, author = {Lewin, Kurt}, year = {1951}, } @techreport{feverbee_feverbees_nodate, title = {{FeverBee}'s {Strategic} {Project} {Plan} {Template}}, url = {https://docs.google.com/spreadsheets/d/1HXRkRPWjNsl4PcWBiaXVKMnAPM2J7nAte32qsOzp-m4/edit?usp=sharing&usp=embed_facebook}, abstract = {Gantt Chart [ client] COMMUNITY STRATEGY- PROJECT PLAN [ client] Community Strategy, COMPANY NAME,[ client] BY RICHARD MILLINGTON, DATE, 25/ 7/ 2018 No, TASK TITLE, TASK OWNER, START DATE, DUE DATE, DURATION, PCT OF TASK COMPLETE, RESEARCH AND DEVELOPMENT, DEVELOPING THE STRATEGIC PLAN, BUILD...}, language = {en}, urldate = {2018-10-10}, institution = {FeverBee}, author = {FeverBee}, } @techreport{feverbee_feverbees_2018, title = {{FeverBee}’s {Online} {Community} {Strategy} {Template}}, url = {http://course.feverbee.com/PSCommunityStrategyTemplate.pdf}, urldate = {2018-10-10}, institution = {FeverBee}, author = {FeverBee}, year = {2018}, } @misc{noauthor_feedback_2018, title = {Feedback {Commons}}, url = {https://feedbackcommons.org/}, urldate = {2019-07-16}, publisher = {Keystone Accountability}, year = {2018}, } @techreport{un_global_pulse_feasibility_2015, title = {Feasibility {Study}: {Crowdsourcing} {High}-frequency food price data in rural {Indonesia}}, url = {https://www.slideshare.net/unglobalpulse/feasibility-study-crowdsourcing-high-frequency-food-price-data-in-rural-indonesia}, urldate = {2019-07-01}, author = {{UN Global Pulse}}, year = {2015}, pages = {2}, } @techreport{fcdo_fcdo_2021, address = {London}, title = {{FCDO} {Programme} {Operating} {Framework}}, url = {https://www.gov.uk/government/publications/fcdo-programme-operating-framework}, abstract = {The Programme Operating Framework (PrOF) sets the standard for how the Foreign, Commonwealth \& Development Office (FCDO) delivers its programmes and projects.}, language = {en}, urldate = {2024-02-22}, institution = {FCDO}, author = {FCDO}, month = jun, year = {2021}, } @techreport{fcdo_fcdo_2021, address = {London}, title = {{FCDO} {Beneficiary} {Engagement}}, url = {https://www.bond.org.uk/resources/fcdo-beneficiary-engagement/}, abstract = {This guide has been developed to help build confidence and capability, distilling useful tips and considerations that may help teams think through programme delivery issues and interpret elements of the PrOF Rules. This PrOF Guide lays out: - The definition of beneficiary engagement. - The case for beneficiary engagement. - FCDO’s approach to beneficiary engagement. - Practical tips for how to integrate beneficiary engagement throughout the programme cycle, including guiding questions to ask, rules of thumb to apply, tools to use and challenges and special topics to consider during Design, Mobilisation, Delivery and Closure phases. At its core, beneficiary engagement is about processes that recognise the dignity and support the agency of the people whose lives we are trying to improve. It is about beneficiaries and programme constituents having a say over what assistance they receive and how they receive it. It is about engaging beneficiaries and programme constituents as people with valuable insights and capabilities, rather than a compliance exercise. It is about empowering all beneficiaries and programme constituents to improve their lives by engaging them in helping us make better design and delivery decisions for the programmes that affect their lives. It’s about ensuring that a diverse set of voices are heard. Harnessing the power of beneficiary engagement can also improve outcomes and help programmes reach them more efficiently. It helps define and promote Value for Money, improve transparency and ensure that beneficiaries are safe from harm and empowered to speak out wherever harm does occur. Beneficiary engagement is supported by FCDO policy commitments, PrOF Rules, internal guidance and key international commitments. Beneficiary engagement is applicable to, and valuable in, a range of contexts, including humanitarian contexts. Beneficiary engagement requires time and resources, but programmes can help ensure the benefits of engagement outweigh the costs by Doing No Harm, Engaging Early and Closing the Loop. It is ultimately the Programme Responsible Owner’s responsibility to determine what beneficiary engagement is suitable and feasible for a programme. Quality beneficiary engagement is not about applying the one “right” approach but rather thoughtfully considering key questions and applying key principles and proven tools to the programme’s context to achieve a programme that supports the dignity and agency of all beneficiaries as much as possible.}, language = {en-GB}, urldate = {2023-07-17}, institution = {FCDO}, author = {FCDO}, month = mar, year = {2021}, } @misc{woodrow_fast_2023, title = {Fast {Forwarding} to {Systems} {Maps} of {Corruption}: {Getting} to {Usable} {Analysis} {More} {Quickly}}, shorttitle = {Fast {Forwarding} to {Systems} {Maps} of {Corruption}}, url = {https://www.corruptionjusticeandlegitimacy.org/post/fast-forwarding-to-systems-maps-of-corruption-getting-to-usable-analysis-more-quickly}, abstract = {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 of “scaffolding” or framework that participants can build on to generate a cogent systems map as the basis for identifying possible points of intervention and subsequent program planning.}, language = {en}, urldate = {2023-10-02}, journal = {CJL}, author = {Woodrow, Peter}, month = jul, year = {2023}, } @misc{mason_farewell_2020, title = {Farewell {DFID} … a personal obituary}, url = {https://www.linkedin.com/pulse/farewell-dfid-phil-mason-obe/}, abstract = {Reflection on how DFID was created.}, urldate = {2020-10-15}, journal = {LinkedIn - Phil Mason}, author = {Mason, Phil}, month = jun, year = {2020}, } @misc{quaggiotto_fall_2016, title = {Fall in love with the solution, not the problem}, url = {http://www.nesta.org.uk/blog/fall-love-solution-not-problem}, abstract = {Three strategies for international development organisations to solve problems without defining them.}, urldate = {2016-09-16}, journal = {Nesta}, author = {Quaggiotto, Giulio and Leurs, Bas and Hazeldine, Shaun}, month = jul, year = {2016}, } @techreport{heeks_failure_2002, address = {Manchester}, title = {Failure, {Success} and {Improvisation} of {Information} {Systems} {Projects} in {Developing} {Countries}}, url = {http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.125.2441&rep=rep1&type=pdf}, abstract = {Research on the Information Society, the Digital Divide and Information and Communication Technologies for development}, urldate = {2016-05-09}, institution = {Institute for Development Policy and Management}, author = {Heeks, Richard}, year = {2002}, } @techreport{janoch_failing_2019, title = {Failing {Forward}: {How} {CARE} is focusing on what goes wrong to improve impact}, url = {https://usaidlearninglab.org/resources/failing-forward-how-care-focusing-what-goes-wrong-improve-impact}, abstract = {CARE's Failing Forward initiative is sparking opportunities to showcase the ideas that don't work so we can spend more time implementing the ones that do. It's changing the conversation inside the organization, and leading to changes in the way we design and implement programs. It's also allowing us to make connections across a global portfolio of more than 900 projects, and with new and different partners to learn from their experience.}, language = {en}, institution = {USAID LEARN}, author = {Janoch, Emily}, month = aug, year = {2019}, pages = {5}, } @techreport{janoch_failing_2019, type = {Text}, title = {Failing {Forward}: {How} {CARE} is {Focusing} on {What} {Goes} {Wrong} to {Improve} {Impact}}, shorttitle = {Failing {Forward}}, url = {https://usaidlearninglab.org/library/failing-forward-how-care-focusing-what-goes-wrong-improve-impact}, abstract = {CARE's Failing Forward initiative is sparking opportunities to showcase the ideas that don't work so we can spend more time implementing the ones that do. It's changing the conversation inside the organization, and leading to changes in the way we design and implement programs.}, language = {en}, urldate = {2020-02-14}, institution = {CARE}, author = {Janoch, Emily}, month = aug, year = {2019}, } @misc{lacy_facilities_2017, title = {Facilities deserve a place in development}, url = {http://www.devpolicy.org/facilities-deserve-a-place-in-development-20171113/}, abstract = {There are different ways to deliver aid programs, DFAT often uses facilities in its larger relationships, what are the rationales and risks behind this?}, language = {en-US}, urldate = {2019-03-28}, journal = {Devpolicy Blog from the Development Policy Centre}, author = {Lacy, Jacqui de}, month = nov, year = {2017}, } @book{kaner_facilitators_2014, address = {San Francisco}, title = {Facilitator's {Guide} to {Participatory} {Decision}-{Making}}, isbn = {978-1-118-40495-9}, abstract = {Unleash the transformative power of face to face groups The third edition of this ground–breaking book continues to advance its mission to support groups to do their best thinking. It demonstrates that meetings can be much more than merely an occasion for solving a problem or creating a plan. Every well–facilitated meeting is also an opportunity to stretch and develop the perspectives of the individual members, thereby building the strength and capacity of the group as a whole. This fully updated edition of The Facilitator′s Guide to Participatory Decision–Making guides readers through the struggle and the satisfaction of putting participatory values into practice, helping them to fulfill the promise of effective group decision–making. With previous editions already embraced by business and community leaders and consulting professionals around the world, this new book is even more insightful and easy to use. New for this edition: 60 pages of brand new skills and tools Many new case examples Major expansion and reorganization of the advanced sections of the book. New chapter: Teaching A Group About Group Dynamics Doubled in size: Classic Facilitator Challenges. Substantially improved: Designing Realistic Agendas now three chapters, with wise, insightful answers to the most vexing questions about meeting design.}, language = {English}, publisher = {John Wiley \& Sons}, author = {Kaner, Sam}, month = jun, year = {2014}, } @article{jackson_facilitating_2015, title = {Facilitating collaborative problem solving with human-centred design: the {Making} {All} {Voices} {Count} governance programme in 12 countries of {Africa} and {Asia}}, volume = {11}, url = {http://journal.km4dev.org/index.php/km4dj/article/view/197}, number = {1}, urldate = {2016-09-26}, journal = {Knowledge Management for Development Journal}, author = {Jackson, Carl}, year = {2015}, keywords = {IMPORTANT}, pages = {91--106}, } @book{edmondson_extreme_2017, address = {United Kingdom ; North America}, title = {Extreme {Teaming}: {Lessons} in {Complex}, {Cross}-{Sector} {Leadership}}, isbn = {978-1-78635-450-1}, shorttitle = {Extreme {Teaming}}, abstract = {Extreme Teaming Lessons in Complex, Cross-Sector Leadership Today’s global enterprises increasingly involve collaborative work by teams of experts operating across different professions, organizations, and industries. Extreme Teaming provides new insights into the world of complex, cross industry projects and the ways they must be managed. Leading experts Amy Edmondson and Jean-François Harvey analyze contemporary cases that expose the complex demands of cross-boundary collaboration on management, and inform our understanding of teams. Containing powerful insights and practical guidelines that allow managers to bridge professional divides and organizational boundaries in order to work together effectively, this is a new exploration of the challenges involved in today’s global enterprises. The authors demonstrate that the work done in the modern organization is less and less about looking inward and creating strong teams inside the company, and more about teaming across boundaries – that often are in flux. Extreme Teaming is a must-read book for all courses related to leading open innovation; teamwork and collaboration; project management; and cross-boundary work.}, language = {English}, publisher = {Emerald Group Publishing Limited}, author = {Edmondson, Amy C. and Harvey, Jean-Francois}, month = aug, year = {2017}, } @techreport{williams_external_2017, address = {Oxford}, title = {External validity and policy adaptation. {From} impact evaluation to policy design}, url = {https://www.bsg.ox.ac.uk/sites/www.bsg.ox.ac.uk/files/documents/BSG-WP-2017-019_0.pdf}, abstract = {With the growing number of rigorous impact evaluations worldwide, the question of how best to apply this evidence to policymaking processes has arguably become the main challenge for evidence-based policymaking. How can policymakers predict whether a policy will have the same impact in their context as it did elsewhere, and how should this influence the design and implementation of policy? This paper introduces a simple and flexible framework to address these questions of external validity and policy adaptation. I show that failures of external validity arise from an interaction between a policy’s theory of change and a dimension of the context in which it is being implemented, and develop a method of “mechanism mapping” that maps a policy’s theory of change against salient contextual assumptions to identify external validity problems and suggest appropriate policy adaptations. In deciding whether and how to adapt a policy in a new context, I show there is a fundamental informational trade-o↵ between the strength and relevance of evidence on the policy from other contexts and the policymaker’s knowledge of the local context. This trade-o↵ can guide policymakers’ judgments about whether policies should be copied exactly from elsewhere, adapted, or invented anew.}, number = {BSG-WP-2017/019}, urldate = {2017-10-11}, institution = {Blavatnik School of Government, University of Oxford}, author = {Williams, Martin J.}, month = jul, year = {2017}, } @techreport{snedden_external_2016, title = {External {Review} of the {Building} {Effective} and {Accessible} {Markets} ({BEAM}) programme}, url = {https://beamexchange.org/uploads/filer_public/42/e8/42e8f5c3-4539-4c80-b726-6e4b5fd70915/beam_review_by_wyg.pdf}, urldate = {2019-03-01}, institution = {WYG International}, author = {Snedden, Ewan and Freer, Gordon and Moffatt, Michelle}, month = jul, year = {2016}, } @misc{apgar_extending_2020, title = {Extending epistemology for programme evaluation – can {After} {Action} {Reviews} become spaces for critical reflection?}, url = {https://www.methodspace.com/blog/extending-epistemology-for-programme-evaluation-can-after-action-reviews-become-spaces-for-critical-reflection}, abstract = {The term After Action Review (AAR) is becoming more common in the world of development evaluation, particularly in programmes that focus on evaluation as a formative learning process. As structured and facilitated learning moments, AARs take many shapes always built to support a specific team in a specific moment on their journey. Across such a diversity of practice how do we understand the evolution of the AAR as a method with an action research orientation? Being mindful always of the risk of instrumentalising and co-opting participatory methods, there is danger that AARs become an empty programme ritual, remaining at the surface and failing to achieve critical reflection and so falling short of their intention of pushing for deeper change in our practice. As the evaluation and learning team of two large complex, multi-partner projects using research to address development challenges, we have been applying the AAR method while adapting to virtual COVID working with partners across the world. As action researchers we have been thinking about what critical reflection means within a programme AAR process and whether and how they can open up a second person inquiry space.}, language = {en-US}, urldate = {2023-12-19}, journal = {Methodspace - Sage}, author = {Apgar, Marina and Snijder, Mieke}, month = oct, year = {2020}, } @article{regeer_exploring_2016, title = {Exploring ways to reconcile accountability and learning in the evaluation of niche experiments}, volume = {22}, issn = {1356-3890}, url = {http://journals.sagepub.com/doi/abs/10.1177/1356389015623659}, doi = {10.1177/1356389015623659}, abstract = {While evaluation is seen as a mechanism for both accountability and learning, it is not self-evident that the evaluation of niche experiments focuses on both accountability and learning at the same time. Tensions exist between the accountability-oriented needs of funders and the learning needs of managers of niche experiments. This article explores the differences in needs and expectations of funders and managers in terms of upwards, downwards and internal accountability. The article shows that as the multi-stakeholder contexts in which niche experiments take place give rise to various requirements, tensions in evaluation are essentially a specific manifestation of tensions between niche experiments and their multiple contexts. Based on our findings, an adjusted accountability framework is proposed, including several strategies that can reconcile a learning approach with accountability needs in niche experiments aiming to change current practices in a more sustainable direction.}, language = {en}, number = {1}, journal = {Evaluation}, author = {Regeer, Barbara J. and de Wildt-Liesveld, Renée and van Mierlo, Barbara and Bunders, Joske F. G.}, month = jan, year = {2016}, pages = {6--28}, } @techreport{ramalingam_exploring_2008, address = {London}, title = {Exploring the science of complexity: {Ideas} and implications for development and humanitarian efforts}, shorttitle = {Exploring the science of complexity}, url = {https://www.odi.org/publications/583-science-complexity}, abstract = {This paper draws on the science of complexity to outline alternative approaches to analysing and understanding problems faced in humanitarian and development work.}, urldate = {2017-04-10}, institution = {ODI}, author = {Ramalingam, Ben and Jones, Harry and Reba, Toussaint and Young, John}, month = oct, year = {2008}, } @article{tuda_exploring_2019, title = {Exploring the prospects for adaptive governance in marine transboundary conservation in {East} {Africa}}, volume = {104}, issn = {0308-597X}, url = {http://www.sciencedirect.com/science/article/pii/S0308597X18305372}, doi = {10.1016/j.marpol.2019.02.051}, abstract = {This article explores the prospects for adaptive governance in a proposed marine transboundary conservation initiative in East Africa. Adaptive governance that involves interdependent state and non-state actors learning and taking action on joint environmental problems is suggested for effective transboundary resource governance. Using the concept of adaptive co-management, the current multi-stakeholder marine governance systems in southern Kenya and northern Tanzania are compared to illuminate opportunities and constraints for adaptive marine transboundary conservation governance between Kenya and Tanzania. The concept of networks and the formal method of social network analysis (SNA) are applied as the main methodological device. Using questionnaire and semi-structured interviews, social network data of 70 organizations (local resources users, government agencies and NGOs) was generated from Kenya (n = 33) and Tanzania (n = 37). Results show the existence of strong collaboration networks for marine resource governance in both Kenya and Tanzania. Social proximity is the common driver of network formation. Collaboration networks in Kenya and Tanzania have contributed to enhanced learning among marine resource managers. Conclusions point to the need to focus on common challenges relating to low levels of rule-compliance, limited access to information on the state of resources and poor integration of science into marine management decisions. Finally, differences in views regarding the state of marine ecosystems need to be addressed to improve prospects for joint problem-solving in marine transboundary conservation.}, urldate = {2019-05-02}, journal = {Marine Policy}, author = {Tuda, Arthur Omondi and Kark, Salit and Newton, Alice}, month = jun, year = {2019}, keywords = {Adaptive co-management, Adaptive governance, Collaboration, Marine transboundary conservation, Social network analysis}, pages = {75--84}, } @techreport{gilberds_exploring_2016, address = {Brighton}, title = {Exploring the potential for interactive radio to improve accountability and responsiveness to small-scale farmers in {Tanzania}}, copyright = {http://www.ids.ac.uk/files/dmfile/IDSOpenDocsStandardTermsOfUse.pdf}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/12770}, abstract = {What are the possibilities of using new digital technologies alongside radio to help ensure that agricultural development projects are farmer-centred, and meet the needs of the rural citizens they intend to serve? This research assesses Farm Radio International’s Listening Post – a model that combines radio and digital technologies with the aim of collecting and aggregating farmer feedback to aid decision-making and adaptive project implementation. The research shows that linking a mobile-based crowd-sourcing tool with radio is effective at ensuring engagement from a large number of farmers, who felt it was a useful way of raising their questions and concerns to NGOs, policy-makers and experts. The model has clear potential to strengthen the chain of relationships between citizens, extension services suppliers, projects and policymakers. It has also demonstrated its potential to collect real-time feedback from farmers that could be used to aid decision-making and improve accountability in agricultural development initiatives, helping to ensure they are more responsive to farmers. However, it also concludes that ‘closing the feedback loop’ – ensuring that farmer’s comments, questions and concerns are responded to – is a challenge for the Listening Post. Sometimes, the interactive radio programmes close the loop by disseminating answers to questions or concerns raised by farmers, or by connecting farmers to extension services – but only when a solid and systematic process had been developed for this to happen. Therefore is critical to identify and incentivise actors who are capable of responding during the design phase of a Listening Post, and to ensure that they are involved in every stage of the process. It also important that project partners who are interested in beneficiary feedback identify the flexible or actionable points in their project frameworks from the outset, rather than collecting data that they are not able to use to adapt their programmes}, language = {en}, urldate = {2017-02-16}, institution = {IDS}, author = {Gilberds, Heather and Handforth, Calum and Leclair, Mark}, month = dec, year = {2016}, } @techreport{lowe_exploring_2019, address = {Newcastle}, title = {Exploring the new world: practical insights for funding, commissioning and managing in complexity}, shorttitle = {Exploring the new world}, url = {https://collaboratecic.com/exploring-the-new-world-practical-insights-for-funding-commissioning-and-managing-in-complexity-20a0c53b89aa}, abstract = {The world is complex. If we want to contribute to creating positive social outcomes, we must learn to embrace this complexity. This is the New World that funders and commissioners are discovering: • People are complex: everyone’s life is different, everyone’s strengths and needs are different. • The issues we care about are complex: issues – like homelessness – are tangled and interdependent. • The systems that respond to these issues are complex: the range of people and organisations involved in creating ‘outcomes’ in the world are beyond the management control of any person or organisation. Building on the findings from our previous report, A Whole New World, we have spent the last 12 months working with a growing movement of funders, public sector commissioners, and organisations working on the ground to begin to explore this New World: to find examples of practice that will help people to navigate it effectively. This report explores the key features of their response: working in a way that is human, prioritises learning and takes a systems approach.}, language = {en}, urldate = {2019-08-08}, institution = {Collaborate \& Newcastle University}, author = {Lowe, Toby and Plimmer, Dawn}, month = jun, year = {2019}, } @techreport{sharp_exploring_2018, title = {Exploring new territories for evaluation - {Provocative} propositions}, url = {https://www.humanlearning.systems/uploads/collectiveleadershipreport1.pdf}, language = {en}, urldate = {2023-05-22}, author = {Sharp, Cathy}, year = {2018}, } @techreport{sharp_exploring_2018, address = {Edinburgh}, title = {Exploring new territories for evaluation}, url = {https://www.humanlearning.systems/uploads/collectiveleadershipreport1.pdf}, abstract = {Drawing on action research, this paper recasts evaluation as ‘action inquiry’, an embedded evaluative learning practice that can help navigate complexity when enacting collective leadership. It is offered as an invitation to inquiry amongst a reasonably well-informed audience of policy makers and practitioners who work in and for public services. It will particularly interest those who provide research, evaluation and facilitation support, and those seeking to develop a more relational approach to research and evaluation. Action inquiry is a model of practising change together in environments where ‘nothing is clear, and everything keeps changing’ that significantly challenges the prevailing discourse on evaluation. Action inquiry can be wrapped around and enmeshed within initiatives and programmes that work with complexity - anywhere where success will depend on the quality of relationships that can be developed. The paper reviews some important interrelated concepts that underpin the ideals of collective leadership and public service reform and which confront deeply embedded traditional notions of leadership, expertise and participation. These offer important challenges to ideas about how change happens and recognise that relationships are at the heart of practising change. This warrants a re-examination of the high expectations of evidence-based or informed practice. Collective leadership makes new demands of evidence as it rests on help to determine ‘wise actions’ in real-life situations. This confronts the practical reality of how to work together in conditions often expressed as ‘dynamic’ or ‘turbulent’ and the added human complexities of power, emotions and relationships; too often these elements are denied or avoided aspects of a change process. Facilitated action inquiry makes these elements part of the conversations, in the midst of ‘work-as-we-are-doing-it’, to increase areas of choice for individuals and a group as a whole. Within public policy, there is an overwhelming amount of evidence about ‘what works’ yet change seems to be stubborn and slow. The paper explores some of the deep-rooted vestiges of a ‘hierarchy of evidence’ and assumptions about standardisation and generalisability that act as a ‘barrier to transformation’. These include the narrow framing of what counts as evidence and consequent relegation of community perspectives, lived experience and practice-based evidence. The paper acknowledges the clear appetite for different approaches to evaluation, especially those that better reflect deeply held values and avoid creating a culture of ‘gaming’, rooted in fear of failure and loss of funding, at the expense of learning. The need for new forms of developmental evaluative thinking, collaborative inquiry and action research to create embedded learning is well overdue. Action inquiry is a desirable and necessary response to the complex situations and challenges of human services and recognises the essentialness of knowledge co-production. It is a model of co-creation at every stage and endorses the idea that people learn from participation in evaluation and by testing theories of change through action. Action inquiry builds on the idea of inquiry, or a moment-to-moment awareness and quality of attention and draws from several elements of action research practice. It sees inquiry as an intervention in itself, one that furthermore, explicitly seeks to enhance the probability of the success of a programme, focus on learning, the collaborative development of practice-based knowledge and positive relationships. The paper highlights the importance of building inquiry into living systems, the role of facilitation, systemic inquiry, and evaluative thinking. It proposes an expansion of ideas of appreciation as a relational and collaborative practice that is a driver of emergence. Social recognition that acknowledges someone’s social value to the community and implies mutual moral obligations to cooperation and participation is particularly crucial in a work context that requires successful coordination and multiple contributions to achieve results across hierarchies of position, professional rank and sectors. Hence, appreciation goes beyond the idea of positivity to include social recognition, valuing more explicit forms of inquiry, building participants’ aspirations to design new social systems and acting in new ways to embed change. In developing this discussion, the paper contributes to emerging dialogues about the need for a model of ‘5th generation evaluation’. Such a model would be based on the idea that appreciative and challenging inquiry that is contextual, relational and open-minded will create better opportunities for change and development. The paper sets out some ‘provocative propositions’ that can help us to navigate this terrain, perhaps of a fledgling ‘5th generation approach’ to inquiry. Facilitated action inquiry can hold the key to developing both new knowledge and an adaptive, collaborative and improvisational skill-set, able to respond in new ways to systemic and complex issues on the ground. It’s common to hear the expression ‘it’s all about relationships’ and it is clearly time to shift our focus to relationships; not relationships as ‘things’, but as co-created and dynamic relational processes in which we are embedded. In this way we can bring new qualities to our talking to each other about our various and shared visions of a better future.}, language = {en}, urldate = {2023-05-22}, institution = {Collective Leadership for Scotland}, author = {Sharp, Cathy}, year = {2018}, } @misc{nixon_exploring_2021, title = {Exploring a new governance agenda: {What} are the questions that matter?}, url = {https://oxfamapps.org/fp2p/exploring-a-new-governance-agenda-what-are-the-questions-that-matter/}, abstract = {The 100 Questions Initiative, pioneered by the GovLab, seeks to overcome the chasm between supply and demand. It begins not by searching for what data is available, but by asking important questions about the biggest challenges societies and countries face, and then seeking more targeted and relevant data solutions. In doing this, it narrows the gap between policy makers and constituents, providing opportunities for improved evidence-based policy and community engagement in developing countries. As part of this initiative, we seek to define the ten most important questions across several domains, including Migration, Gender, Employment, the Future of Work, and—now–Governance. On this occasion, we invited over 100 experts and practitioners in governance and data science –whom we call “bilinguals”– from various organizations, companies, and government agencies to identify what they see as the most pressing governance questions in their respective domains. Over 100 bilinguals were encouraged to prioritize potential impact, novelty, and feasibility in their questioning — moving toward a roadmap for data-driven action and collaboration that is both actionable and ambitious.}, urldate = {2021-11-09}, journal = {From Poverty to Power}, author = {Nixon, Nicola and Verhulst, Stefaan and Matin, Imran and Vermonte, Philips J.}, month = sep, year = {2021}, } @techreport{andrews_explaining_2013, type = {Working {Paper} {Series}}, title = {Explaining positive deviance in public sector reforms in development}, url = {http://econpapers.repec.org/paper/unuwpaper/wp2013-117.htm}, abstract = {Public sector reforms are commonplace in developing countries. Much of the literature about these reforms reflects on their failures. This paper asks about the successes and investigates which of two competing theories best explain why some reforms exhibi}, number = {UNU-WIDER Research Paper WP2013/117}, urldate = {2017-04-18}, institution = {World Institute for Development Economic Research (UNU-WIDER)}, author = {Andrews, Matt}, year = {2013}, keywords = {Development, Innovation, Reform, case survey, governance, growth, leadership}, } @techreport{norton_experiential_2016, title = {Experiential {Learning}: {Fostering} lasting behavioural change}, abstract = {The term ‘experiential learning’ is often mistakenly used to describe any learning experience that involves participatory activities. This paper presents an overview of what true experiential learning is and how this form of learning allows for real-world application - thus promoting lasting behavioural change. Furthermore, it explains how experiential learning was adopted as the methodological core of the Prospects psychosocial programme in Liberia, which builds ‘pre-employment skills’ in 3,500 vulnerable youth aged 15-24 years. The goal of the paper is to provide other youth and education development practitioners with a resource that can be used to strengthen youth and behaviour change programmes through the incorporation of the experiential learning theory. In addition, this paper explains its application in the Prospects programme, before concluding with key considerations of such a design. 1}, language = {en}, institution = {Mercy Corps}, author = {Norton, Brittney M.}, month = jun, year = {2016}, pages = {20}, } @book{kolb_experiential_1983, title = {Experiential {Learning}: {Experience} as the {Source} of {Learning} and {Development}}, abstract = {Drawing from the intellectual origins of experiential learning in the works of John Dewey, Kurt Lewin, and Jean Piaget, this comprehensive and systematic book describes the process of experiential learning. The author proposes a model of the underlying structures of the learning process based on research in psychology, philosophy, and physiology, and bases its typology of individual learning styles and corresponding structures of knowledge in different academic disciplines and careers on this structural model. He also applies experiential learning to higher education and lifelong learning, particularly with regard to adult education.}, publisher = {Prentice Hall}, author = {Kolb, David A.}, month = oct, year = {1983}, } @techreport{cekan_exit_2020, title = {Exit for {Sustainability} {Checklists}}, url = {https://valuingvoices.com/wp-content/uploads/2021/03/Exit-For-Sustainability-Checklists-Dec2020-2.pdf}, abstract = {These Checklists for Exit along the Sustainability Project Cycle are based on lessons from ex-post evaluations that Valuing Voices has done or researched. Ex-post project completion evaluations are rare and even more so those that consulted partners and participants in the field about sustained impacts. Over \$3.5 trillion has been spent on public foreign aid projects in the past 70 years (OECD 2019) yet we have evaluated less than 1\% of these projects for sustainability. Our Valuing Voices ex-post research of 39 organizations’ evaluations of sustainability shows that most project results decrease (20-90\%) as early as two years ex-post in addition to An Asian Development Bank study of post-completion sustainability found that “some early evidence suggests that as many as 40\% of all new activities are not sustained beyond the first few years after disbursement of external funding,” Most project exits are in the last quarter and sustainability handover assumptions are not validated expost. Learning from what was sustained helps us know how to exit for sustainability from the very onset of the project (green slices) as compared to the typical project cycle (orange), above. We encourage those tasked with funding, designing, implementing, monitoring \& evaluating projects to use these longer checklists and view the full recording shared with participants. A partial PowerPoint can also be found on „Sustaining All of our Hard Work“ presentation for the Vienna Evaluation Network (10/20). These checklists are aimed at donors/designers and implementers of foreign aid projects outcomes and impacts and can be adapted by local NGOs, national governments, private sector, academics, to create exit plans. Local participation in creating these and feedback on how well exit is going will help them sustain results.}, urldate = {2021-02-18}, institution = {Valuing Voices}, author = {Cekan, Jindra}, year = {2020}, } @phdthesis{janus_examining_2020, address = {Manchester}, type = {{PhD} {Thesis}}, title = {Examining the results and adaptation ideas in foreign aid}, url = {https://www.research.manchester.ac.uk/portal/en/theses/examining-the-results-and-adaptation-ideas-in-foreign-aid(33eb1913-0918-4147-8080-f36f3f444c18).html}, abstract = {This thesis applies ideational and institutional theories to analyse how two specific ideas, results and adaptation, have changed the theory and practice of development cooperation. The thesis addresses the question of why the results and adaptation ideas are often treated as binaries and how this debate has evolved historically. In a first theoretical paper, the evolution of results and adaptation is conceptualised as a combination of institutional layering and diffusion within development organisations. The second theoretical paper applies ideational theory, in particular, the coalition magnet framework, to China as a donor country. The empirical papers apply ideational and institutional theories to study aid projects funded by the World Bank and China in the Rwandan agriculture sector. The third paper analyses through which mechanism, results-based principal-agent relationships or problem-driven iterative adaptation, the World Bank’s Program for Results in the agriculture sector in Rwanda has led to increased agricultural productivity. The paper combines causal process tracing and contribution analysis to investigate two underlying theories of change of the Program for Results. The fourth paper applies the same framework and methodology to the Chinese Agricultural Technology Demonstration Center in Rwanda. The fifth paper compares both projects, the World Bank project and the Chinese project. The thesis finds that the ideas of results and adaptation are often presented as mutually exclusive mainly at the general level of public philosophies or paradigms, but show overlap and potential for integration on the level of framing policy problems and policy solutions. The thesis also demonstrates that there is unexplored potential for convergence between China and Development Assistance Committee donors around “coalition magnet” ideas. The empirical part of the thesis reveals how results-based and adaptive causal mechanisms co-exist within given aid interventions by the World Bank and China, how these interact and how they ultimately contribute to achieving development outcomes. The key finding is that the broader political context of the Rwandan agricultural sector is the main factor for determining development outcomes, which neither the World Bank project nor the Chinese projects take into account. The comparison of the World Bank’s and China’s interventions finds that donor organisations need to address how results-based ideas in combination adaptive development ideas can be better tailored to fit into the specific context of the Rwandan agriculture sector.}, language = {en}, urldate = {2022-03-30}, school = {University of Manchester}, author = {Janus, Heiner}, year = {2020}, } @article{gilb_evolutionary_1985, title = {Evolutionary {Delivery} {Versus} the "{Waterfall} {Model}"}, volume = {10}, issn = {0163-5948}, url = {http://doi.acm.org/10.1145/1012483.1012490}, doi = {10.1145/1012483.1012490}, abstract = {The conventional wisdom of planning software engineering projects, using the widely cited "waterfall model" is not the only useful software development process model. In fact, the "waterfall model" may be unrealistic, and dangerous to the primary objectives of any software project.The alternative model, which I choose to call "evolutionary delivery" is not widely taught or practiced yet. But there is already more than a decade of practical experience in using it. In various forms. It is quite clear from these experiences that evolutionary delivery is a powerful general tool for both software development and associated systems development.Almost all experienced software developers do make use of some of the ideas in evolutionary development at one time or another. But, this is often unplanned, informal and it is an incomplete exploitation of this powerful method. This paper will try to expose the theoretical and practical aspects of the method in a fuller perspective. We need to learn the theory fully, so that we can apply and learn it completely.}, number = {3}, urldate = {2016-08-10}, journal = {SIGSOFT Softw. Eng. Notes}, author = {Gilb, Tom}, month = jul, year = {1985}, pages = {49--61}, } @article{milner-gulland_evidence_2018, title = {Evidence to {Action}: {Research} to {Address} {Illegal} {Wildlife} {Trade}}, shorttitle = {Evidence to {Action}}, url = {https://osf.io/preprints/socarxiv/35ndz/}, doi = {10.31235/osf.io/35ndz}, abstract = {Tools and expertise to improve the evidence base for national and international Illegal Wildlife Trade policy already exist but are underutilised. Tapping into these resources would produce substantive benefits for wildlife conservation and associated sectors, enabling governments to better meet their obligations under the Sustainable Development Goals and international biodiversity conventions. This can be achieved through enhanced funding support for inter-sectoral research collaborations, engaging researchers in priority setting and programme design, increasing developing country research capacity and engaging researchers and community voices in policy processes. This briefing, addressed to policy makers and practitioners, is part of the 2018 Evidence to Action: Research to Address Illegal Wildlife Trade event programme, organised by five of the UK’s most active IWT research institutions, to support the London 2018 IWT Conference.}, urldate = {2019-02-27}, author = {Milner-Gulland, E. J. and Cugniere, Laure and Hinsley, Amy and Phelps, Jacob and Rolfe, Michael 't Sas and Veríssimo, Diogo}, month = sep, year = {2018}, } @techreport{sharp_evidence-led_2022, address = {London}, title = {Evidence-led adaptive programming: {Lessons} from {MUVA}}, shorttitle = {Evidence-led adaptive programming}, url = {https://odi.org/en/publications/evidence-led-adaptive-programming-lessons-from-muva/}, abstract = {Calls for more ‘adaptive programming’ have been prominent in international development practice for over a decade. Learning-by-doing is a crucial element of this, but programmes have often found it challenging to become more learning oriented. Establishing some form of reflective practice, against countervailing incentives, is difficult. Incorporating data collection processes that generate useful, timely and practical information to inform these reflections is even more so.This paper explores MUVA - an adaptive female economic empowerment programme in Mozambique. MUVA, we suggest, is atypically evidence-led. It combines systematic, inclusive reflective practice with extensive real-time data collection. We describe the fundamental features of MUVA’s monitoring, evaluation and learning (MEL) approach that supported this. One, how data collection and analysis are synchronised with set cycles for learning and adapting projects. Two, how MEL systems are designed to prioritise actionable learning, with data collection oriented more to the needs of implementing staff than to the reporting requirements of funders.This approach was enabled by building collective ownership over the programme’s objectives and the purpose of MEL from the outset. Implementers are asked about their motivations, and these are related to the programme’s Theory of Change. The evidence culture is supported by the proximity of MEL staff to implementing staff; and through structuring upwards accountability to funders around justifying evidence-based adaptations instead of reporting on more narrow indicators. We conclude by considering the relevance, or not, of MUVA’s approach to programmes in other contexts or issue areas trying to replicate a similarly evidence-informed approach to adaptive management. Key messages Learning-by-doing is essential to adaptive programming, but it can be challenging to establish data collection processes that generate useful, timely and practical information. MUVA – a female economic empowerment programme in Mozambique – has an atypically evidence-led adaptive management approach. This has two fundamental features. One, data collection and analysis are synchronised with set cycles for learning and adapting projects. Two, data collection is oriented more to the needs of implementing staff than to the reporting requirements of funders. Monitoring, evaluation and learning (MEL) systems are designed to prioritise actionable learning. This approach was enabled by building collective ownership over the programme’s objectives and the purpose of MEL from the outset. Implementers are asked about their motivations, and these are related to the programme’s Theory of Change. The evidence culture is supported by the proximity of MEL staff to implementing staff; and through structuring upwards accountability to funders around justifying evidence-based adaptations instead of reporting on more narrow indicators.}, language = {en-gb}, urldate = {2022-07-04}, institution = {ODI}, author = {Sharp, Samuel and Riemenschneider, Nils and Selvester, Kerry}, month = jun, year = {2022}, } @article{petticrew_evidence_2003, title = {Evidence, hierarchies, and typologies: horses for courses}, volume = {57}, issn = {0143-005X}, url = {https://www.ncbi.nlm.nih.gov/pubmed/12821702}, doi = {10.1136/jech.57.7.527}, abstract = {Debate is ongoing about the nature and use of evidence in public health decision making, and there seems to be an emerging consensus that the "hierarchy of evidence" may be difficult to apply in other settings. It may be unhelpful however to simply abandon the hierarchy without having a framework or guide to replace it. One such framework is discussed. This is based around a matrix, and emphasises the need to match research questions to specific types of research. This emphasis on methodological appropriateness, and on typologies rather than hierarchies of evidence may be helpful in organising and appraising public health evidence.}, language = {eng}, number = {7}, journal = {Journal of epidemiology and community health}, author = {Petticrew, M and Roberts, H}, month = jul, year = {2003}, keywords = {Decision Making, Policy making, Public Health, Public policy}, pages = {527--529}, } @techreport{learning_lab_evidence_2020, title = {Evidence base for {Collaborating}, {Learning}, and {Adapting}: summary of the literature review (2020 update)}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/031020_eb4cla_lit_review_update_2d.pdf}, abstract = {The LEARN contract and the United States Agency for International Development/Bureau of Policy, Planning, and Learning (USAID/PPL) are managing an area of work known as the Evidence Base for Collaborating, Learning, and Adapting (EB4CLA). The purpose of this work is to answer the following key learning questions: ● Does an intentional, systematic, and resourced approach to collaborating, learning, and adapting (CLA) contribute to organizational effectiveness and/or development outcomes? ● If so, how? And under what conditions? ● How do we know? How do we measure any contribution that CLA makes to development results? As we began this work, we identified the need to conduct a literature review looking at these questions to understand what is known, what remains unknown, and how others have tried to answer these questions to date. We were primarily interested in answering these questions: ● What evidence is there, if any, that collaborating, learning, and/or adapting contributes to organizational effectiveness, development outcomes, or both? What are the strongest pieces of evidence? ● Does the literature identify any factors critical to CLA that are not currently included in the CLA framework? ● Who else is working on measuring the impact of collaborating, learning and adapting? ● What methods and measures did researchers use to study the effects of collaborating, learning, and adapting? ● Where are there gaps in the research relevant to collaborating, learning, and adapting? ● When taken together, what practical guidance does the evidence for collaborating, learning, and adapting offer to practitioners and policy makers to improve organizational effectiveness and development outcomes?}, urldate = {2020-10-15}, institution = {USAID}, author = {Learning Lab}, month = mar, year = {2020}, } @techreport{learning_lab_evidence_2017, address = {Washington DC}, title = {Evidence {Base} for {Collaborating}, {Learning}, and {Adapting}: summary of the literature review (2017 update)}, url = {https://usaidlearninglab.org/library/literature-review-evidence-base-collaborating%2C-learning%2C-and-adapting}, abstract = {LEARN and USAID/PPL are managing an area of work known as Evidence Base for Collaborating, Learning, and Adapting (EB4CLA). The purpose of this work is to answer key learning questions:}, number = {2017 update}, urldate = {2016-09-23}, institution = {USAID}, author = {Learning Lab}, month = apr, year = {2017}, } @techreport{learning_lab_evidence_2016, address = {Washington DC}, title = {Evidence {Base} for {Collaborating}, {Learning}, and {Adapting}: summary of the literature review (2016.08)}, url = {https://usaidlearninglab.org/library/literature-review-evidence-base-collaborating%2C-learning%2C-and-adapting}, abstract = {LEARN and USAID/PPL are managing an area of work known as Evidence Base for Collaborating, Learning, and Adapting (EB4CLA). The purpose of this work is to answer key learning questions:}, urldate = {2016-09-23}, institution = {USAID}, author = {Learning Lab}, month = aug, year = {2016}, } @techreport{hudson_everyday_2016, address = {Birmingham}, title = {Everyday {Political} {Analysis}}, url = {http://publications.dlprog.org/EPA.pdf}, abstract = {This short note introduces a stripped-back political analysis framework designed to help frontline development practitioners make quick but politically-informed decisions. It aims to complement more in-depth political analysis by helping programming staff to develop the 'craft' of political thinking in a way that fits their everyday working practices. Everyday Political Analysis involves two steps: Understanding interests: What makes people tick? Understanding change: What space and capacity do people have to effect change? For each step five questions, accompanied by prompts, aim to help staff to conduct quick political analysis. The EPA framework can be used at any stage of the aid management cycle, and can help users to respond rapidly to unexpected change. We are keen to hear back from people on their experience of using EPA to help us adapt the framework. Was it useful (or not)? Do people tend to use just one or both steps? Are there missing statements or prompts that would improve the analysis? Please email us at info [at] dlprog.org.}, urldate = {2017-02-06}, institution = {Developmental Leadership Program}, author = {Hudson, David and Marquette, Heather and Waldock, Sam}, month = jan, year = {2016}, } @techreport{gcsi_everyday_2022, title = {Everyday patterns for shifting systems - {Right} scaling}, url = {https://www.griffith.edu.au/__data/assets/pdf_file/0024/1867002/Right-Scaling_Patterns_TSI-and-GCSI.pdf}, language = {en}, institution = {GCSI}, author = {GCSI}, month = oct, year = {2022}, } @techreport{gcsi_everyday_2022, title = {Everyday patterns for shifting systems}, url = {https://www.griffith.edu.au/__data/assets/pdf_file/0024/1867002/Right-Scaling_Patterns_TSI-and-GCSI.pdf}, language = {en}, institution = {GCSI}, author = {GCSI}, month = oct, year = {2022}, } @misc{king_evaluative_2023, title = {Evaluative reasoning in complexity}, url = {https://juliankingnz.substack.com/p/evaluative-reasoning-in-complexity?utm_source=substack&utm_medium=email}, urldate = {2024-01-04}, journal = {Evaluation and Value for Investment}, author = {King, Julian}, month = jun, year = {2023}, } @techreport{ruffer_evaluation_2018, address = {Stockholm}, title = {Evaluation of the market systems development approach: {Lessons} for expanded use and adaptive management at {Sida} {Volume} {II}: {Case} studies}, url = {https://www.sida.se/contentassets/bfe15e8902fa4dbb864bd478c2f14df1/2018_2a_evaluation_market_systems_dev_approach_vol-1.pdf}, abstract = {This report presents the findings of an evaluation of Sida’s management of the market systems development (MSD) approach. It aims to inform thinking on how Sida can best manage its growing portfolio of MSD programs. Beyond this, it provides insights relevant to Sida’s wider support to complex and adaptive programs. The evaluation identified several factors that affect Sida’s ability to ensure that conducive conditions are in place for effective MSD programs and good development programming more generally. Sida’s relatively flexible framework of rules, guidelines and systems for project management provide the space needed for staff to innovate and manage adaptively. But for this to happen consistently and effectively, Sida needs to invest more deliberately in building the capacity of its staff in relevant areas. In addition, leadership and incentives are key to shaping a culture of active experimentation and learning. This needs to be supported with clearer guidance for those involved in the design and appraisal of MSD projects; and strengthened oversight of project performance, including through adjustments to Sida’s contracts and funding agreements.}, urldate = {2019-01-08}, institution = {Sida}, author = {Ruffer, Tim and Bailey, Helen and Dahlgren, Stefan and Spaven, Patrick and Winters, Mark}, month = dec, year = {2018}, } @techreport{ruffer_evaluation_2018, address = {Stockholm}, title = {Evaluation of the market systems development approach: {Lessons} for expanded use and adaptive management at {Sida} {Volume} {I}: {Evaluation} {Report}}, url = {https://www.sida.se/contentassets/bfe15e8902fa4dbb864bd478c2f14df1/2018_2a_evaluation_market_systems_dev_approach_vol-1.pdf}, abstract = {This report presents the findings of an evaluation of Sida’s management of the market systems development (MSD) approach. It aims to inform thinking on how Sida can best manage its growing portfolio of MSD programs. Beyond this, it provides insights relevant to Sida’s wider support to complex and adaptive programs. The evaluation identified several factors that affect Sida’s ability to ensure that conducive conditions are in place for effective MSD programs and good development programming more generally. Sida’s relatively flexible framework of rules, guidelines and systems for project management provide the space needed for staff to innovate and manage adaptively. But for this to happen consistently and effectively, Sida needs to invest more deliberately in building the capacity of its staff in relevant areas. In addition, leadership and incentives are key to shaping a culture of active experimentation and learning. This needs to be supported with clearer guidance for those involved in the design and appraisal of MSD projects; and strengthened oversight of project performance, including through adjustments to Sida’s contracts and funding agreements.}, urldate = {2019-01-08}, institution = {Sida}, author = {Ruffer, Tim and Bailey, Helen and Dahlgren, Stefan and Spaven, Patrick and Winters, Mark}, month = dec, year = {2018}, } @book{vaessen_evaluation_2020, title = {Evaluation of {International} {Development} {Interventions}: {An} {Overview} of {Approaches} and {Methods}}, shorttitle = {Evaluation of {International} {Development} {Interventions}}, url = {http://elibrary.worldbank.org/doi/book/10.1596/34962}, abstract = {This guide provides an introductory overview of a range of methods that have been selected for their actual and potential use in the field of international development evaluation. For each method, a detailed guidance note presents the method’s main features and procedural steps, key advantages and disadvantages, as well as its applica­bility. Each guidance note includes references for relevant background readings (basic and advanced) as well as references to other additional resources of interest. Both the choice of approaches and methods and the associated guidance are by no means definitive. IEG plans to periodically update the guide as evaluation prac­tices evolve.}, language = {en}, urldate = {2021-08-05}, publisher = {World Bank}, author = {Vaessen, Jos and Lemire, Sebastian and Befani, Barbara}, month = nov, year = {2020}, doi = {10.1596/34962}, } @misc{oecd_evaluation_2019, title = {Evaluation of development programmes - {OECD}}, url = {https://www.oecd.org/dac/evaluation/}, abstract = {Data \& research on evaluation of development programmes inc. paris declaration, budget support, multilateral effectiveness, impact evaluation, joint evaluations, governance, aid for trade}, urldate = {2019-11-27}, author = {OECD}, year = {2019}, } @techreport{cox_evaluation_2009, title = {Evaluation for {Improvement}: {A} {Seven} {Step} {Empowerment} {Evaluation} {Approach} for {Violence} {Prevention} {Organizations}}, url = {https://www.cdc.gov/violenceprevention/pdf/evaluation_improvement-a.pdf}, abstract = {This guide, written by Pamela J. Cox, Dana Keener, Tifanee L. Woodard, \& Abraham H. Wandersman for the Centers for Disease Control and Prevention (CDC) outlines a seven step process for hiring an evaluator to implement an empowerment evaluation. The process begins with preparing for the hiring and concludes with an assessment of an evaluation to ensure its sustainability. Excerpt "...concerns and experiences with independent evaluation led to the development of participatory evaluation approaches as a way to promote an organization’s use of evaluation for the improvement of its strategies. Although there are many participatory evaluation approaches, empowerment evaluation places an explicit emphasis on building the evaluation capacity of individuals and organizations so that evaluation is integrated into the organization’s day-to-day management processes. Through empowerment evaluation, both individual and organizational evaluation capacity are increased through a “learn-by-doing” process, whereby organizations and their staff evaluate their own strategies. Specifically, organizations hire an evaluator to work with them in conducting an evaluation of their strategies. Rather than evaluating an organization’s strategies and presenting an evaluation “report card,” empowerment evaluators coach individuals and organizations through an evaluation of their own strategy(ies) by providing them with the knowledge, skills, and resources they need to conduct just such an evaluation." Contents Empowerment Evaluation: An Overview 11 Principles of Empowerment Evaluation 11 Step 1: Preparing for the Hiring Process 23 Step 2: Writing a Job Announcement 31 Step 3: Finding Potential Empowerment Evaluators 39 Step 4: Assessing the Candidates 45 Step 5: Writing An Evaluation Contract 55 Step 6: Building an Effective Relationship With Your Evaluator 61 Step 7: Assessing and Sustaining the Evaluation 65 Appendix A: Resources for General Evaluation and Empowerment Evaluation 73 Appendix B: Worksheets for Hiring an Empowerment Evaluator 75 Appendix C: Sample Hiring Committee Confidentiality Statement 89 Appendix D: Sample Job 90 Appendix E: Sample Request For Proposals 91 Appendix F: Sample Interview Questions 93 Appendix G: Sample Budget and Narrative for an Evaluation Team 95}, urldate = {2018-10-18}, author = {Cox, PJ and Keener, D and Woodward, T and Wandersman, A}, year = {2009}, } @techreport{segone_evaluation_2011, address = {New York}, title = {Evaluation for equitable development results}, url = {http://www.clear-la.cide.edu/sites/default/files/Evaluation_for_equitable%20results_web.pdf}, abstract = {This document is made up of a range of Evaluation Working Papers (EWP) focused on evaluation for equitable development. Put together by evaluation specialists they present strategic evaluation findings, lessons learned and innovative approaches and methodologies. Part 1:Evaluation and equity Evaluation to accelerate progress towards equity, social justice and human rights 2 Human rights and gender equality in evaluation 13 When human rights is the starting point for evaluation 25 Strengthening Equity- focused evaluations through insights from feminist theory and approaches 39 Decolonizing evaluation in a developing world. Implications and cautions for Equity-focused evaluations 59 Part 2: Methodological implications for Equity-focused evaluations Methodological issues to design and implement equity-focused evaluations 86 Developmental evaluation for Equity-focused evaluations 102 Systems thinking and Equity-focused evaluations 115 Methodological challenges in using programme theory to evaluate pro-poor and equity-focused programmes by Patricia Rogers, Royal Melbourne Institute of Technology University and Richard Hummelbrunner, Independent consultant 142 Case Study and equity in Evaluationby Saville Kushner, University of the West of Englan 172 Values-Engaged Evaluationsby Jennifer Greene, University of Illinois at Urbana-Champaign 192 Part 3: Examples of Equity-focused evaluations Evaluating the contribution of UNDP to equity-focused public policies in Brazil and China 210 Using a human rights approach to evaluate ILO’s discrimination strategy 222 CONEVAL experience in evaluating interventions for Indigenous populations in Mexico 244 UNICEF supported evaluations with elements of equity-focused evaluations 258}, urldate = {2018-10-13}, institution = {UNICEF}, editor = {Segone, M}, year = {2011}, pages = {308}, } @book{oecd_evaluation_2001, address = {Paris}, series = {Evaluation and {Aid} {Effectiveness}}, title = {Evaluation {Feedback} for {Effective} {Learning} and {Accountability}}, isbn = {978-92-64-03493-8}, abstract = {Evaluation is a key tool in improving the quality and effectiveness of development co-operation. The Development Assistance Committee (DAC) Working Party in Aid Evaluation is the only international forum where bilateral and multilateral evaluation experts meet regularly. Its Members meet to improve evaluation practice and to learn lessons from development co-operation activities and experiences. A series "Evaluation and Aid Effectiveness" was launched to share selected pieces of work with a broader public. This publication is composed of two parts: The Workshop Report, based on the fore-mentioned meeting, highlights the various issues raised, topics of discussion and different feedback systems, and outlines the areas identified by participants as most relevant for improving evaluation feedback. The Background Synthesis Report, intended as a starting point for discussion at the workshop, outlines the main concerns and challenges facing evaluation feedback and the means to address these. The report is based on an analysis of questionnaire results, and a review of previous initiatives in this area. The print version of the above report is available free of charge from the Development Co-operation Directorate; please send an email to dac.contact@oecd.org to get a copy.}, language = {en}, number = {5}, publisher = {OECD}, author = {OECD}, month = dec, year = {2001}, note = {Google-Books-ID: kA39FghYYUgC}, } @techreport{mckegg_evaluation_2018, address = {Auckland}, title = {Evaluation {Building} {Blocks}: {A} {Guide}}, url = {https://www.kinnect.co.nz/site_files/32691/upload_files/blog/evaluationbuildingblocks_a-guide_final_v1.pdf?dl=1}, abstract = {This guide presents the Kinnect Group’s approach to evaluation. Developed through ten years of collaborative work, it has been well tested. While there are many other guides to evaluation and different ways to do it, our approach emphasises the place of evaluative reasoning in evaluation. The guide draws on the work of many evaluation theorists, as well as our practice-based body of knowledge. We hope that using the building blocks as explained in the guide will help you in your endeavour to do credible and useful evaluation. We find this approach works for us. Our clients tell us it gives them meaningful and insightful findings that they can use to take action. Our view to intellectual property is simple. What you read is yours to use. We just ask that you cite the guide when you draw from it. For those of you who engage with this guide and use it in your practice, we look forward to hearing from you. We are particularly interested in feedback where you find aspects of the guide work well for you. In that way we can all continue to build and evolve our practice.}, urldate = {2023-09-29}, institution = {Kinnect Group}, author = {McKegg, K. and Oakden, J. and Wehipeihana, N. and King, Julian}, year = {2018}, } @techreport{idrc_evaluation_2017, address = {Ottawa}, title = {Evaluation at {IDRC}}, url = {https://www.idrc.ca/sites/default/files/sp/Documents%20EN/evaluation-at-idrc.pdf}, urldate = {2019-02-15}, institution = {IDRC}, author = {IDRC}, month = jan, year = {2017}, } @article{xiao_evaluation_2018, title = {Evaluation and learning in complex, rapidly changing health systems: {China}’s management of health sector reform}, volume = {14}, issn = {1744-8603}, shorttitle = {Evaluation and learning in complex, rapidly changing health systems}, url = {https://doi.org/10.1186/s12992-018-0429-7}, doi = {10.1186/s12992-018-0429-7}, abstract = {Healthcare systems are increasingly recognised as complex, in which a range of non-linear and emergent behaviours occur. China’s healthcare system is no exception. The hugeness of China, and the variation in conditions in different jurisdictions present very substantial challenges to reformers, and militate against adopting one-size-fits-all policy solutions. As a consequence, approaches to change management in China have frequently emphasised the importance of sub-national experimentation, innovation, and learning. Multiple mechanisms exist within the government structure to allow and encourage flexible implementation of policies, and tailoring of reforms to context. These limit the risk of large-scale policy failures and play a role in exploring new reform directions and potentially systemically-useful practices. They have helped in managing the huge transition that China has undergone from the 1970s onwards. China has historically made use of a number of mechanisms to encourage learning from innovative and emergent policy practices. Policy evaluation is increasingly becoming a tool used to probe emergent practices and inform iterative policy making/refining. This paper examines the case of a central policy research institute whose mandate includes evaluating reforms and providing feedback to the health ministry. Evaluation approaches being used are evolving as Chinese research agencies become increasingly professionalised, and in response to the increasing complexity of reforms. The paper argues that learning from widespread innovation and experimentation is challenging, but necessary for stewardship of large, and rapidly-changing systems.}, number = {1}, urldate = {2019-03-15}, journal = {Globalization and Health}, author = {Xiao, Yue and Husain, Lewis and Bloom, Gerald}, month = nov, year = {2018}, pages = {112}, } @misc{gram_evaluating_2011, title = {Evaluating with the {Success} {Case} {Method}}, url = {https://performancexdesign.wordpress.com/2011/02/24/evaluating-with-the-success-case-method/}, abstract = {The method was developed by Robert Brinkerhoff as an alternative (or supplement) to the Kirkpatrick approach and its derivatives. It is very simple and fast (which is part of it’s appeal) and goes something like this: Step 1. Identify targeted business goals and impact expectations Step 2. Survey a large representative sample of all participants in a program to identify high impact and low impact cases Step 3. Analyze the survey data to identify: a small group of successful participants a small group unsuccessful participants Step 4. Conduct in-depth interviews with the two selected groups to: document the nature and business value of their application of learning identify the performance factors that supported learning application and obstacles that prevented it. Step 5. Document and disseminate the story report impact applaud successes use data to educate managers and organization The process produces two key outputs In-depth stories of documented business effect that can be disseminated to a variety of audiences Knowledge of factors that enhance or impede the effect of training on business results. Factors that are associated with successful application of new skills are compared and contrasted with those that impede training. It answers practical and common questions we have about training and other initiatives: What is really happening? Who’s using what, and how well? Who’s not using things as planned? What’s getting used, and what isn’t? Which people and how many are having success? Which people and how many are not? What results are being achieved? What value, if any, is being realized? What goals are being met? What goals are not? Is the intervention delivering the promised and hoped for results? What unintended results are happening? What is the value of the results? What sort of dollar or other value can be placed on the results? Does the program appear to be worthwhile? Is it producing results worth more than its costs? What is its return on investment? How much more value could it produce if it were working better? How can it be improved? What’s helping? What’s getting in the way? What could be done to get more people to use it? How can everyone be more like those few who are most successful?}, urldate = {2018-10-22}, journal = {Performance X Design}, author = {Gram, Tom}, month = feb, year = {2011}, } @article{gasper_evaluating_2000, title = {Evaluating the ‘logical framework approach’ towards learning-oriented development evaluation}, volume = {20}, issn = {1099-162X}, url = {http://onlinelibrary.wiley.com/doi/abs/10.1002/1099-162X%28200002%2920%3A1%3C17%3A%3AAID-PAD89%3E3.0.CO%3B2-5}, doi = {10.1002/1099-162X(200002)20:1<17::AID-PAD89>3.0.CO;2-5}, abstract = {The logical framework approach has spread enormously, including increasingly to stages of review and evaluation. Yet it has had little systematic evaluation itself. Survey of available materials indicates several recurrent failings, some less easily countered than others. In particular: focus on achievement of intended effects by intended routes makes logframes a very limiting tool in evaluation; an assumption of consensual project objectives often becomes problematic in public and inter-organizational projects; and automatic choice of an audit form of accountability as the priority in evaluations can be at the expense of evaluation as learning.}, language = {en}, number = {1}, urldate = {2022-12-05}, journal = {Public Administration and Development}, author = {Gasper, Des}, year = {2000}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1002/1099-162X\%28200002\%2920\%3A1\%3C17\%3A\%3AAID-PAD89\%3E3.0.CO\%3B2-5}, pages = {17--28}, } @techreport{davies_evaluating_2016, title = {Evaluating the impact of flexible development interventions using a ‘loose’ theory of change: {Reflections} on the {Australia}-{Mekong} {NGO} {Engagement} {Platform}}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/10361.pdf}, abstract = {• For some interventions, tight and testable theories of change are not appropriate – for example, in fast moving humanitarian emergencies or participatory development programmes, a more flexible approach is needed. • However, it is still possible to have a flexible project design and to draw conclusions about causal attribution. This middle path involves ‘loose’ theories of change, where activities and outcomes may be known, but the likely causal links between them are not yet clear. • In this approach, data is collected ‘after the event’ and analysed across and within cases, developing testable models for ‘what works’. More data will likely be needed than for projects with a ‘tight’ theory of change, as there is a wider range of relationships between interventions and outcomes to analyse. The theory of change plays an important role in guiding the selection of data types. • While loose theories of change are useful to identify long term impacts, this approach can also support short cycle learning about the effectiveness of specific activities being implemented within a project’s lifespan.}, urldate = {2018-11-10}, institution = {Methods Lab}, author = {Davies, Rick}, month = mar, year = {2016}, } @article{olmedo_evaluating_2018, title = {Evaluating the {Design} of {Behavior} {Change} {Interventions}: {A} {Case} {Study} of {Rhino} {Horn} in {Vietnam}}, volume = {11}, copyright = {Copyright and Photocopying: © 2017 The Authors. Conservation Letters published by Wiley Periodicals, Inc.}, issn = {1755-263X}, shorttitle = {Evaluating the {Design} of {Behavior} {Change} {Interventions}}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/conl.12365}, doi = {10.1111/conl.12365}, abstract = {Behavioral change interventions are increasingly widely used in conservation. Several projects addressing rhino horn consumption were recently launched in Vietnam. We used key informant interviews, document analysis, and marketing theory to explore their strategies for intervention design, implementation, monitoring, and evaluation. We developed a framework to evaluate whether they followed best practice and identify implementation challenges. Interventions could make greater use of key project design steps, including basing interventions on robust research to understand the behavior in question, identifying the target audience whose behavior interventions aim to change, and developing measures that can provide reliable evidence of success or not. Challenges include the need for law enforcement to complement campaigns; improving cooperation between NGOs; and clearly defining aims of demand-reduction initiatives. Using best practice from other fields and considering demand reduction within the wider context of wildlife, trade policy will help address these challenges.}, language = {en}, number = {1}, urldate = {2019-05-16}, journal = {Conservation Letters}, author = {Olmedo, Alegría and Sharif, Vian and Milner‐Gulland, E. J.}, year = {2018}, keywords = {Awareness, Ilegal wildlife trade, Project design, demand reduction, social marketing}, pages = {e12365}, } @techreport{cabaj_evaluating_2018, title = {Evaluating {Systems} {Change} {Results}: an inquiry framework}, url = {https://www.tamarackcommunity.ca/evaluating-impact-evaluating-systems-change}, language = {en}, institution = {Tamarack Institute}, author = {Cabaj, Mark}, year = {2018}, pages = {22}, } @article{apgar_evaluating_2023, title = {Evaluating {Research} for {Development}: {Innovation} to {Navigate} {Complexity}}, volume = {35}, issn = {1743-9728}, shorttitle = {Evaluating {Research} for {Development}}, url = {https://doi.org/10.1057/s41287-023-00577-x}, doi = {10.1057/s41287-023-00577-x}, abstract = {Large publicly funded programmes of research continue to receive increased investment as interventions aiming to produce impact for the world’s poorest and most marginalized populations. At this intersection of research and development, research is expected to contribute to complex processes of societal change. Embracing a co-produced view of impact as emerging along uncertain causal pathways often without predefined outcomes calls for innovation in the use of complexity-aware approaches to evaluation. The papers in this special issue present rich experiences of authors working across sectors and geographies, employing methodological innovation and navigating power as they reconcile tensions. They illustrate the challenges with (i) evaluating performance to meet accountability demands while fostering learning for adaptation; (ii) evaluating prospective theories of change while capturing emergent change; (iii) evaluating internal relational dimensions while measuring external development outcomes; (iv) evaluating across scales: from measuring local level end impact to understanding contributions to systems level change. Taken as a whole, the issue illustrates how the research for development evaluation field is maturing through the experiences of a growing and diverse group of researchers and evaluators as they shift from using narrow accountability instruments to appreciating emergent causal pathways within research for development.}, language = {en}, number = {2}, urldate = {2023-04-13}, journal = {The European Journal of Development Research}, author = {Apgar, Marina and Snijder, Mieke and Higdon, Grace Lyn and Szabo, Sylvia}, month = apr, year = {2023}, pages = {241--259}, } @article{jacobstein_evaluating_2022, title = {Evaluating programming that thinks and works politically: {Challenges} and emerging practice}, volume = {2022}, issn = {1534-875X}, shorttitle = {Evaluating programming that thinks and works politically}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/ev.20527}, doi = {10.1002/ev.20527}, abstract = {Issues of power are not new to program evaluation. What is new is a consideration of how programming uses insights into incentives that shape and adapt implementation. How should one evaluate in a way that explicitly assesses the ways in which a program considers power? One of the innovative topics deriving from the democracy and governance space is the approach of thinking and working politically (TWP) which is seeing increased use in development programming. TWP suggests different mental models and practical approaches to achieving development objectives in ways that are more contextually grounded and informed by power dynamics. This article describes several of the core challenges to evaluation of TWP and also a rubric of considerations for more effective evaluation practices in this emerging field.}, language = {en}, number = {176}, urldate = {2023-04-13}, journal = {New Directions for Evaluation}, author = {Jacobstein, David and Swift, Sarah}, year = {2022}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1002/ev.20527}, pages = {69--78}, } @article{lehtonen_evaluating_2014, title = {Evaluating megaprojects: {From} the ‘iron triangle’ to network mapping}, volume = {20}, issn = {1356-3890}, shorttitle = {Evaluating megaprojects}, url = {http://journals.sagepub.com/doi/abs/10.1177/1356389014539868}, doi = {10.1177/1356389014539868}, abstract = {Evaluation literature has paid relatively little attention to the specific needs of evaluating large, complex industrial and infrastructure projects, often called ‘megaprojects’. The abundant megaproject governance literature, in turn, has largely focused on the so-called ‘megaproject pathologies’, i.e. the chronic budget overruns, and failure of such projects to keep to timetables and deliver the expected social and economic benefits. This article draws on these two strands of literature, identifies shortcomings, and suggests potential pathways towards an improved evaluation of megaprojects. To counterbalance the current overemphasis on relatively narrowly defined accountability as the main function of megaproject evaluation, and the narrow definition of project success in megaproject evaluation, the article argues that conceptualizing megaprojects as dynamic and evolving networks would provide a useful basis for the design of an evaluation approach better able to promote learning and to address the socio-economic aspects of megaprojects. A modified version of ‘network mapping’ is suggested as a possible framework for megaproject evaluation, with the exploration of the multiple accountability relationships as a central evaluation task, designed to reconcile learning and accountability as the central evaluation functions. The article highlights the role of evaluation as an ‘emergent’ property of spontaneous megaproject ‘governing’, and explores the challenges that this poses to the role of the evaluator.}, language = {en}, number = {3}, journal = {Evaluation}, author = {Lehtonen, Markku}, month = jul, year = {2014}, pages = {278--295}, } @book{hofman_evaluating_2018, title = {Evaluating interventions that prevent or counter violent extremism: {A} practical guide}, shorttitle = {Evaluating interventions that prevent or counter violent extremism}, url = {https://www.rand.org/pubs/research_reports/RR2094.html}, language = {en}, urldate = {2019-09-17}, publisher = {RAND Corporation}, editor = {Hofman, Joanna and Sutherland, Alex}, collaborator = {Bellasio, Jacopo and Sim, Megan and Van Gorp, Anke and Cox, Kate and Ito, Kei and Baruch, Ben and Guerin, Benoit and Martin, Adam and Grand-Clement, Sarah and Janta, Barbara and Saunders, Catherine and Smith, Elta and Cochrane, Gavin and Henham, Marie-Louise}, year = {2018}, doi = {10.7249/RR2094}, } @techreport{obrecht_evaluating_2017, address = {London}, title = {Evaluating {Humanitarian} {Innovation}}, language = {en}, institution = {ALNAP}, author = {Obrecht, Alice and Warner, Alexandra and Dillon, Neil}, year = {2017}, pages = {48}, } @phdthesis{yang_evaluating_2018, title = {Evaluating development projects: exploring a synthesis model of the logical framework approach and outcome mapping}, shorttitle = {Evaluating development projects}, url = {http://sro.sussex.ac.uk/id/eprint/79800/1/Yang%2C%20Ting.pdf}, abstract = {Under the current results-driven development agenda, sound evaluation, and a corresponding evaluation toolkit, need to be in place to examine whether and to what extent development interventions have achieved their targeted objectives and results, and to generate lessons for further development learning and improvement. My review of the literature shows that innovative and appropriate evaluation approaches are needed to address key challenges in evaluation such as the tension between learning and accountability objectives, the need to unpack the mechanisms linking outputs and outcomes or goal, and to add an actor perspective. Irrespective of project type, the Logical Framework Approach (LFA) is often a standard requirement of major official donor agencies on projects they fund, so as to fulfil bureaucratic imperatives. However, it is often considered inadequate in addressing key challenges in development evaluation. Given the dominant status of the LFA with such strong support from donors, it is helpful to seek a ‘middle way’: a combination of the LFA with other approaches in order to address some of its inadequacies, while satisfying donor agencies’ requirements. A synthesis of the LFA and Outcome Mapping (OM) is one such option. This thesis explores the practical value and usefulness of a synthesis model empirically. Applying the model in two case study aid projects, I found that it serves well as a theory-based evaluation tool with a double-stranded (actor strand and results chain) theory of change. The model helps reconcile learning and accountability and add explanatory power and an explicit actor perspective. It also helps establish causation and enable attribution claims at various results levels with its different elements. The model has some limitations but my results suggest it can be usefully adopted. The choice of its application depends on project evaluation context and purpose in specific cases.}, language = {eng}, urldate = {2022-12-05}, author = {Yang, Ting}, year = {2018}, note = {Book Title: Evaluating development projects: exploring a synthesis model of the logical framework approach and outcome mapping}, } @techreport{fink_evaluating_2013, title = {Evaluating {Countering} {Violent} {Extremism}: {Practice} and {Progress}}, url = {https://www.globalcenter.org/wp-content/uploads/2013/07/Fink_Romaniuk_Barakat_EVALUATING-CVE-PROGRAMMING_20132.pdf}, language = {en}, urldate = {2019-09-17}, institution = {Center on Global Counterterrorism Cooperation}, author = {Fink, Naureen Chowdhury and Romaniuk, Peter and Barakat, Rafia}, year = {2013}, pages = {24}, } @misc{aston_evaluating_2022, title = {Evaluating complexity, simplistically}, url = {https://thomasmtaston.medium.com/evaluating-complexity-simplistically-f587778a1b32}, abstract = {A critical appraisal's of CEDIL papers on Evaluating Complex Interventions... A study was recently published by the Centre of Excellence for Development Impact and Learning (CEDIL) entitled Evaluating complex interventions in international development. This is the sort of title that raises great expectations. Complexity is a hugely popular theme and many of us are keen to know more about how to evaluate efforts that seek to achieve results amid complexity. In April 2021, CEDIL conducted a webinar on the paper, and in July 2021 CEDIL published a blog. In September 2021, I wrote a blog expressing some reservations regarding the focus of the study; its apparent over-emphasis on interventions, under-emphasis on context, as well as its choice of some supposedly under-used methods. These methods were: (1) factorial designs; (2) adaptive trials; (3) Qualitative Comparative Analysis (QCA); (4) synthetic control; (5) agent-based modelling, and system dynamics.}, language = {en}, urldate = {2022-06-17}, journal = {Medium}, author = {Aston, Thomas}, month = feb, year = {2022}, } @techreport{preskill_evaluating_2014, address = {Boston}, title = {Evaluating {Complexity}. {Propositions} for improving practice}, url = {http://www.fsg.org/publications/evaluating-complexity}, abstract = {9 propositions can help evaluators measure progress on complex social problems.}, institution = {FSG}, author = {Preskill, Hallie and Gopal, Srik}, month = nov, year = {2014}, keywords = {IMPORTANT}, } @techreport{masset_evaluating_2022, address = {London and Oxford}, type = {{CEDIL} {Methods} {Brief} 7}, title = {Evaluating complex interventions: {What} are appropriate methods?}, url = {https://cedilprogramme.org/publications/cedil-methods-brief/cedil-methods-brief-7/}, abstract = {In the CEDIL Methods brief, ‘Evaluating complex interventions: What are appropriate methods?’ we identify four types of complex development interventions: long causal chain interventions, multicomponent interventions, portfolio interventions, and system-level interventions. These interventions are characterised by multiple activities, multiple outcomes, multiple components, a high level of interconnectedness, and non-linear outcomes.}, language = {en-GB}, urldate = {2022-06-17}, institution = {CEDIL}, author = {Masset, Eduardo}, month = may, year = {2022}, note = {Section: Publications}, } @techreport{masset_evaluating_2021, address = {London and Oxford}, title = {Evaluating complex interventions in international development}, url = {https://cedilprogramme.org/publications/cedil-methods-working-paper-6/}, abstract = {This paper reviews promising methods for the evaluation of complex interventions that are new or have been used in a limited way. It offers a taxonomy of complex interventions in international development and draws on literature to discuss several methods that can be used to evaluate these interventions. Complex interventions are those that are characterised by multiple components, multiple stakeholders, or multiple target populations. They may also be interventions that incorporate multiple processes of behavioural change. While such interventions are very common and receive a large proportion of development aid budgets, they are rarely subject to rigorous evaluations. The CEDIL Methods Working Paper, ‘Evaluating Complex Interventions in International Development’, reviews promising methods for the evaluation of complex interventions that are new or have been used in a limited way. It offers a taxonomy of complex interventions in international development and draws on literature to discuss several methods that can be used to evaluate these interventions. The paper focuses its attention on methods that address causality and allow us to state conclusively whether an intervention works or not. It shows that several rigorous methods developed in different disciplines can be adapted and used to evaluate complex interventions in international development.}, language = {en-GB}, urldate = {2022-06-17}, institution = {CEDIL}, author = {Masset, Edoardo and Shrestha, S. and Juden, M.}, month = dec, year = {2021}, note = {Section: Publications}, } @article{douthwaite_evaluating_2017, title = {Evaluating complex interventions: {A} theory-driven realist-informed approach}, volume = {23}, issn = {1356-3890}, shorttitle = {Evaluating complex interventions}, url = {https://doi.org/10.1177/1356389017714382}, doi = {10.1177/1356389017714382}, abstract = {There is a growing recognition that programs that seek to change people’s lives are intervening in complex systems, which puts a particular set of requirements on program monitoring and evaluation. Developing complexity-aware program monitoring and evaluation systems within existing organizations is difficult because they challenge traditional orthodoxy. Little has been written about the practical experience of doing so. This article describes the development of a complexity-aware evaluation approach in the CGIAR Research Program on Aquatic Agricultural Systems. We outline the design and methods used including trend lines, panel data, after action reviews, building and testing theories of change, outcome evidencing and realist synthesis. We identify and describe a set of design principles for developing complexity-aware program monitoring and evaluation. Finally, we discuss important lessons and recommendations for other programs facing similar challenges. These include developing evaluation designs that meet both learning and accountability requirements; making evaluation a part of a program’s overall approach to achieving impact; and, ensuring evaluation cumulatively builds useful theory as to how different types of program trigger change in different contexts.}, language = {en}, number = {3}, urldate = {2020-10-15}, journal = {Evaluation}, author = {Douthwaite, Boru and Mayne, John and McDougall, Cynthia and Paz-Ybarnegaray, Rodrigo}, month = jul, year = {2017}, pages = {294--311}, } @misc{tamarack_institute_evaluating_2017, title = {Evaluating {Community} {Impact}: {Capturing} and {Making} {Sense} of {Community} {Outcomes}}, url = {https://slideplayer.com/slide/13854314/}, urldate = {2019-06-04}, author = {{Tamarack Institute}}, year = {2017}, } @techreport{apgar_evaluating_2020, address = {Brighton}, title = {Evaluating {CLARISSA}: {Innovation} {Driven} by a {Participatory} {Learning} {Agenda}}, copyright = {This is an Open Access paper distributed under the terms of the Creative Commons Attribution 4.0 International licence (CC BY), which permits unrestricted use, distribution, and reproduction in any medium, provided the original authors and source are credited and any modifications or adaptations are indicated.}, shorttitle = {Evaluating {CLARISSA}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/15456}, abstract = {Children end up in child labour as a result of many, often unknown or hidden, interactions between multiple actors and multiple factors within households, communities, and labour systems, leading to unpredictable outcomes for children and other sector stakeholders and sometimes resulting in the worst forms of child labour (WFCL). It is a complex problem, and interventions aimed at tackling it are also, inevitably, complex and challenging. The way they influence change is non-linear, causality is uncertain, and unintended consequences may result. Programmes such as the Child Labour: Action-Research-Innovation in South and South-Eastern Asia (CLARISSA) that are engaging with such intractable challenges and aim to reach the most left behind (children in WFCL) are operating in conditions of complexity. This complexity poses significant challenges to the way programmes are designed, planned, implemented, and evaluated, and requires a move away from linear and predetermined models. In this Working Paper, we share our experience and early learning about how to design and implement monitoring, evaluation and learning that intentionally embraces the challenge of complexity.}, language = {en}, number = {2}, urldate = {2023-01-10}, institution = {Institute of Development Studies}, author = {Apgar, Marina and Snijder, Mieke and Kakri, Shanta and Macleod, Shona and Paul, Sukanta and Sambo, Anna and Ton, Giel}, month = jun, year = {2020}, note = {Accepted: 2020-06-25T14:55:41Z}, } @techreport{zivetz_evaluability_2020, title = {Evaluability {Checklist} for {Post} {Project} {Evaluation}}, url = {https://valuingvoices.com/wp-content/uploads/2017/08/Valuing-Voices-Checklists.pdf}, abstract = {Considerations for planning a post project evaluation during the project, at the end, or after it has closed.}, urldate = {2021-02-18}, institution = {Valuing Voices}, author = {Zivetz, Laurie and Cekan, Jindra}, year = {2020}, } @techreport{peersman_evaluability_2015, title = {Evaluability assessment for {Impact} {Evaluation}: {Guidance}, checklists and decision support}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/9802.pdf}, abstract = {This guidance note focuses on the utility of, and guidance for, evaluability assessment before undertaking an impact evaluation. The primary audience for this guidance note is evaluators conducting an evaluability assessment for impact evaluation. The secondary audience is people commissioning or managing an evaluability assessment for impact evaluation, as well as funders of an impact evaluation. Sections one and two provide an overview of evaluability assessment and how it can be used for impact evaluation. Section three provides guidance for planning to undertake an evaluability assessment for impact evaluation. This is informative for all intended users of the guidance note. Section four includes checklists and decision support for evaluability assessments. The checklist is geared to those conducting the evaluability assessment and can be adapted to suit a particular context or purpose. The decision support provides those conducting an evaluability assessment with evidence-based recommendations for impact evaluation funders and commissioners, about whether, when and how to proceed with the evaluation. Sections five and six provide guidance on what to do after the assessment is concluded, and offer lessons learned from evaluability assessments in practice.}, urldate = {2018-11-10}, institution = {ODI}, author = {Peersman, Greet and Guijt, Irene and Pasanen, Tiina}, month = aug, year = {2015}, } @misc{davies_evalc3_2019, title = {{EvalC3}}, url = {https://evalc3.net/}, abstract = {Tools for developing, exploring and evaluating predictive models of expected outcomes}, urldate = {2017-05-25}, author = {Davies, Rick}, year = {2019}, } @book{patton_essentials_2011, title = {Essentials of {Utilization}-{Focused} {Evaluation}}, isbn = {978-1-4833-0697-1}, abstract = {Based on Michael Quinn Patton's best-selling Utilization-Focused Evaluation, this briefer book provides an overall framework and essential checklist steps for designing and conducting evaluations that actually get used. The new material and innovative graphics present the utilization-focused evaluation process as a complex adaptive system, incorporating current understandings about systems thinking and complexity concepts. The book integrates theory and practice, is based on both research and professional experience, and offers new case examples and cartoons with Patton's signature humor.}, language = {en}, publisher = {SAGE Publications}, author = {Patton, Michael Quinn}, month = aug, year = {2011}, note = {Google-Books-ID: BaMgAQAAQBAJ}, keywords = {Reference / Research, Research}, } @techreport{andrews_escaping_2012, title = {Escaping {Capability} {Traps} through {Problem}-{Driven} {Iterative} {Adaptation} ({PDIA})}, url = {http://ssrn.com/abstract=2700308}, number = {RWP12-036}, urldate = {2017-04-18}, institution = {Harvard University}, author = {Andrews, Matt and Pritchett, Lant and Woolcock, Michael}, month = aug, year = {2012}, keywords = {IMPORTANT}, } @misc{molony_epe_2013, title = {{EPE} {Week}: {Lee}-{Anne} {Molony} on {Collaborative} {Outcomes} {Reporting}}, url = {https://aea365.org/blog/epe-week-lee-anne-molony-on-collaborative-outcomes-reporting/}, abstract = {This AEA365 blog, written by Lee-Anne Molony a Principal Consultant at Clear Horizon, provides a brief overview on Collaborative Outcomes Reporting (COR).}, urldate = {2018-10-13}, journal = {AEA365 a Tip-a-day by and for Evaluators}, author = {Molony, L A}, month = apr, year = {2013}, } @techreport{gover_enhancing_2023, title = {Enhancing partner and system-level learning: 8 {Tips} from {MEL} {Managers}}, url = {https://agrilinks.org/sites/default/files/media/file/MSD%20in%20MEL%20Brief%203_PS%20Learning_508.pdf}, abstract = {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 across 11 countries. To deepen insights on what MSD Monitoring, Evaluation and Learning (MEL) Managers have experienced in putting several of those strategies into practice, the Feed the Future Market Systems and Partnerships (MSP) Activity convened a series of peer discussions as part of a larger initiative (see Figure 1). This brief shares the collective learning and experience on this topic of three senior MEL Managers who were interested in and had experience with this topic. The group represented full-time, program-based MEL Leads working on MSD programs funded by USAID and DFAT, based in Fiji, Albania, and Kosovo working for Adam Smith International, SwissContact, and DT Global, respectively. From those discussions, this paper synthesizes eight tips from MEL Managers for practically enhancing partner and system-level learning: 1. Identify the right decision-maker(s) at potential partners. 2. Use a co-creation process to identify learning opportunities. 3. Use diagnostics and assessments to strengthen partner and system capacity for actionable learning. 4. Use a phased capacity strengthening process tied to behavior change. 5. Measure partners’ continued investment in and use of learning—not the continuation of specific learning activities. 6. Work with sector-level institutions for scale but be aware of risks. 7. Leverage informal communities of practice to share learning. 8. Use the right terminology to talk about partner and system-focused learning.}, language = {en}, number = {3}, urldate = {2023-10-02}, institution = {USAID}, author = {Gover, Dun and Nasution, Zulka and Okutu, David and Bolder, Meghan and Henao, Lina}, year = {2023}, } @techreport{purpose_engines_2016, title = {Engines of {Change}: {What} {Civic} {Tech} can learn from {Social} {Movements}}, url = {http://enginesofchange.omidyar.com/docs/OmidyarEnginesOfChange.pdf}, urldate = {2016-07-11}, institution = {Omidyar Network and Purpose}, author = {Purpose and Omidyar Network}, year = {2016}, } @techreport{mcclure_engineering_2015, title = {Engineering {Complex} {Scaled} {Up} {Innovations} in the {Humanitarian} and {Development} {Sector}}, url = {https://www.thoughtworks.com/insights/blog/engineering-complex-scaled-innovations}, urldate = {2016-09-08}, institution = {ThoughtWorks}, author = {McClure, Dan and Gray, Ian}, month = aug, year = {2015}, } @article{yusuf_engaging_2018, title = {Engaging {Stakeholders} in {Planning} for {Sea} {Level} {Rise} and {Resilience}}, volume = {164}, issn = {1936-704X}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1936-704X.2018.03287.x}, doi = {10.1111/j.1936-704X.2018.03287.x}, abstract = {This case study describes a region-wide, multi-sectoral, and whole-of-community stakeholder engagement approach for addressing sea level rise (SLR) and flooding. This approach was implemented through a university-led community engagement event, the Hampton Roads Resilient Region Reality Check (H4RC), which allowed an examination of its effectiveness as a mechanism for capturing community-wide perceptions regarding SLR, flooding, and associated risks; engaging stakeholders in discussion within and across different groups; and assessing community willingness to address flooding and SLR. The results show that the event helped participants broaden their perspectives and understanding of flooding and SLR. In an approach that called for participants to engage in social learning across social networks, the event had some effect on individual efficacy. However, there was little impact on participants' already-established perception that the region does not possess significant willingness to take action.}, language = {en}, number = {1}, urldate = {2019-05-02}, journal = {Journal of Contemporary Water Research \& Education}, author = {Yusuf, Juita-Elena (Wie) and John, Burton St and Covi, Michelle and Nicula, J. Gail}, year = {2018}, keywords = {Social learning, flooding, resilience, social capital, stakeholder engagement}, pages = {112--123}, } @techreport{prasad_engaging_2006, title = {Engaging scientists through institutional histories}, url = {https://www.betterevaluation.org/sites/default/files/ILAC_Brief14_institutional.pdf}, abstract = {An institutional history is a narrative that records key points about how institutional arrangements – new ways of working – evolve over time creating more effective ways to achieve goals. It can be used to document institutional innovations in projects and to highlight barriers to change. An institutional history draws out and synthesizes lessons for research organizations and partners as well as for others in similar circumstances.}, number = {14}, urldate = {2018-10-18}, institution = {CGIAR}, author = {Prasad, Shambu and Hall, Andrew and Thummuru, Laxmi}, month = nov, year = {2006}, pages = {2}, } @article{himanen_engaging_2016, title = {Engaging {Farmers} in {Climate} {Change} {Adaptation} {Planning}: {Assessing} {Intercropping} as a {Means} to {Support} {Farm} {Adaptive} {Capacity}}, volume = {6}, copyright = {http://creativecommons.org/licenses/by/3.0/}, shorttitle = {Engaging {Farmers} in {Climate} {Change} {Adaptation} {Planning}}, url = {https://www.mdpi.com/2077-0472/6/3/34}, doi = {10.3390/agriculture6030034}, abstract = {Agriculture is one of the most vulnerable and adaptation-prone sources of livelihood facing climate change. Joint adaptation planning by farmers and researchers can help develop practically feasible and environmentally and economically sound adaptation actions as well as encourage the proactive building of farm adaptive capacity. Here, the perceptions of Finnish farmers and rural stakeholders regarding intercropping, the cultivation of two or more crop genotypes together in time and space, as a means to prepare for climate change, were collected in an open workshop. Our aim was to identify the potentials and challenges associated with intercropping, its role as an adaptation strategy, and in farm adaptive capacity. Qualitative analysis revealed better yield security, increased nutrient and protein self-sufficiency, soil conservation and maintenance, reduced pathogen pressure and regulation of water dynamics as the main perceived potentials of intercropping. Potentials relating to the farm economy and environment were also recognized. The main challenges associated with intercropping were related to the lack of information on crop variety performance and optimal yielding in mixtures, industry and policy requirements for seed purity, more complicated crop management and harvesting, and the economic risks associated with experimenting with novel mixtures. Nitrogen-fixing legumes; deep-rooted species, such as lucerne (Medicago sativa L.); special crops, such as herbs in forage mixtures; and autumn-sown winter oilseeds and cereals were highlighted as the most promising intercrops. Because the recognized potentials relate to the safeguarding of field cropping from anticipated climate change and the associated weather variability, we conclude that intercropping can serve as one adaptation strategy to strengthen the adaptive capacity of Finnish farms. However, assuring markets and policies that allow the development of intercropping, performing experiments to assess the benefits and implement options in practice, and providing farmers and farm advisors with more knowledge on the method represent the critical prerequisites for the broader adoption of intercropping.}, language = {en}, number = {3}, urldate = {2019-05-02}, journal = {Agriculture}, author = {Himanen, Sari J. and Mäkinen, Hanna and Rimhanen, Karoliina and Savikko, Riitta}, month = sep, year = {2016}, keywords = {Adaptation planning, Adaptive capacity, Climate change, ecological intensification, intercropping, yield security}, pages = {34}, } @techreport{doyle_engage_2021, address = {Conwy}, title = {Engage. {Empower}. {Enact}. - {Citizen} {Engagement} \& {Democratic} {Innovation} {Programme} {White} {Paper}}, abstract = {The Cynefin Centre’s Citizen Engagement \& Democratic Innovation programme provides tools for collective sense-making in the areas of community development and youth work; civic engagement and democratic innovation; collaborative service/policy design and evaluation; housing/tenant engagement; futures and planning; shared learning and peer to peer knowledge exchange.}, language = {en}, institution = {Cognitive Edge}, author = {Doyle, Linda and Smith, Bethan}, year = {2021}, pages = {26}, } @techreport{mcculloch_energy_2021, address = {London}, type = {Briefing}, title = {Energy {Governance} in {Developing} {Countries} — {A} {New} {Approach}}, abstract = {In 2015, leaders from around the world agreed to 17 Sustainable Development Goals (SDGs) to be achieved by 2030. 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 transition in the energy sector away from the use of fossil fuels. Yet, despite growing investments in clean energy in many developing countries, the transition is happening much more slowly than needed. The central reason for this is poor energy governance. This technical brief shows how poor energy governance damages energy access and efforts to improve the quality and reliability of power. It explains the political reasons why energy governance is so bad in many countries and contrasts this with the current system of procuring technical assistance, which largely ignores the energy governance challenge. It shows that a new approach to tackling energy governance is emerging that is better matched to the nature of the problems faced and provides recommendations on how to implement it.}, language = {en}, institution = {The Policy Practice \& Chemonics}, author = {Mcculloch, Neil}, month = jun, year = {2021}, pages = {9}, } @book{douthwaite_enabling_2002, title = {Enabling {Innovation}: {A} {Practical} {Guide} to {Understanding} and {Fostering} {Technological} {Change}}, isbn = {978-1-85649-972-9}, shorttitle = {Enabling {Innovation}}, abstract = {Enabling Innovation is an engrossing look at some of the disaster—and success—stories surrounding technological development and diffusion in industrialized and developing countries. The book tells the story of widely divergent technologies—agricultural appliances, wind turbines, Green Revolution high yielding seeds, the Linux computer operating system, and Local Economic Trading Systems. Boru Douthwaite has constructed a "how to do it" guide to innovation management that runs counter to so many current "top-down", "big is good", and "private sector is best" assumptions.}, language = {en}, publisher = {Zed Books}, author = {Douthwaite, M. B.}, year = {2002}, note = {Google-Books-ID: QRwvkEwrWwAC}, keywords = {Political science}, } @article{cochrane_enabling_2018, title = {Enabling collaborative synthesis in multi-partner programmes}, volume = {28}, issn = {0961-4524, 1364-9213}, url = {https://www.tandfonline.com/doi/full/10.1080/09614524.2018.1480706}, doi = {10.1080/09614524.2018.1480706}, abstract = {Multi-partner consortia have emerged as an important modality for knowledge generation to address complex sustainability challenges. Establishing effective multi-partner consortia involves significant investment. This article shares lessons from the Collaborative Adaptation Research Initiative in Africa and Asia (CARIAA), which aims to support policy and practice for climate change adaptation through a consortium model. Key lessons include the need to facilitate collaborative spaces to build trust and identify common interests, while accepting that this is not a guarantee of success; the importance of programmatic leadership to achieve synthesis; and the value of strategic planning in supporting motivation and alignment between partners.}, language = {en}, number = {7}, urldate = {2019-05-02}, journal = {Development in Practice}, author = {Cochrane, Logan and Cundill, Georgina}, month = oct, year = {2018}, pages = {922--931}, } @article{cochrane_enabling_2017, title = {Enabling collaboration and synthesis: in brief}, shorttitle = {Enabling collaboration and synthesis}, url = {https://idl-bnc-idrc.dspacedirect.org/handle/10625/56603}, abstract = {Collaborative Adaptation Research Initiative in Africa and Asia (CARIAA) aims to build the resilience of vulnerable populations in climate change hotspots by building new knowledge and capacities to support better informed policy and practice. The program connects more than 450 researchers and practitioners from over 40 organizations. Initially, CARIAA was not directive in terms of the specific topics or forms of synthesis. This approach allowed new ideas to emerge from interactions between members of the network. However, as the brief outlines, lessons learned at mid-term regarding cross- consortia collaboration and synthesis indicate that greater programmatic leadership is required.}, language = {en}, urldate = {2019-05-02}, journal = {INBRIEF}, author = {Cochrane, Logan and Cundill Kemp, Georgina and Landry, Marie-Eve and Lee, Rebecca}, month = sep, year = {2017}, } @techreport{ict4sa_enabling_2015, address = {Washington DC}, title = {Enabling citizen-driven improvement of public services. {Leveraging} {Technology} to {Strengthen} {Accountability} in {Nigerian} {Healthcare}}, url = {https://reboot.org/case-studies/ict-for-accountable-public-service-delivery-nigeria}, abstract = {Effective public service delivery begins with knowing whether the services offered are working as intended. We launched a system to enable citizen input on the delivery of public services.}, urldate = {2017-02-23}, institution = {World Bank and Reboot}, author = {ICT4SA}, year = {2015}, } @misc{fetterman_empowerment_2006, title = {Empowerment {Evaluation} {Blog}}, url = {http://eevaluation.blogspot.com/?view=magazine}, abstract = {This blog, by Dr David Fetterman, provides a range of resources on empowerment evaluation theory and practice. The blog includes links to videos, guides and relevant academic literature that provide a detailed analysis and discussion of using empowerment evaluation.}, urldate = {2023-10-17}, author = {Fetterman, David}, month = may, year = {2006}, } @misc{better_evaluation_empowerment_nodate, title = {Empowerment {Evaluation}}, url = {https://www.betterevaluation.org/plan/approach/empowerment_evaluation}, abstract = {Empowerment Evaluation is an approach which provides communities with the tools and knowledge that allows them to monitor and evaluate their own performance. First developed by David Fetterman who describe it as “the use of evaluation concepts, techniques, and findings to foster improvement and self-determination.”}, urldate = {2018-10-18}, journal = {Better Evaluation}, author = {{Better Evaluation}}, } @misc{fettermen_empowerment_2014, title = {Empowerment evaluation}, url = {https://vimeo.com/96643564}, author = {Fettermen, David}, year = {2014}, } @techreport{gaventa_empowerment_2019, address = {Brighton}, title = {Empowerment and {Accountability} in difficult settings: {What} are we learning?}, copyright = {http://creativecommons.org/licenses/by/4.0/}, shorttitle = {Empowerment and {Accountability} in {Difficult} {Settings}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/14756}, abstract = {Empowerment and Accountability in Difficult Settings: What Are We Learning? Key Messages Emerging from the Action for Empowerment and Accountability Programme Empowerment and accountability have long been part of the international development vocabulary and a core part of governance, social development and civil society programmes. Yet, much of what has been learnt about these approaches has been drawn from studies in somewhat stable, open and middle-income places around the world. Less is known about how empowerment and accountability are achieved through social and political action in more difficult settings – those faced by institutional fragility, conflict, violence, and closing civic space. This document highlights key messages emerging from the work of the Action for Empowerment and Accountability Research Programme (A4EA), and the implications for how donors, policy makers and practitioners support strategies for empowerment and accountability in fragile, conflict and violence affected settings (FCVAS). Our eight key messages have strong implications for the theories of change used for effective programming in the field.}, language = {en}, urldate = {2019-12-19}, institution = {IDS}, author = {Gaventa, John and Oswald, Katy}, year = {2019}, } @article{cressa_emerging_2014, title = {Emerging {Technologies}: {Smarter} ways to fight wildlife crime}, volume = {12}, issn = {22114645}, shorttitle = {Emerging {Technologies}}, url = {https://linkinghub.elsevier.com/retrieve/pii/S2211464514000554}, doi = {10.1016/j.envdev.2014.07.002}, abstract = {The illegal trade of animals—for luxury goods, traditional medicine or cultural ceremonies, pets, entertainment, and even research—is a major threat to wildlife conservation and welfare (Baker et al., 2013). Poachers and illegal traders use highly sophisticated and rapidly changing techniques to avoid detection. To keep pace with the "war on wildlife", conservation and law enforcement communities have started to adopt cutting-edge military tools and techniques. High-tech equipment can magnify counter-poaching efforts without requiring armies of rangers or risking lives. Tools include acoustic traps, mobile technology, mikrokopters, radio frequency identification tags, encrypted data digital networks, camera traps, DNA testing, radio collars, metal scanners, and satellite imagery.}, language = {en}, urldate = {2019-03-19}, journal = {Environmental Development}, author = {Cressa, Douglas and Zommers, Zinta}, month = oct, year = {2014}, pages = {62--72}, } @techreport{bruce_emerging_2020, title = {Emerging {Technologies} and {Approaches} in {Monitoring}, {Evaluation}, {Research}, and {Learning} for {International} {Development} {Programs}}, abstract = {Emerging technology is making monitoring, evaluation, research and learning (MERL) more precise and enriching data. However, this evolution is so rapid that it can be difficult to stay informed about the field overall. This paper presents examples of emerging technology that are most often used in MERL for development programs, describes the pros and cons of their use, and discusses technology and ethics concerns that practitioners should keep in mind. The paper covers new types of data sources (application data, sensor data, and drones), new ways to store data (distributed ledger technology and the cloud), and new ways to analyze data (text analytics and supervised and unsupervised learning).}, language = {en}, institution = {MERL Tech}, author = {Bruce, Kerry and Gandhi, Valentine J and Vandelanotte, Joris}, month = jul, year = {2020}, pages = {20}, } @techreport{raftree_emerging_2014, title = {Emerging {Opportunities}: {Monitoring} and {Evaluation} in a {Tech}-{Enabled} {World}}, shorttitle = {Emerging {Opportunities}}, url = {https://www.rockefellerfoundation.org/report/emerging-opportunities-monitoring/}, abstract = {Monitoring and evaluation practice is using information and communication technologies for more timely data, and more inclusive voice and feedback.}, urldate = {2017-02-11}, institution = {ITAD \& Rockefeller Foundation}, author = {Raftree, Linda and Bamberger, Michael}, month = sep, year = {2014}, } @misc{morealtitude_embracing_2010, title = {Embracing the {Chaotic}: {Cynefin} and {Humanitarian} {Response}}, shorttitle = {Embracing the {Chaotic}}, url = {https://morealtitude.wordpress.com/2010/07/08/embracing-the-chaotic-cynefin-and-humanitarian-response/}, abstract = {Note: Many thanks to Dave Snowden for his willingness to comment on this article prior to release Because I’m always a little behind the eight-ball, a friend of mine* recently introduced me to the …}, urldate = {2017-02-02}, journal = {WanderLust}, author = {Morealtitude}, month = jul, year = {2010}, } @article{kania_embracing_2013, title = {Embracing {Emergence}: {How} {Collective} {Impact} {Addresses} {Complexity}}, shorttitle = {Embracing {Emergence}}, url = {https://ssir.org/articles/entry/social_progress_through_collective_impact}, doi = {10.48558/zjy9-4d87}, abstract = {Collective impact is upending conventional wisdom on how we achieve social progress.}, language = {en-us}, urldate = {2023-02-24}, journal = {Stanford Social Innovation Review}, author = {Kania, John and Kramer, Mark}, month = jan, year = {2013}, } @techreport{ashoka_embracing_2020, title = {Embracing complexity - {Towards} a shared understanding of funding systems change}, url = {https://www.ashoka.org/files/embracing-complexitypdf}, language = {en-us}, urldate = {2023-11-20}, institution = {Ashoka}, author = {Ashoka}, month = jan, year = {2020}, } @book{boulton_embracing_2015, address = {Oxford}, edition = {1st edition}, title = {Embracing {Complexity}: {Strategic} {Perspectives} for an {Age} of {Turbulence}}, isbn = {978-0-19-956526-9}, shorttitle = {Embracing {Complexity}}, abstract = {The book describes what it means to say the world is complex and explores what that means for managers, policy makers and individuals. The first part of the book is about the theory and ideas of complexity. This is explained in a way that is thorough but not mathematical. It compares differing approaches, and also provides a historical perspective, showing how such thinking has been around since the beginning of civilisation. It emphasises the difference between a complexity worldview and the dominant mechanical worldview that underpins much of current management practice. It defines the complexity worldview as recognising the world is interconnected, shaped by history and the particularities of context. The comparison of the differing approaches to modelling complexity is unique in its depth and accessibility. The second part of the book uses this lens of complexity to explore issues in the fields of management, strategy, economics, and international development. It also explores how to facilitate others to recognise the implications of adopting a complex rather than a mechanical worldview and suggests methods of research to explore systemic, path-dependent emergent aspects of situations. The authors of this book span both science and management, academia and practice, thus the explanations of science are authoritative and yet the examples of changing how you live and work in the world are real and accessible. The aim of the book is to bring alive what complexity is all about and to illustrate the importance of loosening the grip of a modernist worldview with its hope for prediction, certainty and control.}, language = {English}, publisher = {Oxford University Press}, author = {Boulton, Jean G. and Allen, Peter M. and Bowman, Cliff}, month = sep, year = {2015}, } @article{algoso_eight_2019, title = {Eight {Practices} for {Strategic} {Agility}}, url = {https://ssir.org/articles/entry/eight_practices_for_strategic_agility}, abstract = {Rather than a glossy brochure that no one reads, your strategy should be an ongoing practice that informs your decisions and adapts as circumstances change. A\ Viewpoint\ from the Summer 2019 issue.}, language = {en-us}, number = {Summer 2019}, urldate = {2020-10-15}, journal = {Stanford Social Innovation Review}, author = {Algoso, Dave}, month = jun, year = {2019}, } @techreport{dfat_effective_2015, address = {Canberra}, title = {Effective {Governance}. {Strategy} for {Australia}’s aid investments}, url = {http://dfat.gov.au/about-us/publications/Documents/effective-governance-strategy-for-australias-aid-investments.pdf}, urldate = {2017-08-21}, institution = {Department of Foreign Affairs and Trade, Australian Government}, author = {DFAT}, month = mar, year = {2015}, } @misc{edx_edx_2016, title = {{edX} {MOOC}: {Adaptive} {Leadership} in {Development}}, url = {https://www.edx.org/course/adaptive-leadership-development-uqx-lgdm3x}, abstract = {Gain the skills to be an adaptive leader in development and learn how to uncover local solutions to complex problems in developing countries.}, urldate = {2017-06-07}, journal = {edX}, author = {edX}, month = sep, year = {2016}, } @article{chambers_editorial_1997, title = {Editorial: {Responsible} well-being — a personal agenda for development}, volume = {25}, issn = {0305-750X}, shorttitle = {Editorial}, url = {https://www.sciencedirect.com/science/article/pii/S0305750X97100018}, doi = {10.1016/S0305-750X(97)10001-8}, abstract = {If development means good change, questions arise about what is good, and what sorts of change matter. Answers can be personally defined and redefined. The changing words, meanings and concepts of development discourse both reflect and influence what is done. The realities of the powerful tend to dominate. Drawing on experience with participatory approaches and methods which enable poor and marginalized people to express their realities, responsible well-being is proposed as a central concept for a development agenda. This links with capabilities and livelihoods, and is based on equity and sustainability as principles. The primacy of personal actions and non-actions in development points to the need for a pedagogy for the non-oppressed. This includes self-critical awareness, thinking through the effects of actions, and enabling those with power and wealth to experience being better off with less. Others are invited and encouraged to reflect, improve on this analysis, and write their own agenda.}, number = {11}, urldate = {2024-01-26}, journal = {World Development}, author = {Chambers, Robert}, month = nov, year = {1997}, keywords = {development vocabulary, ethics, methods, participation, poverty, well-being}, pages = {1743--1754}, } @article{walsh_dynamic_2020, title = {Dynamic knowledge management strategy development in international non-governmental organisations}, volume = {0}, issn = {1477-8238}, url = {https://doi.org/10.1080/14778238.2020.1785348}, doi = {10.1080/14778238.2020.1785348}, abstract = {Knowledge management strategies are important for firms’ competitive positioning. This paper examines how knowledge management codification and personalisation strategies are developed in response to environmental and organisational dynamics in an international non-governmental organisation. A longitudinal case study of the organisation’s strategic reformulation of its KM strategy over a 2.5 period is drawn upon. The research examines how pressures in the firm’s operating environment led to the organisation identifying the need to leverage the value of local contextual knowledge. Subsequent reformulation required the organisation to change its strategic mix of codification and personalisation over time. Although efforts were focused on increasing personalisation, developments were supported through codification demonstrating a symbiotic, mutually supporting relationship between the strategies. The strategic reformulation involved processes of reflection, repackaging and support activities.}, number = {0}, urldate = {2021-07-30}, journal = {Knowledge Management Research \& Practice}, author = {Walsh, John N. and Lannon, John}, month = jun, year = {2020}, note = {Publisher: Taylor \& Francis \_eprint: https://doi.org/10.1080/14778238.2020.1785348}, keywords = {Knowledge management strategy, case study, international development, knowledge dynamics, non-governmental organisation}, pages = {1--12}, } @techreport{obrecht_dynamic_2018, title = {Dynamic gridlock: {Adaptive} {Humanitarian} {Action} in the {Democratic} {Republic} of {Congo}}, url = {https://www.alnap.org/system/files/content/resource/files/main/alnap-2018-adaptiveness-DRC-case-study_1.pdf}, urldate = {2018-11-10}, institution = {ODI/ALNAP}, author = {Obrecht, Alice}, year = {2018}, pages = {51}, } @misc{jacobstein_drg_2018, title = {{DRG} {Center} practical tips to implement more context-adaptive programming}, url = {https://groups.google.com/forum/?utm_medium=email&utm_source=footer#!msg/adaptdev/TVvijW_iUx8/a5-0xdsIDgAJ}, abstract = {Hi \#adaptdevers, The cross-sectoral programs team in the DRG Center have been working in support of ways that programming can be made more aware of, and responsive to, context considerations that have to do with incentives and relationships between different actors - often called power dynamics or political economy. Following several discussions with field folks, we were asked to come up with simple and practical tips that could help staff to implement more context-adaptive programming, or to better Work Politically to use TWP jargon. With assistance from many of our field staff and partners, we've put together three documents (to start) that have now been cleared to share publicly: • Tips on Making Your Solicitations Invite Context-Driven Adaptive Programming - suggestions spanning most sections of a typical solicitation to better weave in Thinking and Working Politically. I'm particularly excited that this document contains embedded links to excerpts from a set of solicitations that model good practice. You can also find a summary of all the excerpts from real solicitations, and links onward to the public posting of those solicitations on Fed Biz Ops or Grants.gov, here. • Tips on Power Dynamics and Theories of Change - suggestions relevant to those working on project designs and logic models. • Tips for Better Use of Advisory Councils - suggestions to set up better advisory bodies that help you to incorporate political economy more automatically into your programmatic adjustments. I hope that you'll find these practical and helpful! Feedback is always welcome. Best, David}, journal = {\#AdaptDev}, author = {Jacobstein, David}, month = feb, year = {2018}, } @techreport{schlingheider_draft_2017, title = {({Draft}) {Managing} to {Adapt} - {Analysing} {Adaptive} {Management} for {Planning}, {Monitoring}, {Evaluation}, and {Learning} (draft)}, url = {https://frompoverty.oxfam.org.uk/draft-paper-on-adaptive-management-in-oxfam-all-comments-welcome/}, abstract = {Adaptive management is at the heart of ‘doing development differently’ (Wild et al., 2016). Whether it is here to stay depends on how much it is mainstreamed into existing development programming by donors and implementers alike, especially in planning, monitoring, evaluation, and learning (PMEL) cycles. In this report, we find that mainstreaming adaptive management in PMEL involves three strategies: 1. planning for flexibility; 2. developing locally owned monitoring and evaluation (M\&E); and 3. creating an enabling environment for learning. Adopting these strategies contributes to virtuous cycles of PMEL}, urldate = {2023-08-18}, institution = {Oxfam}, author = {Schlingheider, Annika and Pellfolk, Erica and Maneo, Gabriele and Desai, Harsh}, month = apr, year = {2017}, } @techreport{dppd_dppd_2021, title = {{DPPD} {Handbook}. {A} step-by-step guide for development practitioners to apply the {Data} {Powered} {Positive} {Deviance} method}, url = {https://static1.squarespace.com/static/614dae085246883818475c39/t/619f7f163ed02a77d13fd1bd/1637842759939/DPPD+Handbook+Nov+2021.pdf}, abstract = {The Method Positive Deviance (PD) is based on the observation that in every community or organization, there are a few individuals who achieve significantly better outcomes than their peers, despite having similar challenges and resources. These individuals are referred to as positive deviants, and adopting their solutions is what is referred to as the PD approach¹. The method described in this Handbook follows the same logic as the PD approach but uses pre-existing, non-traditional data sources instead of — or in conjunction with — traditional data sources. Non-traditional data in this context broadly refers to data that is digitally captured (e.g. mobile phone records and financial data), mediated (e.g. social media and online data), or observed (e.g. satellite imagery). The integration of such data to complement traditional data sources generally used in PD is what we refer to as Data Powered Positive Deviance² (DPPD). The digital data opportunity Recent developments in the availability of digital data provide an opportunity to look for positive deviants³ in new ways and in unprecedented geographical and on temporal scales. A number of studies⁴ have described the challenges related to the application of the PD approach in development. Given these challenges, there are obvious opportunities for innovation in PD and our particular interest here is in the innovative opportunities offered by non-traditional data, following the increasing “datafication” of development and the growing availability of big datasets in a variety of development sectors⁵. DPPD builds on this and expands our ability to extract value from non-traditional digital data while providing a systematic process for leveraging local know-how and the collective wisdom of communities. Data Powered Positive Deviance The DPPD method described in this Handbook emerged from a process of research and testing and follows the same stages as the PD approach. The difference is that DPPD integrates pre-existing, non-traditional data across the five stages, requiring a series of new and specific methods and practices that are not required in the PD approach. The first stage is also somewhat different because it not only defines the problem, but it also checks if it is suitable and feasible to use the DPPD method for the proposed project. Table 1 lists the five stages of the DPPD method. This Handbook dedicates a section to each stage. Stage 1 Assess problem-method fit Stage 2 Determine positive deviants Stage 3 Discover underlying factors Stage 4 Design and implement interventions Stage 5 Monitor and evaluate}, urldate = {2021-11-25}, institution = {DPPD Initiative}, author = {DPPD}, month = nov, year = {2021}, } @article{eyben_donors_2005, title = {Donors' {Learning} {Difficulties}: {Results}, {Relationships} and {Responsibilities}}, volume = {36}, issn = {02655012, 17595436}, shorttitle = {Donors' {Learning} {Difficulties}}, url = {http://doi.wiley.com/10.1111/j.1759-5436.2005.tb00227.x}, doi = {10.1111/j.1759-5436.2005.tb00227.x}, language = {en}, number = {3}, urldate = {2019-03-12}, journal = {IDS Bulletin}, author = {Eyben, Rosalind}, month = jul, year = {2005}, pages = {98--107}, } @misc{donovan_donor_2017, title = {Donor perceptions and processes: {Risks} to success of adaptive programming? - {Browse} - {Knowledge} {Platform} {Security} \& {Rule} of {Law}}, url = {http://www.kpsrl.org/browse/browse-item/t/donor-perceptions-and-processes-risks-to-success-of-adaptive-programming}, urldate = {2017-01-31}, journal = {Knowledge Platform - Security \& Rule of Law}, author = {Donovan, Elbereth}, month = jan, year = {2017}, keywords = {IMPORTANT}, } @misc{noauthor_donor_2018, title = {Donor {Committee} for {Enterprise} {Development}}, url = {https://www.enterprise-development.org/}, abstract = {The DCED is a forum for learning about the most effective ways to fulfil the SDGs – based on practical experience in Private Sector Development (PSD).}, language = {en-GB}, urldate = {2019-03-01}, journal = {DCED}, year = {2018}, } @book{justis_dont_2023, title = {Don't {Lead} {Alone}: {Think} {Like} a {System}, {Act} {Like} a {Network}, {Lead} {Like} a {Movement}!}, isbn = {978-1-63908-040-3}, shorttitle = {Don't {Lead} {Alone}}, abstract = {Think. Act. Lead.It seems simple enough. But understanding your desired impact and how it fits into a larger picture, connecting your work to others and finding new collaborators, and bringing those collaborators together and moving them in a unified direction is never easy.Governments, businesses, and nonprofits all have unique approaches and ideas that many of us learn through our work. Yet, we rarely consider the skills needed to create and maintain the partnerships between them. Most of us learn those skills through trial, error, and often, failure. Worse, we typically stay in our self-reinforcing silos, sharing perspectives and frustrations with like-minded people, limiting our vision of what our work can become. By partnering with other sectors, we combine and adapt approaches to solve complex problems, and leaders in any industry can create large-scale change.Cleveland Justis and Daniel Student share a road map for effective partnerships that increase impact and profitability. Using real-life examples and practice exercises, the authors teach how to acquire and use skills to solve complex problems and propel your organization forward by combining a multitude of perspectives, split into three sections:Think Like a SystemAct Like a NetworkLead Like a MovementIt’s time to get out of our silos. Don’t lead alone.}, language = {Inglés}, publisher = {Fast Company Press}, author = {Justis, Cleveland and Student, Daniel}, month = feb, year = {2023}, } @techreport{jordan_dont_2021, title = {Don’t {Build} {It}: {A} {Guide} {For} {Practitioners} {In} {Civic} {Tech} / {Tech} {For} {Development}}, url = {https://mitgovlab.org/resources/dont-build-it-a-guide-for-practitioners-in-civic-tech}, abstract = {If you just remember these... If you can avoid building it, don’t build it; if you have to build it, hire a CTO, ship early, and mature long; and no matter what, draw on a trusted crew, build lean and fast, and get close to and build with your users as soon as possible. --- This guide aims to help you avoid bad projects, structure the team right, ship and learn quicker, and mature longer. The guide starts with project selection, including why the best project to select is no project at all. It moves on to team structure, and the extreme importance of a full-time senior tech lead (or chief technology officer (CTO), understood as an excellent engineering manager). It then covers timelines, emphasizing shipping early but having enormous patience getting to maturity, above all in finding product-use-fit, and avoiding vanity metrics. The guide then goes into some detail on hiring, covering the CTO role, senior contractors, designers and young engineers. The longest section, by some distance, is that on hiring. Hiring is the one thing considered critical in every piece of the lore, by founders and investors and managers alike, across all sectors. It is also the field in which I think I got it mostly right, and for reasons I can explain in ways that I believe will be helpful.}, language = {en}, urldate = {2021-04-29}, institution = {Grassroot and MIT Governance Lab}, author = {Jordan, Luke}, year = {2021}, } @techreport{turnbull_doing_2024, address = {London}, title = {Doing weeknotes - {What} weeknotes are, how weeknotes work, and how to start writing weeknotes of your own}, url = {https://doingweeknotes.com/?mc_cid=c757cfd211&mc_eid=49f075c6b0}, abstract = {Doing weeknotes brings together various things I’ve written about weeknotes in different places. This text expands on things I wrote in The agile comms handbook, as well as various blog posts. Quite a lot of it is brand new. - Weeknotes for beginners - Why write weeknotes - The weeknotes rules - Weeknotes within the corporate environment - What weeknotes can bring about - Examples of good weeknotes - How to write weeknotes - Weeknotes tips and tricks - Further reading}, urldate = {2024-03-15}, institution = {Use the Human Voice}, author = {Turnbull, Giles}, month = mar, year = {2024}, } @misc{jones_doing_2017, title = {Doing {Urban} {Development} {Differently}}, url = {http://oxfamblogs.org/fp2p/ditching-the-masterplan-how-can-urban-development-become-politically-smart-locally-led/}, abstract = {Guest post from Harry Jones and Bishnu Adhikari, both of Palladium on what urban aid and development can learn from the Doing Development Differently movement}, urldate = {2017-06-25}, journal = {From Poverty to Power}, author = {Jones, Harry and Adhikari, Bishnu}, month = jun, year = {2017}, } @techreport{saferworld_doing_2016, address = {London}, type = {Learning paper}, title = {Doing things differently: {Rethinking} monitoring and evaluation to understand change}, url = {https://www.saferworld.org.uk/resources/publications/1027-doing-things-differently-rethinking-monitoring-and-evaluation-to-understand-change}, abstract = {Doing things differently: Rethinking monitoring and evaluation to understand change Learning paper Over the past four years, Saferworld has put in place a way of monitoring, evaluating and learning from our work focused on behaviour and relationship change. This paper outlines the process we have gone through to adapt, embed, and embrace an approach inspired by Outcome Mapping and Outcome Harvesting (OH). Key benefits of our monitoring, evaluation and learning approach are: It is simple, but promotes complex discussion and analysis. It allows conflict- and gender-sensitivity to be built into programmes; it promotes analysis of and adaptation to context. Bringing front-line staff and partners into wider conversations with others substantially increases cross-organisational learning.}, language = {english}, urldate = {2019-02-05}, institution = {Saferworld}, author = {Saferworld}, year = {2016}, } @article{ruppert_doing_2013, title = {Doing the {Transparent} {State}: open government data as performance indicators}, shorttitle = {Doing the {Transparent} {State}}, url = {https://research.gold.ac.uk/13490/1/Ruppert2015.pdf}, urldate = {2016-07-21}, journal = {A World of Indicators: The production of knowledge and justice in an interconnected world}, author = {Ruppert, Evelyn and {others}}, year = {2013}, pages = {51--78}, } @techreport{andrews_doing_2015, title = {Doing {Problem} {Driven} {Work}}, url = {http://ssrn.com/abstract=2700308}, number = {073}, urldate = {2017-04-18}, institution = {Harvard University}, author = {Andrews, Matt and Pritchett, Lant and Woolcock, Michael}, year = {2015}, keywords = {IMPORTANT}, } @techreport{oneil_doing_2015, type = {Case {Study}}, title = {Doing legal empowerment differently: {Learning} from pro-poor litigation in {Bangladesh}}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/9585.pdf}, abstract = {Marginalised groups and their allies can, and do, use the law and justice systems, including public interest litigation, to improve their access to rights, goods and services.  Yet there is no automatic link between legal action and improved outcomes for poor people.  Where some minimum conditions are met – a progressive legal framework, a sympathetic judiciary and legal advocacy organisation – pro-poor litigation is a potential tool in disputes over rights and resources.  But concrete benefits for poor people also requires state action to enforce progressive rulings.  Much depends on whether claimants, legal activists and state reformers cooperate around shared interests, and whether activists can negotiate power and interest structures to motivate government action to implement rulings.  Effective strategies are those that link litigation with grassroots legal action and other forms of political and social activism and advocacy.  Donors need to fund legal advocacy organisations in ways that enable them to select social issues that are locally relevant and political feasible – and allows activists and reformers to work in politically smart and adaptive ways.}, urldate = {2018-12-10}, institution = {ODI}, author = {O'Neil, Tam and Valters, Craig and Farid, Cynthia}, month = mar, year = {2015}, } @techreport{andrews_doing_2016, title = {Doing {Iterative} and {Adaptive} {Work}}, url = {https://bsc.cid.harvard.edu/files/bsc/files/adaptive_work_cd_wp_313.pdf}, abstract = {Many of the challenges in international development are complex in nature. They involve many actors in uncertain contexts and with unclear solutions. Our work has proposed an approach to addressing such challenges, called Problem Driven Iterative Adaptation (PDIA). This paper is the most recent in a series intended to show how one can do PDIA, building on the first paper, "Doing Problem Driven Work.” The current paper addresses a key part of the approach one moves to once a problem has been identified, performing real-time experimental iterations. This is intended as a practical paper that builds on experience and embeds exercises for readers who are actually involved in this kind of work.}, language = {eng}, number = {313}, urldate = {2017-04-18}, institution = {Center for International Development at Harvard University}, author = {Andrews, Matt and Pritchett, Lant and Woolcock, Michael}, year = {2016}, keywords = {IMPORTANT}, } @techreport{prieto_martin_doing_2017, address = {Brighton}, title = {Doing {Digital} {Development} {Differently}: {Lessons} in adaptive management from technology for governance initiatives in {Kenya}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/13285}, abstract = {Development projects don’t always work as planned. This has long been acknowledged by those in the sector, and has led to several approaches that seek to solve complex development problems through enabling and encouraging greater adaptiveness and learning within projects (e.g. Doing Development Differently and Problem-Driven Iterative Adaptation). Digital development projects experience many of these issues. Using technology for transparency and accountability (Tech4T\&A) projects in Kenya as case studies, our research analysed the many different theoretical approaches to learning and adaptation, and then tested how these play out in reality. Firstly, we conducted an extensive review of the literature on the spectrum of approaches to adaptive learning. The findings were used to develop a framework through which to analyse adaptiveness at the different layers of complexity in projects (e.g. software design and development, programme design and management). The second part of the research consisted of interviews and focus group discussions with participants in Tech4T\&A projects in Kenya. Respondents helped us identify the main characteristics of adaptiveness in their projects (e.g. who needs to adapt, and how and when) and the challenges and issues that inhibit projects’ abilities to be adaptive. This process also revealed how accountability interplays with adaptiveness, and considered how better collaboration flows can enable adaptiveness. From our literature review and empirical study, we draw several conclusions for increasing adaptiveness in digital development projects. These include simplifying the many adaptive theories that abound, increasing responsiveness to project beneficiaries and stakeholders, and for stakeholders to keep on experimenting, networking and advocating.}, urldate = {2019-12-04}, institution = {IDS}, author = {Prieto Martin, Pedro and Hernandez, Kevin and Faith, Becky and Ramalingam, Ben}, month = oct, year = {2017}, keywords = {IMPORTANT}, } @techreport{wild_doing_2016, address = {London}, title = {Doing {Development} {Differently}: {Who} we are, {What} we’re doing, {What} we’re learning}, url = {https://www.odi.org/publications/10662-doing-development-differently-who-we-are-what-were-doing-and-what-were-learning}, abstract = {In November 2014, the doing development differently community got together in Harvard to discuss what successful development interventions look like. Two years on, our community is broader than aid. It's broader than donors. It's about all organisations delivering change, producing real solutions to real problems that have real impact. It's about building trust, empowering people and promoting sustainability. Over the past two years, the community has been putting these ideas into practice across the world – being honest about what we are learning, including where we are not getting things right. This document aims to be an entry point for anyone interested in doing development differently. It explores the things that could be stopping you including: You are constrained by a disabling environment. You have strict reporting requirements. People aren't sold on the idea. It's easier to do things the way you've always done it. It's difficult to do in practice. If you are facing one, several, or all of these constraints, this document gives you a place to start. Using 43 case studies from practitoners within donors, governments, implementing organisations and NGOs across the globe, we aim to draw out some key lessons learnt, and give some advice for people considering this approach. These case studies are split across five categories: Swimming against the tide. Working in and with government. Feedback loops and data. Organisational change. Diffusion. Finally, if you want to know more, the document concludes with a suggested list of blogs and reports which explain these concepts in more detail.}, urldate = {2017-04-18}, institution = {ODI}, author = {ODI}, editor = {Wild, Leni and Andrews, Matt and Pett, Jamie and Dempster, Helen}, month = dec, year = {2016}, keywords = {IMPORTANT}, } @incollection{fritz_doing_2017, edition = {1}, series = {Smart {Implementation} in {Governance} {Programs}}, title = {Doing {Development} {Differently}: {Understanding} the {Landscape} and {Implications} of {New} {Approaches} to {Governance} and {Public}-sector {Reforms}}, isbn = {978-3-8487-3738-3}, shorttitle = {Doing {Development} {Differently}}, url = {https://www.jstor.org/stable/j.ctv941tdt.8}, abstract = {Seeking to accelerate development, the agencies and individuals involved have regularly advanced new ideas of how external support can function better, deliver more, and achieve greater impact. There has been a particular flourishing of new ideas within the broad field of governance and public-sector reforms in the 2000s. This chapter starts off with a review of the “landscape of new ideas,” focusing on five proposed approaches in particular: political economy analysis (PEA), Problem-Driven Iterative Adaptation (PDIA), Doing Development Differently (DDD), Thinking and Working Politically (TWP), and the “science of delivery.” It sets out the “problem-diagnostic” that underpins each of these}, urldate = {2020-12-11}, booktitle = {Transformation, {Politics} and {Implementation}}, publisher = {Nomos Verlagsgesellschaft mbH}, author = {Fritz, Verena}, editor = {Kirsch, Renate and Siehl, Elke and Stockmayer, Albrecht}, year = {2017}, pages = {75--98}, } @techreport{care_doing_2018, address = {Nairobi}, title = {Doing {Development} {Differently} in the {Global} {South} - {Workshop} {Report}}, url = {https://insights.careinternational.org.uk/media/k2/attachments/CARE_British-Council_DDD-workshop-report-Dec-2018.pdf}, urldate = {2019-02-01}, institution = {CARE and British Council}, author = {CARE}, month = dec, year = {2018}, } @techreport{bain_doing_2016, title = {Doing {Development} {Differently} at the {World} {Bank}: updating the plumbing to fit the architecture}, url = {https://www.odi.org/publications/10555-doing-development-differently-world-bank-updating-plumbing-fit-architecture}, urldate = {2016-03-24}, institution = {ODI}, author = {Bain, Katherine A. and Booth, David and Wild, Leni}, month = sep, year = {2016}, keywords = {IMPORTANT}, } @incollection{pellini_doing_2018, address = {Singapore}, title = {Doing {Development} {Differently} at {Scale}}, isbn = {9789811301674}, url = {https://doi.org/10.1007/978-981-13-0167-4_8}, abstract = {In recent decades there has been an increasing recognition that politics and political institutions matter for development. There is also a much greater interest in contextually grounded approaches. This has stemmed from an acknowledgement that purely technocratic approaches to development often result in failure because they do not take into account the nature of political institutions. Nor do they take account of the context in a particular developing country and the interests and incentives of powerful national actors. Policy processes are embedded in specific social, political and organisational contexts. Approaches that focus on implementing universal best practices in evidence-informed policymaking are unlikely to be successful. Instead, what is needed is an approach that takes the local context as the starting point for understanding what issues are relevant to policymakers and developing contextually appropriate solutions. The authors of this chapter reflect on the management approaches and systems that may be required to enable and support large-scale development programmes to be flexible and adaptive to the local policy context and circumstances. The chapter argues that such programmes struggle to adopt adaptive management principle and that to do that at scale requires some changes in the way such programmes are managed.}, language = {en}, urldate = {2018-09-21}, booktitle = {Knowledge, {Politics} and {Policymaking} in {Indonesia}}, publisher = {Springer Singapore}, author = {Pellini, Arnaldo and Karetji, Petrarca C. and Soekadis, Ade}, editor = {Pellini, Arnaldo and Prasetiamartati, Budiati and Nugroho, Kharisma Priyo and Jackson, Elisabeth and Carden, Fred}, year = {2018}, doi = {10.1007/978-981-13-0167-4_8}, keywords = {Adaptive Management, Doing development differently, Evidence-informed policymaking, Indonesia, Knowledge sector, Thinking and working politically}, pages = {131--146}, } @article{wild_doing_2021, title = {Doing {Development} {Differently}}, url = {https://ssir.org/articles/entry/doing_development_differently}, abstract = {International aid must use different approaches to address the massive systemic problems it seeks to solve.}, language = {en-us}, number = {Spring 2021}, urldate = {2021-03-23}, journal = {Stanford Social Innovation Review}, author = {Wild, Leni}, month = mar, year = {2021}, keywords = {⛔ No DOI found}, } @misc{jorge_doing_2016, title = {Doing {Anti}-corruption {Differently}}, url = {http://www.globalintegrity.org/2016/05/anti-corruption-differently/}, abstract = {By Alan Hudson, Executive Director Corruption and how to tackle it is center-stage in London this week, with the spotlight brighter than ever as a result of the Panama Papers. This is welcome news. The Anti-Corruption Summit, hosted by the...}, urldate = {2016-05-11}, journal = {www.globalintegrity.org}, author = {{Jorge}}, month = may, year = {2016}, } @techreport{tim_ruffer_doing_2019, title = {Doing adaptive management at {Sida}}, url = {https://beamexchange.org/resources/1413/}, abstract = {Lessons from the market systems development approach The evaluation focuses on Sida’s management of MSD projects. The projects are applying the MSD approach with an aim to: - contribute to improved MSD programming by Sida through better management practices across the project cycle - generate recommendations on how Sida can create conducive conditions for systems approaches and adaptive programming more generally. The brief assesses Sida’s organisational capacity for adaptive management in three dimensions: - leadership and culture - staff capacities - skills, and systems and procedures}, language = {en}, urldate = {2022-07-01}, institution = {SIDA}, author = {{Tim Ruffer} and {Helen Bailey} and {Stefan Dahlgren} and {Patrick Spaven} and {Mark Winters}}, year = {2019}, } @techreport{amakom_doing_2018, address = {Abuja}, title = {Doing {Accountability} {Differently}: {A} '{Vertically} {Integrated}' {Approach}}, url = {https://www.christianaid.org.uk/sites/default/files/2018-03/Doing-Accountability-Differently-V2P-Governance-January2018.pdf}, urldate = {2019-03-06}, institution = {Christian Aid}, author = {Amakom, Uzochukwu and Fashola, Temitope and Gay, Charles and Shutt, Cathy}, month = jan, year = {2018}, } @misc{guerzovich_does_2023, title = {Does the whole add more than the {SUM} of its parts?}, url = {https://medium.com/@florcig/does-the-whole-add-more-than-the-sum-of-its-parts-8b9eb352bb67}, abstract = {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 interventions/portfolios. In the third post, I bring Paul Pierson’s groundbreaking argument for social science to MEL. Paraphrasing, most contemporary MEL takes a “snapshot” view of interventions and portfolios, distorting their effects and meaning by ripping them from their temporal context. Instead, we should place in time interventions/portfolios with the ambition to add more than the sum of the part by constructing MEL systems looking at “moving pictures” rather than taking snapshots.}, language = {en}, urldate = {2023-08-10}, journal = {Medium}, author = {Guerzovich, Florencia}, month = jul, year = {2023}, } @techreport{riddell_does_2014, address = {Rochester, NY}, type = {{SSRN} {Scholarly} {Paper}}, title = {Does {Foreign} {Aid} {Really} {Work}? {An} {Updated} {Assessment}}, shorttitle = {Does {Foreign} {Aid} {Really} {Work}?}, url = {http://papers.ssrn.com/abstract=2409847}, abstract = {This paper draws widely from the book Does foreign aid really work?, building on that discussion to provide an updated answer to the question based on recent evidence and contemporary debates on aid effectiveness. It starts with a brief discussion (Section 2) of the question: ‘does emergency aid work?’ This is important to the wider debate for two linked reasons. Firstly, the harshest critics of development aid are all supportive of emergency aid, with a number calling for its expansion in spite of evidence of major weaknesses and failures. Secondly, the sharp historical distinction made between emergency and development aid is becoming increasingly strained, as more emergency aid is being used a year or more after emergencies strike to rebuild lives and restore livelihoods, while more development aid is used to directly save lives.The rest of the paper focuses exclusively on development aid. Section 3 provides a rapid overview of the evidence of the impact of individual aid projects, including those of Non-Governmental Organisations (NGOs). The picture is overwhelmingly positive: well over 75\% of projects meet their immediate objectives and impact has improved, even though sustaining benefits remains a challenge and there continue to be aid failures. Section 4 reviews the evidence of the wider and long-term impact of aid at the sectoral and country level, including a brief discussion of academic studies on aid and growth. Though there are still major gaps in our knowledge, the quality of the data is improving. However, there is little firm, quantitative evidence to show the specific contribution that aid has made to help achieve the Millennium Development Goals (MDGs), which are a central purpose of many current donor programmes (Section 4.2). More widely, there is plenty of evidence to suggest that aid has contributed positively to both growth and wider development at the sector and country level, though some studies suggest aid has had little or no impact. Overall, the contribution that aid makes to aggregate development is lower than the public has been led to believe (Sections 4.1, 4.3. and 4.4). Assessments of the overall impact of the aid provided by NGOs are rare, but a recent study suggests it has been positive (Section 4.5). More attention is now given to the issues of corruption in aid. Although there is evidence of aid funds being used for corrupt purposes and of aid worsening corruption, on balance it remains a minor issue. Aid has had significant successes in helping the poor affected by corruption (Section 4.6). The second half of the paper shifts focus to the large gap between what aid has done and what it might do. Section 5 discusses a range of inefficiencies within and across the aid system and their costs in terms of reduced impact, including the way aid is allocated, its growing complexity, and the volatility and unpredictability of aid flows (Section 5.1 and 5.2). These inefficiencies place in a different light the evidence of aid’s overall positive impact. The paper looks at the different initiatives that have been mounted to begin to address these weaknesses and failures, including the 2005 Paris Declaration, and discusses why donors have failed to honour the promises they have made to change the ways that they give aid.In Section 5.3, the paper argues that the most critical debate about whether aid works concerns the assessment of whether the short-term, immediate and extensive benefits that aid undoubtedly brings are outweighed by the direct and indirect systemic problems that it risks creating or accentuating. As increasingly over the last decade donors have channelled more of their aid into short-term, quick-impact projects, assessing the wider negative systemic effects of aid has become even more important. Some recent studies suggest that aid’s systemic problems are large and growing, narrowing the gap between aid’s harshest critics and broader analyses of aid impact. Against the backdrop of already too many proposals of how to make aid work better, Section 6 lays out nine concrete proposals for doing this: deepening knowledge of local contexts; ensuring short-term uses of aid are consistent with and supportive of long-term development, and that all aid is more closely related to overall recipient development goals and processes; helping build local capacities for recipients to be able to coordinate aid better; moving from rhetoric to reality in learning lessons from aid; using aid to help the poor in middle income countries; reducing volatility in aid at the country level; encouraging budget support by addressing donor-country political concerns; and rethinking ways of communicating about aid. Section 7 concludes. It suggests that, paradoxically, aid’s impact may well have been harmed by focussing too narrowly on trying to make short-term aid work better, and that the main focus of attention needs to widen to assess how aid can contribute more to a recipient’s own development goals. Additionally, donors need to help build the capacity of developing countries and developing country scholars to enable them to play a bigger role in helping to answer the question of whether aid works; unsettling though their assessments may be.}, number = {ID 2409847}, urldate = {2016-05-06}, institution = {Social Science Research Network}, author = {Riddell, Roger C.}, month = mar, year = {2014}, } @book{nesta_diy_2014, edition = {1st edition}, title = {{DIY} - {Development} {Impact} and {You}: {Practical} {Tools} to {Trigger} and {Support} {Social} {Innovation}}, isbn = {978-1-84875-150-7}, shorttitle = {{DIY} - {Development} {Impact} and {You}}, publisher = {NESTA}, editor = {Nesta}, month = mar, year = {2014}, keywords = {IMPORTANT}, } @techreport{sdc_dispatch_2016, address = {Bern}, title = {Dispatch on {Switzerland}'s {International} {Cooperation} 2017–2020: {Key} points in brief}, abstract = {The “Dispatch on Switzerland’s International Cooperation, 2017–2020”, is a report to the Swiss Parliament outlining the strategic priorities proposed by the Federal Council in this area. It includes framework credits for each of the five policy instruments used by Switzerland to implement its international cooperation strategy. These are implemented by the Swiss Agency for Development and Cooperation (SDC) of the Federal Department of Foreign Affairs (FDFA), the Human Security Division (HSD) of the FDFA’s Directorate of Political Affairs, and the State Secretariat for Economic Affairs (SECO) of the Federal Department of Economic Affairs, Education and Research (EAER).}, language = {en}, institution = {Federal Department of Foreign Affairs FDFA}, author = {SDC}, year = {2016}, pages = {40}, } @techreport{kehrer_diseno_2020, address = {Bonn}, title = {Diseño transformacional de proyectos}, url = {https://www.giz.de/expertise/downloads/GIZ-BMU_2020_Transformative%20Project%20Design_EN.pdf}, abstract = {There are many definitions of the term ‘transformation’ or ‘transformational change’. The first section of the report develops a basic understanding of transformations or transitions (used synonymously) viewed from various perspectives. In this, transformations are defined as processes that use disruptive innovations to change systems into fundamentally new systems that subsequently form the new mainstream. Section two describes existing approaches to environmental and climate finance in international cooperation and discusses them in light of the proposed definition. All of the approaches have the potential to be further refined and in that process often to increase the precision of what is understood by each type of transformation. The definitions already state which criteria and indicators are referred to and how relevant they are. There is wide diversity in the type of criteria and indicators used by the various organisations, and how they are classified, but certain common features can be identified and with the aid of the literature on transformations they can be combined to form a comprehensive framework. With this in mind, the derivation of quality criteria for transformative interventions is explained in section 3.1. Transformational change at one and the same time calls for big decisions and innumerable projects in a particular field of transformation; the projects cannot be planned on the drawing board but still should be coordinated with each other. Section 3.2 offers guidance on this. Section 3.3 argues in favour of focusing more closely on the ‘process promise’ and employing a more iterative and more adaptable commissioning procedure. Finally, section 3.4 introduces two types of indicators under the various criteria: design indicators, which measure the quality of interventions that are aimed at influencing transformations (process orientation), and outcome indicators, which measure the process and/or progress of a transformation itself.}, urldate = {2021-03-31}, institution = {GIZ}, author = {Kehrer, Daniel}, month = nov, year = {2020}, } @techreport{usaid_discussion_2018, type = {Discussion {Paper}}, title = {Discussion {Note}: {Complexity}-{Aware} {Monitoring}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/cleared_dn_complexity-aware_monitoring.pdf}, abstract = {This Discussion Note complements ADS 201 and outlines general principles and promising approaches for monitoring complex aspects of USAID development assistance. Complexity-aware monitoring is a type of complementary monitoring that is useful when results are difficult to predict due to dynamic contexts or unclear cause and-effect relationships. Key principles of the Program Cycle include applying analytic rigor, managing adaptively, and utilizing a range of approaches to achieve results. ADS 201.3.5.5 identifies three types of program monitoring – performance, context, and complementary. All USAID programming incorporates performance monitoring and should include context monitoring. Performance monitoring “is the ongoing and systematic collection of performance indicator data and other quantitative or qualitative information to reveal whether implementation is on track and whether expected results are being achieved.” Context monitoring is “[t]he systematic collection of information about conditions and external factors relevant to the implementation and performance of an operating units (OU’s) strategy, projects, and activities.” As stated in ADS 201.3.5.5, complementary monitoring may be used by missions and Washington OUs to complement performance and context monitoring in situations where results are difficult to predict due to dynamic contexts or unclear cause-andeffect relationships. This Discussion Note provides an explanation of when to use complementary monitoring approaches that are complexity-aware and summarizes the three principles of complexity-aware monitoring.}, number = {Version 1}, urldate = {2018-03-09}, institution = {USAID}, author = {{USAID}}, year = {2018}, } @misc{pett_discussing_2020, title = {Discussing {Adaptive} {Approaches} for {Development} {Programmes}}, url = {https://medium.com/learnadapt/discussing-adaptive-approaches-for-development-programmes-858ceb2cce32}, abstract = {What can adaptive approaches from other sectors teach development practitioners about dealing with uncertainty?}, language = {en}, urldate = {2021-06-04}, journal = {Medium - LearnAdapt}, author = {Pett, Jamie}, month = nov, year = {2020}, } @article{haug_digitally-induced_2023, title = {Digitally-induced change in the public sector: a systematic review and research agenda}, volume = {0}, issn = {1471-9037}, shorttitle = {Digitally-induced change in the public sector}, url = {https://doi.org/10.1080/14719037.2023.2234917}, doi = {10.1080/14719037.2023.2234917}, abstract = {Digital transformation has become a buzzword that is permeating multiple fields, including public administration and management. However, it is unclear what is transformational and how incremental and transformational change processes are linked. Using the PRISMA method, we conduct a systematic literature review to structure this growing body of evidence. We identified 164 studies on digitally-induced change and provide evidence for their drivers, implementation processes, and outcomes. We derive a theoretical framework that shows which incremental changes happen in public administrations that are implementing digital technologies and what their cumulative, transformative effects are on society as a whole.}, number = {0}, urldate = {2023-09-26}, journal = {Public Management Review}, author = {Haug, Nathalie and Dan, Sorin and Mergel, Ines}, year = {2023}, note = {Publisher: Routledge \_eprint: https://doi.org/10.1080/14719037.2023.2234917}, pages = {1--25}, } @book{breuer_digital_2016, title = {Digital {Technologies} for {Democratic} {Governance} in {Latin} {America}: {Opportunities} and {Risks}}, isbn = {978-1-138-68679-3}, shorttitle = {Digital {Technologies} for {Democratic} {Governance} in {Latin} {America}}, abstract = {This book is the first to comprehensively analyse the political and societal impacts of new Information and Communication Technologies (ICT) in a region of the Global South. It evaluates under what conditions some Latin American governments and people have succeeded in taking up the opportunities related to the spread of ICTs, while others are confronted with the pessimist scenario of increased, digitally induced social and democratic cleavages. Specifically, the book examines if and how far the spread and use of new ICT affected central aims of democratic governance such as reducing socio-economic and gender inequality; strengthening citizen participation in political decision making; increasing the transparency of legislative processes; improving administrative processes; providing free access to government data and information; and expanding independent spaces of citizen communication. The country case and cross-country explore a range of bottom-up driven initiatives to reinforce democracy in the region. The book offers researchers and students an interdisciplinary approach to these issues by linking it to established theories of media and politics, political communication, political participation, and governance. Giving voice to researchers native to the region and with direct experience of the region, it uniquely brings together contributions from political scientists, researchers in communication studies and area studies specialists who have a solid record in political activism and international development co-operation.}, language = {English}, publisher = {Routledge}, editor = {Breuer, Anita and Welp, Yanina}, month = apr, year = {2016}, } @techreport{hdif_digital_2018, address = {Dar es Salaam}, title = {Digital {Principles} into practice}, url = {http://www.hdif-tz.org/wp-content/uploads/sites/11/2017/11/HDIF_PDD_Web7.pdf}, urldate = {2018-08-09}, institution = {HDIF}, author = {HDIF}, month = apr, year = {2018}, } @book{bailur_digital_2015, title = {Digital lives in {Ghana}, {Kenya} and {Uganda}}, url = {http://cariboudigital.net/new/wp-content/uploads/2015/12/Caribou-Digital-Digital-Lives-in-Ghana-Kenya-and-Uganda.pdf}, urldate = {2016-04-20}, publisher = {Caribou Digital}, author = {Bailur, Savita and Donner, Jonathan and Locke, Chris and Schoemaker, Emrys and Smart, Charlotte}, year = {2015}, keywords = {IMPORTANT}, } @book{wenger_digital_2009, address = {Portland, OR}, title = {Digital habitats: stewarding technology for communities. {Chapter} 10 - {Action} {Book}}, isbn = {978-0-9825036-0-7}, shorttitle = {Digital habitats}, url = {https://docs.google.com/document/d/1ClBH0hRifzfT7PWe2SonqBAodCNWuSKGiBUMtnfziMk/edit?hl=en_US&pli=1}, language = {en}, publisher = {Cpsquare}, author = {Wenger, Etienne and White, Nancy and Smith, John D.}, year = {2009}, note = {OCLC: 602796157}, } @book{wenger_digital_2009, address = {Portland}, title = {Digital habitats: stewarding technology for communities}, isbn = {978-0-9825036-0-7}, shorttitle = {Digital habitats}, language = {eng}, publisher = {CPsquare}, author = {Wenger, Etienne and White, Nancy and Smith, John D.}, year = {2009}, note = {OCLC: 602796157}, } @inproceedings{bon_digital_2019, series = {{IFIP} {Advances} in {Information} and {Communication} {Technology}}, title = {Digital {Development}: {Elements} of a {Critical} {ICT4D} {Theory} and {Praxis}}, isbn = {978-3-030-19115-3}, shorttitle = {Digital {Development}}, abstract = {In recent years, critical research literature in ICT4D has grown. It is widely accepted that theory is to inform practice. However, the inverse directionality, practice informs theory, is much less present in ICT4D, including in critical research. In this paper, we discuss ways how ICT4D research and theory may be better informed by practice—in terms of (i) recognizing praxis-oriented research paradigms and integrating their results, (ii) development of foundational theories, (iii) critical analysis of ICT4D emerging policies, and (iv) positioning ICT4D in the wider development debate. This suggests several elements or directions in which critical research has the potential to push current boundaries of ICT4D in terms of content as well as relevance.}, language = {en}, booktitle = {Information and {Communication} {Technologies} for {Development}. {Strengthening} {Southern}-{Driven} {Cooperation} as a {Catalyst} for {ICT4D}}, publisher = {Springer International Publishing}, author = {Bon, Anna and Akkermans, Hans}, editor = {Nielsen, Petter and Kimaro, Honest Christopher}, year = {2019}, keywords = {Action research paradigm, Critical research, Network complexity theory, Principles for Digital Development}, pages = {26--38}, } @techreport{simon_digital_2017, address = {London}, title = {Digital {Democracy}: {The} {Tools} {Transforming} {Political} {Engagement}}, shorttitle = {Digital {Democracy}}, url = {http://www.nesta.org.uk/publications/digital-democracy-tools-transforming-political-engagement}, abstract = {This paper shares lessons from Nesta’s research into some of the pioneering innovations in digital democracy which are taking place across Europe and beyond}, urldate = {2017-03-24}, institution = {NESTA}, author = {Simon, Julie and Bass, Theo and Boelman, Victoria and Mulgan, Geoff}, month = feb, year = {2017}, } @misc{siddiki_digital_2022, type = {Association for {Progressive} {Communications}}, title = {Digital authoritarianism in {Bangladesh}: {Weaponising} a draconian law to silence dissent in the pandemic era {\textbar} {Association} for {Progressive} {Communications}}, url = {https://www.apc.org/en/news/digital-authoritarianism-bangladesh-weaponising-draconian-law-silence-dissent-pandemic-era}, urldate = {2024-01-03}, author = {Siddiki, Zayed}, month = sep, year = {2022}, } @article{dearing_diffusion_2018, title = {Diffusion {Of} {Innovations} {Theory}, {Principles}, {And} {Practice}}, volume = {37}, issn = {0278-2715}, url = {https://www.healthaffairs.org/doi/10.1377/hlthaff.2017.1104}, doi = {10.1377/hlthaff.2017.1104}, abstract = {Aspects of the research and practice paradigm known as the diffusion of innovations are applicable to the complex context of health care, for both explanatory and interventionist purposes. This article answers the question, “What is diffusion?” by identifying the parameters of diffusion processes: what they are, how they operate, and why worthy innovations in health care do not spread more rapidly. We clarify how the diffusion of innovations is related to processes of dissemination and implementation, sustainability, improvement activity, and scale-up, and we suggest the diffusion principles that can be readily used in the design of interventions.}, number = {2}, urldate = {2023-01-13}, journal = {Health Affairs}, author = {Dearing, James W. and Cox, Jeffrey G.}, month = feb, year = {2018}, note = {Publisher: Health Affairs}, pages = {183--190}, } @book{rogers_diffusion_2003, address = {New York}, edition = {5th edition}, title = {Diffusion of {Innovations}, 5th {Edition}}, isbn = {978-0-7432-2209-9}, abstract = {Now in its fifth edition, Diffusion of Innovations is a classic work on the spread of new ideas.In this renowned book, Everett M. Rogers, professor and chair of the Department of Communication \& Journalism at the University of New Mexico, explains how new ideas spread via communication channels over time. Such innovations are initially perceived as uncertain and even risky. To overcome this uncertainty, most people seek out others like themselves who have already adopted the new idea. Thus the diffusion process consists of a few individuals who first adopt an innovation, then spread the word among their circle of acquaintances—a process which typically takes months or years. But there are exceptions: use of the Internet in the 1990s, for example, may have spread more rapidly than any other innovation in the history of humankind. Furthermore, the Internet is changing the very nature of diffusion by decreasing the importance of physical distance between people. The fifth edition addresses the spread of the Internet, and how it has transformed the way human beings communicate and adopt new ideas.}, language = {English}, publisher = {Free Press}, author = {Rogers, Everett M.}, month = aug, year = {2003}, } @book{rogers_diffusion_1962, title = {Diffusion of {Innovations}}, isbn = {978-0-598-41104-4}, abstract = {Traditions of research on diffusion; Culture, norms, and diffusion; The adoption process; Characteristics of the innovation; Adopter categories; Innovators as deviants: in step with a different drummer; Opinion leaders and the flow of ideas; The role of the change agent and the consequences of innovation; Predicting innovativeness; Toward a theory of the diffusion and adoption of innovations.}, language = {en}, publisher = {Free Press of Glencoe}, author = {Rogers, Everett M.}, year = {1962}, } @misc{king_different_2023, type = {Substack newsletter}, title = {Different kinds of rubrics}, url = {https://juliankingnz.substack.com/p/different-kinds-of-rubrics}, abstract = {Generic, analytic, holistic, orbic, asterisc, escalieric, cephalopodic}, urldate = {2023-07-26}, journal = {Evaluation and Value for Money}, author = {King, Julian}, month = jul, year = {2023}, } @book{bushe_dialogic_2015, address = {Oakland}, title = {Dialogic {Organization} {Development}: {The} {Theory} and {Practice} of {Transformational} {Change}}, isbn = {978-1-62656-404-6}, shorttitle = {Dialogic {Organization} {Development}}, abstract = {Dialogic Organization Development is a compelling alternative to the classical action research approach to planned change. Organizations are seen as fluid,socially constructed realities that are continuously created through conversations and images change happens when those conversations and images change. Leaders and consultants can help foster, support, or accelerate the emergence of transformational possibilities by encouraging disruptions to taken-for-granted ways of thinking and acting and the use of generative images to stimulate new organizational conversations and narratives. Dialogic OD is a different mindset, but it s also the previously unrecognized underpinning of such diverse change methods as Appreciative Inquiry, the Art of Convening, Future Search, and many more.}, language = {English}, publisher = {EDS Publications Ltd.}, author = {Bushe, Gervase R.}, editor = {Marshak, Robert J.}, month = jul, year = {2015}, } @techreport{dfid_dfid_2019, address = {London}, title = {{DFID} {Smart} {Rules}: {Better} {Programme} {Delivery} - version {X} (2019.01)}, shorttitle = {{DFID} {Smart} {Rules}}, url = {https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/779532/Smart-Rules-External-Jan19.pdf}, urldate = {2019-05-16}, institution = {DFID}, author = {DFID}, year = {2019}, } @techreport{dfid_dfid_2017, address = {London}, title = {{DFID} {Smart} {Rules}: {Better} {Programme} {Delivery} - version {VIII} (2018.04)}, shorttitle = {{DFID} {Smart} {Rules}}, url = {https://www.gov.uk/government/publications/dfid-smart-rules-better-programme-delivery}, abstract = {Smart Rules provide the operating framework for the Department for International Development’s (DFID’s) programmes.}, urldate = {2017-06-09}, institution = {DFID}, author = {DFID}, year = {2017}, keywords = {IMPORTANT, Practice}, } @techreport{dfid_dfid_2017, address = {London}, title = {{DFID} {Smart} {Rules}: {Better} {Programme} {Delivery} - version {VII} (2017.04)}, shorttitle = {{DFID} {Smart} {Rules}}, url = {https://www.gov.uk/government/publications/dfid-smart-rules-better-programme-delivery}, abstract = {Smart Rules provide the operating framework for the Department for International Development’s (DFID’s) programmes.}, urldate = {2017-06-09}, institution = {DFID}, author = {DFID}, year = {2017}, keywords = {IMPORTANT, Practice}, } @techreport{dfid_dfid_2016, title = {{DFID} {Smart} {Rules}: {Better} {Programme} {Delivery} - version {VI} (2016.10)}, shorttitle = {{DFID} {Smart} {Rules}}, url = {https://www.gov.uk/government/publications/dfid-smart-rules-better-programme-delivery}, abstract = {Smart Rules provide the operating framework for the Department for International Development’s (DFID’s) programmes.}, urldate = {2016-09-07}, institution = {DFID}, author = {DFID}, month = oct, year = {2016}, keywords = {IMPORTANT, Practice}, } @techreport{icai_dfids_2019, address = {London}, title = {{DFID}’s partnerships with civil society organisations - {A} performance review}, url = {https://icai.independent.gov.uk/report/csos/}, abstract = {DFID values civil society organisations (CSOs), but its funding and partnership practices do not fully support the long-term health of the civil society sector.}, language = {en-GB}, urldate = {2019-05-15}, institution = {Independent Commission for Aid Impact (ICAI)}, author = {ICAI}, month = apr, year = {2019}, } @techreport{icai_dfids_2018, address = {London}, title = {{DFID}’s approach to value for money in programme and portfolio management}, url = {https://icai.independent.gov.uk/report/value-for-money/}, abstract = {ICAI published this review on DFID’s approach to value for money in February 2018, and as value for money is both a process and an outcome and cuts across all aspects of DFID’s operations, did not score this review. We made five recommendations and published a follow-up to this review in July 2019. All UK government departments are required to achieve value for money in their use of public funds. In recent years, DFID has been working to build value for money considerations further into its management processes and its relationships with implementers and multilateral partners, establishing itself as a global champion on value for money. Review This review was published in February. Though it was not rated, ICAI made five recommendations, and found that the Department for International Development’s approach to value for money was helping to make UK aid spending go further, but improvements are still needed. Findings This review found that DFID has strengthened its processes and systems for ensuring it gains maximum value for each pound spent, has taken swift remedial action to tackle under-performing programmes, and has become a strong global champion on value for money. The review also found that DFID has been diligent in its efforts to cut waste, detect fraud, and improve efficiency, and that this work is improving the return on the UK investment in aid. However, the review found that DFID’s approach was not adequately reporting and capturing results and value for money at the country portfolio level, or how programmes work together to deliver lasting impact, including reducing future dependency on aid. It also found that weakness in the annual review process could undermine DFID’s approach to value for money. It found that targets were frequently revised, and that there could be pressures for optimistic scoring of programmes. Recommendations Based on this review, we made the following five recommendations to help DFID improve its approach to value for money still further: DFID country offices should articulate cross-cutting value for money objectives at the country portfolio level, and should report periodically on progress at that level. Drawing on its experience with introducing adaptive programming, DFID should encourage programmes to experiment with different ways of delivering results more cost-effectively, particularly for more complex programming. DFID should ensure that principles of development effectiveness – such as ensuring partner country leadership, building national capacity and empowering beneficiaries – are more explicit in its value for money approach. Programmes should reflect these principles in their value for money frameworks, and where appropriate incorporate qualitative indicators of progress at that level. DFID should be more explicit about the assumptions underlying the economic case in its business cases, and ensure that these are taken into account in programme monitoring. Delivery plans should specify points in the programme cycle when the economic case should be fully reassessed. Senior responsible owners should also determine whether a reassessment is needed following material changes in the programme, results targets or context. Annual review scores should include an assessment of whether programmes are likely to achieve their intended outcomes in a cost-effective way. DFID should consider introducing further quality assurance into the setting and adjustment of logframe targets.}, language = {en-GB}, urldate = {2019-03-12}, institution = {Independent Commission for Aid Impact (ICAI)}, author = {ICAI}, month = feb, year = {2018}, } @techreport{icai_dfids_2015, address = {London}, title = {{DFID}’s approach to delivering impact}, url = {https://icai.independent.gov.uk/report/dfids-approach-to-delivering-impact/}, abstract = {UK aid, at its best, makes a real and positive difference to the lives and livelihoods of poor people around the world. Ensuring the best possible performance across a large and multifaceted aid programme is, however, a complex management challenge. This report reviews ICAI’s previous 44 reports and looks at how well DFID ensures positive, long-term, transformative impact across its work.}, language = {en-GB}, number = {Report 45}, urldate = {2019-03-12}, institution = {Independent Commission for Aid Impact (ICAI)}, author = {ICAI}, month = jun, year = {2015}, } @techreport{dfid_dfid_2017, title = {{DFID} {Data} {Disaggregation} {Action} {Plan}: {Better} {Data} for {Better} {Lives}}, url = {https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/582315/Data-disaggregation-action-plan-Jan-2017.pdf}, author = {{DFID}}, year = {2017}, } @techreport{usaid_developmental_2017, address = {Washington DC}, title = {Developmental {Evaluation} in {Practice}: {Tips}, {Tools}, and {Templates}}, url = {https://wdi.umich.edu/wp-content/uploads/USAID-DEPA-MERL-Developmental-Evaluation-in-Practice-Tips-Tools-and-Templates.pdf}, urldate = {2019-02-15}, institution = {USAID}, author = {USAID}, month = sep, year = {2017}, } @techreport{baylor_developmental_2019, title = {Developmental {Evaluation}: {How} {Barriers} \& {Enablers} {Emerge} {Over} {Time}}, language = {en}, institution = {USAID}, author = {Baylor, Rebecca and Fatehi, Y. K. and Esper, H.}, year = {2019}, pages = {6}, } @article{lawrence_developmental_2018, title = {Developmental evaluation: {Bridging} the gaps between proposal, program, and practice , {Developmental} evaluation: {Bridging} the gaps between proposal, program, and practice}, volume = {24}, issn = {1356-3890}, shorttitle = {Developmental evaluation}, url = {https://doi.org/10.1177/1356389017749276}, doi = {10.1177/1356389017749276}, abstract = {Developmental evaluation supports grant-funded initiatives seeking innovation and change. Programs born from aspirational grant language and plans often need guidance as they work toward creating workable models for social innovation. This article describes the challenge of designing and implementing complex programs and presents a case that illustrates how a program moves from proposal to practice. The Massachusetts Charter Public School Association Capacity Building Network is a complex intervention, funded by the US federal government, aimed at raising school capacity to serve students with disabilities and English language learners. Developmental evaluation served to bridge the gaps between an aspirational proposal, an ambitious and ambiguous program plan, and emerging practices to serve this population of students. Jointly reviewing our experience in this developmental evaluation, the evaluation team and a program director share important thematic lessons learned about the developmental evaluation approach., Developmental evaluation supports grant-funded initiatives seeking innovation and change. Programs born from aspirational grant language and plans often need guidance as they work toward creating workable models for social innovation. This article describes the challenge of designing and implementing complex programs and presents a case that illustrates how a program moves from proposal to practice. The Massachusetts Charter Public School Association Capacity Building Network is a complex intervention, funded by the US federal government, aimed at raising school capacity to serve students with disabilities and English language learners. Developmental evaluation served to bridge the gaps between an aspirational proposal, an ambitious and ambiguous program plan, and emerging practices to serve this population of students. Jointly reviewing our experience in this developmental evaluation, the evaluation team and a program director share important thematic lessons learned about the developmental evaluation approach.}, language = {en}, number = {1}, urldate = {2018-07-27}, journal = {Evaluation}, author = {Lawrence, Rachael B. and Rallis, Sharon F. and Davis, Laura C. and Harrington, Karen}, month = jan, year = {2018}, pages = {69--83}, } @book{patton_developmental_2010, address = {New York}, edition = {1 edition}, title = {Developmental {Evaluation}: {Applying} {Complexity} {Concepts} to {Enhance} {Innovation} and {Use}}, isbn = {978-1-60623-872-1}, shorttitle = {Developmental {Evaluation}}, abstract = {Developmental evaluation (DE) offers a powerful approach to monitoring and supporting social innovations by working in partnership with program decision makers. In this book, eminent authority Michael Quinn Patton shows how to conduct evaluations within a DE framework. Patton draws on insights about complex dynamic systems, uncertainty, nonlinearity, and emergence. He illustrates how DE can be used for a range of purposes: ongoing program development, adapting effective principles of practice to local contexts, generating innovations and taking them to scale, and facilitating rapid response in crisis situations. Students and practicing evaluators will appreciate the book's extensive case examples and stories, cartoons, clear writing style, "closer look" sidebars, and summary tables. Provided is essential guidance for making evaluations useful, practical, and credible in support of social change.See also Developmental Evaluation Exemplars, edited by Michael Quinn Patton, Kate McKegg, and Nan Wehipeihana, which presents 12 in-depth case studies.}, language = {English}, publisher = {Guilford Press}, author = {Patton, Michael Quinn}, month = aug, year = {2010}, keywords = {Evaluation, Measurement, Organizational effectiveness, Project management}, } @misc{better_evaluation_developmental_nodate, title = {Developmental {Evaluation}}, url = {https://www.betterevaluation.org/en/plan/approach/developmental_evaluation}, abstract = {Developmental Evaluation (DE) is an evaluation approach that can assist social innovators develop social change initiatives in complex or uncertain environments. DE originators liken their approach to the role of research \& development in the private sector product development process because it facilitates real-time, or close to real-time, feedback to program staff thus facilitating a continuous development loop. Michael Quinn Patton is careful to describe this approach as one choice that is responsive to context. This approach is not intended as the solution to every situation. Development evaluation is particularly suited to innovation, radical program re-design, replication, complex issues, crises In these situations, DE can help by: framing concepts, test quick iterations, tracking developments, surfacing issues. This description is from Patton (2010) Developmental Evaluation. Applying Complexity Concepts to Enhance Innovation and Use... "Developmental Evaluation supports innovation development to guide adaptation to emergent and dynamic realities in complex environments. Innovations can take the form of new projects, programs, products, organizational changes, policy reforms, and system interventions. A complex system is characterized by a large number of interacting and interdependent elements in which there is no central control. Patterns of change emerge from rapid, real time interactions that generate learning, evolution, and development – if one is paying attention and knows how to observe and capture the important and emergent patterns. Complex environments for social interventions and innovations are those in which what to do to solve problems is uncertain and key stakeholders are in conflict about how to proceed."}, urldate = {2018-10-13}, journal = {Better Evaluation}, author = {Better Evaluation}, } @article{patton_developmental_2006, title = {Developmental {Evaluation}}, url = {https://www.scribd.com/document/8233067/Michael-Quinn-Patton-Developmental-Evaluation-2006}, number = {Spring}, urldate = {2018-10-13}, journal = {The Nonprofit Quarterly}, author = {Patton, Michael Quinn}, year = {2006}, pages = {6}, } @misc{tamarack_community_developmental_2012, title = {Developmental {Evaluation}}, url = {http://www.tamarackcommunity.ca/library/developmental-evaluation-diagnostic-checklist}, abstract = {This webpage from Tamarack Community provides links to audio files of an interview between Mark Cabaj and Michael Patton in which they discuss the topic of development evaluation. This is an "approach that has proven particularly useful and effective at addressing the unique challenges of evaluating the real nature of community change work. Learning Objectives: To deepen appreciation for the role of evaluation and evaluation thinking To explore the distinctions between various types of evaluation To understand more about developmental evaluation and its use To investigate concepts, tools and resources available to support working with developmental evaluation methods" (Tamarack Community)}, urldate = {2018-10-13}, author = {{Tamarack Community}}, year = {2012}, } @book{hirschman_development_1967, address = {Washington, DC}, title = {Development {Projects} {Observed}}, isbn = {978-0-8157-3651-6}, abstract = {The experience accumulated in the wake of more than two decades of sustained effort to promote growth and change in the low-income countries presents a rich field for scholarly inquiry and new insights into the development process. The success and failures of such projects, the new skills and attitudes they impart, and the internal tensions they sometimes generate obviously have an important bearing on the next stages of a county's development effort. Yet little has become known about these truly formative experiences which are due to the behavior —and misbehavior —of development projects. In this recent volume, Professor Albert O. Hirschman turns his attention to the ways in which decision making is molded, activated, or hampered by the specific nature of the project that is undertaken; for example, the establishment and operation of a pulp and paper mill in east Pakistan, an irrigation project in Peru, railway expansion in Nigeria, and other development undertakings. In some parts of the present inquiry Hirschman elaborates on his earlier writings in this series; and occasionally, he qualifies or modifies his previous conclusions; the bulk of the study explores new territory.}, language = {English}, publisher = {Brookings Institution}, author = {Hirschman, Albert O.}, year = {1967}, } @book{rondinelli_development_1983, address = {London}, title = {Development {Projects} as {Policy} {Experiments}: {An} {Adaptive} {Approach} to {Development} {Administration}}, shorttitle = {Development {Projects} as {Policy} {Experiments}}, abstract = {International assistance programmes for developing countries are in urgent need of revision. Continuous testing and verification is required if development activity is to cope effectively with the uncertainty and complexity of the development process. This examines the alternatives and offers an approach which focuses on strategic planning, administrative procedures that facilitate innovation, responsiveness and experimentation, and on decision-making processes that join learning with action. A useful text for academics and practitioners in development studies, geography and sociology.}, publisher = {Methuen}, author = {Rondinelli, Dennis A.}, year = {1983}, } @incollection{ton_development_2021, title = {Development {Policy} and {Impact} {Evaluation}: {Learning} and {Accountability} in {Private} {Sector} {Development}}, isbn = {978-1-83910-086-4}, shorttitle = {Development {Policy} and {Impact} {Evaluation}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/16926}, abstract = {There is broad recognition of the challenges in evaluating policy and programmes on their contribution to sustainable development. Impact evaluations of PSD programmes are carried out at the behest of a particular configuration of interest groups with different expectations. Some groups want to know whether a programme has worked, others want to know how to do these programmes better, others fear that PSD programmes might result in sub-optimal or adverse development outcomes in recipient countries, and some want to be sure that the programme benefits the private sector in the donors' domestic economies. This chapter discusses these with reference to private sector development programmes and explores how contribution analysis, which is a structured stepwise process of theory-based evaluation, can address these challenges and generate findings to improve learning and accountability.}, language = {en}, urldate = {2021-12-17}, booktitle = {Handbook of {Development} {Policy}}, publisher = {Edward Elgar Publishing Limited}, author = {Ton, Giel}, month = sep, year = {2021}, doi = {10.4337/9781839100871}, note = {Accepted: 2021-11-05T12:43:15Z Journal Abbreviation: Chapter 33: Development policy and impact evaluation: learning and accountability in private sector development}, } @article{haikin_development_2017, title = {Development is {Going} {Digital}: {What} is the role of {INGOs}? {ICT} for {Development} programmes in the {Horn}, {East} and {Central} {Africa}}, shorttitle = {Development is {Going} {Digital}}, url = {http://policy-practice.oxfam.org.uk/publications/development-is-going-digital-what-is-the-role-of-ingos-ict-for-development-prog-620193}, abstract = {Development is going digital and INGOs like Oxfam have a vital convening role to play. This paper draws on ICT for Development in Oxfam’s programmes in the Horn, East and Central Africa to consider what this role is.  In order to realise the opportunities}, urldate = {2017-02-23}, journal = {Policy \& Practice}, author = {Haikin, Matt and Flatters, George}, month = feb, year = {2017}, } @misc{ramalingam_development_2015, title = {Development innovation: {Taking} the high road}, shorttitle = {Development innovation}, url = {http://www.nesta.org.uk/blog/development-innovation-taking-high-road}, abstract = {In part two of his blog on the challenges facing development innovation, Ben Ramalingam suggests how we might take the ‘high road’ to bring about long-lasting and meaningful innovation in the sector.}, urldate = {2017-06-29}, journal = {Nesta}, author = {Ramalingam, Ben}, month = apr, year = {2015}, } @misc{ramalingam_development_2015, title = {Development innovation: {Fad}, silo or catalyst?}, shorttitle = {Development innovation}, url = {http://www.nesta.org.uk/blog/development-innovation-fad-silo-or-catalyst}, abstract = {In the first of a two-part blog piece, Ben Ramalingam, affiliate of the Overseas Development Institute / Institute of Development Studies, discusses the challenges of implementing innovation in to the development sector - from keeping expectations realistic to managing the innovation process and assessing impact and value.}, urldate = {2017-06-29}, journal = {Nesta}, author = {Ramalingam, Ben}, month = mar, year = {2015}, } @misc{development_gateway_development_nodate, title = {Development {Gateway} website}, shorttitle = {Development {Gateway}}, url = {https://developmentgateway.org/}, abstract = {We create tools and design processes that help collect, analyze, visualize, and use data to support more effective, open, and engaging institutions.}, urldate = {2023-01-11}, journal = {Development Gateway: an IREX Venture}, author = {Development Gateway}, } @techreport{faustino_development_2014, title = {Development entrepreneurship: how donors and leaders can foster institutional change}, shorttitle = {Development entrepreneurship}, url = {http://www.odi.org/publications/9118-development-entrepreneurship}, abstract = {Various communities of practice have been established recently to advance the general idea of thinking and working politically in development agencies. This paper makes a contribution by describing the practice of what has been called development entrepreneurship and explaining some of the ideas from outside the field of development that have inspired it.}, number = {2}, urldate = {2016-03-23}, institution = {The Asia Foundation}, author = {Faustino, Jaime and Booth, David}, month = dec, year = {2014}, } @book{sims_development_2022, edition = {1st ed. 2023 edition}, title = {Development {Delusions} and {Contradictions}: {An} {Anatomy} of the {Foreign} {Aid} {Industry}}, isbn = {978-3-031-17769-9}, shorttitle = {Development {Delusions} and {Contradictions}}, abstract = {This book analyses the shortcomings of the Western development aid programme. Through exploring the evolution of aid over more than seven decades, development is examined as an industry with a variety of motives and actors. The driving forces and dynamics in the relationship between aid and economic development are highlighted in relation to faulty development structures and misaligned aims. With a particular focus on Egypt, radical questions are posed on how global aid and development can be improved, including how it can respond to the COVID-19 pandemic.This book aims to present an alternative aid framework to help overcome the dysfunctionality of the current international development system. It will be of interest to researchers and policymakers working within development economics and development policy.}, language = {English}, publisher = {Palgrave Macmillan}, author = {Sims, David}, month = dec, year = {2022}, } @book{mosse_development_1998, title = {Development as {Process}: {Concepts} and {Methods} for {Working} with {Complexity}}, isbn = {978-0-415-18605-6}, shorttitle = {Development as {Process}}, abstract = {Process" approaches to economic and social development appear to be more flexible and offer greater prospects of success than traditional "project" methods. Development as Process addresses the questions raised by the different natures of the two approaches. The authors examine development projects through experience in water resources development in India and in organizational learning by a Bangladeshi NGO. Inter-agency contexts are examined in the setting of an aquaculture project in Bangladesh and in the setting of agriculture and natural resources development in Rajisthan, India. Finally, the role of process monitoring is explained in the context of policy reform, with illustrations from forestry in India and land reform in Russia.}, language = {en}, publisher = {Routledge}, editor = {Mosse, David and Farrington, John and Rew, Alan}, year = {1998}, note = {Google-Books-ID: baVE8SzJkNMC}, keywords = {Demography, Economic Development, Sociology}, } @book{roper_development_2003, address = {Oxford}, title = {Development and the {Learning} {Organization}}, shorttitle = {Development and the {Learning} {Organization} by {Roper}, {Laura} et al, ({Eds}.)}, url = {https://www.abebooks.co.uk/Development-Learning-Organization-Roper-Laura-Eds/4210045944/bd}, publisher = {Oxfam Publications}, author = {Roper, Laura and Pettit, Jethro and Eade, Deborah}, year = {2003}, } @article{roper_development_2002, title = {Development and the {Learning} {Organisation}: {An} introduction}, volume = {12}, issn = {0961-4524}, shorttitle = {Development and the {Learning} {Organisation}}, url = {http://dx.doi.org/10.1080/0961450220149654}, doi = {10.1080/0961450220149654}, number = {3-4}, urldate = {2017-07-29}, journal = {Development in Practice}, author = {Roper, Laura and Pettit, Jethro}, month = aug, year = {2002}, pages = {258--271}, } @article{feinstein_development_2020, title = {Development and radical uncertainty}, volume = {30}, issn = {0961-4524}, url = {https://doi.org/10.1080/09614524.2020.1763258}, doi = {10.1080/09614524.2020.1763258}, abstract = {Development strategies, programmes and projects are designed making assumptions concerning several variables such as future prices of outputs and inputs, exchange rates and productivity growth. However, knowledge about the future is limited. Uncertainty prevails. The usual approach to deal with uncertainty is to reduce it to risk. Uncertainty is perceived as a negative factor that should and can be eliminated. This article presents an alternative approach which recognises that radical uncertainty is irreducible to risk, identifying a positive dimension of uncertainty and showing its implications for development practice.}, number = {8}, urldate = {2022-07-11}, journal = {Development in Practice}, author = {Feinstein, Osvaldo}, month = nov, year = {2020}, note = {Publisher: Routledge \_eprint: https://doi.org/10.1080/09614524.2020.1763258}, pages = {1105--1113}, } @book{carothers_development_2013, address = {Washington, DC}, title = {Development {Aid} {Confronts} {Politics}: {The} {Almost} {Revolution}}, isbn = {978-0-87003-400-8}, shorttitle = {Development {Aid} {Confronts} {Politics}}, url = {https://www.amazon.co.uk/Development-Aid-Confronts-Politics-Revolution/dp/0870034006}, abstract = {A new lens on development is changing the world of international aid. The overdue recognition that development in all sectors is an inherently political process is driving aid providers to try to learn how to think and act politically. Major donors are pursuing explicitly political goals alongside their traditional socioeconomic aims and introducing more politically informed methods throughout their work. Yet these changes face an array of external and internal obstacles, from heightened sensitivity on the part of many aid-receiving governments about foreign political interventionism to inflexible aid delivery mechanisms and entrenched technocratic preferences within many aid organizations. This pathbreaking book assesses the progress and pitfalls of the attempted politics revolution in development aid and charts a constructive way forward.}, language = {English}, publisher = {EDS Publications Ltd.}, author = {Carothers, Thomas and de Gramont, Diane}, month = apr, year = {2013}, } @misc{faciolince_development_2021, title = {'{Development}': {A} visual story of shifting power}, shorttitle = {'{Development}'}, url = {https://oxfamblogs.org/fp2p/development-a-visual-story-of-shifting-power/}, abstract = {The work of shifting power is fundamentally the work of changing our gaze. People act on how they see, and to change how we see, is to radically change how we act. By not exploring other forms of expressing, looking and creating, we’re limiting ourselves.  The development space is fixated on the written word. ... This exhibit, called “‘Development’: a visual story of shifting power”, tells the story of ‘development’, from its origin to its current challenge, from its contradictions to its possible horizons. Our guiding principles were the twin notions of decolonization and intersectionality: moving away from the unequal power structures that reinforce legacies of colonialism, and advancing explicitly anti-racist and feminist agendas.}, language = {en-GB}, urldate = {2021-03-23}, journal = {From Poverty to Power}, author = {Faciolince, Maria and Obando, Hansel}, month = mar, year = {2021}, } @article{bon_developing_2016, title = {Developing {ICT} {Services} in a {Low}-{Resource} {Development} {Context}}, volume = {9}, url = {https://www.researchgate.net/publication/308174287_Developing_ICT_Services_in_a_Low-Resource_Development_Context}, urldate = {2016-09-18}, journal = {Complex Systems Informatics and Modeling Quarterly}, author = {Bon, Anna and Akkermans, Hans and Gordijn, Jaap}, month = sep, year = {2016}, keywords = {IMPORTANT}, pages = {84--109}, } @techreport{mayne_developing_2018, title = {Developing and {Using} {Useful} {ToCs}}, url = {https://www.researchgate.net/publication/323868372_Developing_and_Using_Useful_ToCs}, abstract = {Developing useful theories of change (ToCs) for anintervention, especially complex interventions, is not straightforward nor something done in a couple of hourswith limited effort. Agreement is needed on a number of basic concepts and terms, key challenges need to be addressed, and there are numerous issues that need to be considered.Butthe effort is worth the investment of resources and time.Theory-based evaluation approaches need good ToCs.Some of the ideas here are discussed in the context of agricultural research for nutrition and health interventions by Mayne and Johnson (2015) (10) Developing and Using Useful ToCs. Available from: https://www.researchgate.net/publication/323868372\_Developing\_and\_Using\_Useful\_ToCs [accessed Jun 13 2018].}, language = {en}, urldate = {2018-06-13}, author = {Mayne, John}, month = mar, year = {2018}, } @article{vugteveen_developing_2015, title = {Developing an effective adaptive monitoring network to support integrated coastal management in a multiuser nature reserve}, volume = {20}, issn = {1708-3087}, url = {https://www.jstor.org/stable/26269760}, doi = {10.5751/ES-07228-200159}, abstract = {ABSTRACT. We elaborate the necessary conceptual and strategic elements for developing an effective adaptive monitoring network to support Integrated Coastal Management (ICM) in a multiuser nature reserve in the Dutch Wadden Sea Region. We discuss quality criteria and enabling actions essential to accomplish and sustain monitoring excellence to support ICM. The Wadden Sea Long-Term Ecosystem Research project (WaLTER) was initiated to develop an adaptive monitoring network and online data portal to better understand and support ICM in the Dutch Wadden Sea Region. Our comprehensive approach integrates ecological and socioeconomic data and links research-driven and policy-driven monitoring for system analysis using indicators of pressures, state, benefits, and responses. The approach and concepts we elaborated are transferable to other coastal regions to accomplish ICM in complex social-ecological systems in which scientists, multisectoral stakeholders, resource managers, and governmental representatives seek to balance long-term ecological, economic, and social objectives within natural limits.}, number = {1}, urldate = {2019-07-19}, journal = {Ecology and Society}, author = {Vugteveen, Pim and van Katwijk, Marieke M. and Rouwette, Etiënne and Lenders, H. J. Rob and Hanssen, Lucien}, year = {2015}, keywords = {IMPORTANT}, } @techreport{odonnell_developing_2023, address = {Edinburgh}, title = {Developing a {Systems} {Thinking} {Lens} for {Collective} {Leadership}}, url = {https://workforcescotland.wpcomstaging.com/wp-content/uploads/2023/03/873878_SCT0123759776-001_Collective-Leadership-Brochure_FINAL.pdf}, abstract = {Systems thinking approaches are gaining traction as an effective way of understanding and working with increasing complexity. They are being put forward by the Organisation for Economic Co-operation and Development as well as the World Health Organisation as a way to tackle the complex and unpredictable environments we now operate in. As the world has become increasingly interconnected, national or local boundaries cannot isolate and control social problems. The climate emergency, war and political instability have become everyday realities that accompany an ever-widening gap between those who have and control resources, and those who do not have enough to meet basic needs. The usual responses are becoming more and more ineffective; all interventions have unseen consequences or emergent properties that cannot be predicted using an inputoutput outcomes model. Designing interventions therefore requires a fresh lens to manage our way through turbulence and uncertainty. Most complex situations benefit from a complementary mix of a systematic (linear) decisive intervention as much as a systemic (whole-view) understanding of a proposed intervention. In this sense, adopting a systems thinking approach requires both framing the situation using a systems lens, as well as a commitment to take action and learn forward in realtime. When utilised in this way, a systems thinking lens complements rather than replaces traditional management tools. It draws on well-tested concepts and tools and relies on the systems leader to develop their practice, which includes the art of knowing what is needed and when. It is about threading traditional planning methods together with an understanding of the interrelationships, multiple perspectives and boundary judgements that influence the framing of a situation. It is becoming increasingly clear that effective leadership is embedded and invested: objective management science has no place in a world bound by interconnectedness and unintended consequences. Leaders are, as we shall see, an inherent part of both the problem and the proposed intervention. The purpose of this paper is to share some concepts informed by systems thinking to support you, as leaders in your organisations, to bring a systems-informed lens to your work. It puts you as a practitioner-leader at the centre of your own practice and encourages you to reflect critically on your positionality, as well as the lens you use to understand and intervene in complex issues. This paper has been developed on foot of training piloted with public service leaders in Scotland in the summer of 2022, and acts as an introduction to developing your systems literacy skills. While we are all born with a systems sensibility, many of us lose that sense of connectedness and interdependence with the world as we grow up. This paper acts as a prompt to bring a complexity informed approach to your work practice. It also contains some pointers for further resources and tools that may support your learning.}, language = {en}, urldate = {2023-05-22}, institution = {Collective Leadership for Scotland}, author = {O’Donnell, Joan}, year = {2023}, } @techreport{roughly_developing_2009, title = {Developing a performance story report: user guide}, url = {http://nrmonline.nrm.gov.au/downloads/mql:2162/content}, abstract = {This report is a nuts and bolts guide to developing a Collaborative Outcomes Report (COR)/ Performance Story Report (PSR) produced by the Australian Government and Jess Dart. It includes practical tips, step-by-step process guides and definitions of key concepts surrounding these approaches.}, urldate = {2018-10-13}, institution = {Commonwealth of Australia}, author = {Roughly, A. and Dart, J.}, year = {2009}, } @inproceedings{escobar_desired_2012, address = {Madrid}, title = {Desired and unwanted: {Policy} work by participation practitioners}, shorttitle = {Desired and unwanted}, url = {http://www.academia.edu/1836480/Desired_and_unwanted_Policy_work_by_participation_practitioners}, abstract = {"This paper presents findings from doctoral research in a Scottish Local Authority Area, where I am developing an interpretive ethnography of ‘the work of participation’ (cf. Colebatch, 2005c, 2006). My focus is on engagement practitioners:}, urldate = {2013-07-23}, author = {Escobar, Óliver}, month = jul, year = {2012}, keywords = {Academia, Biology, Computer Science, Earth Sciences, Geography, History, Law, Math, Medicine, Philosophy, Physics, Political science, Psychology, Religion, Research, economics, universities}, } @book{wahl_designing_2016, address = {Axminster}, title = {Designing {Regenerative} {Cultures}}, isbn = {978-1-909470-77-4}, abstract = {This is a 'Whole Earth Catalog' for the 21st century: an impressive and wide-ranging analysis of what's wrong with our societies, organizations, ideologies, worldviews and cultures - and how to put them right. The book covers the finance system, agriculture, design, ecology, economy, sustainability, organizations and society at large. In this remarkable book, Daniel Wahl explores ways in which we can reframe and understand the crises that we currently face, and he explores how we can live our way into the future. Moving from patterns of thinking and believing to our practice of education, design and community living, he systematically shows how we can stop chasing the mirage of certainty and control in a complex and unpredictable world. The book asks how can we collaborate in the creation of diverse regenerative cultures adapted to the unique biocultural conditions of place? How can we create conditions conducive to life? *** "This book is a valuable contribution to the important discussion of the worldview and value system we need to redesign our businesses, economies, and technologies - in fact, our entire culture - so as to make them regenerative rather than destructive." --Fritjof Capra, author of The Web of Life, co-author of The Systems View of Life: A Unifying Vision *** "This is an excellent addition to the literature on ecological design and it will certainly form a keystone in the foundations of the new MA in Ecological Design Thinking at Schumacher College, Devon. It not only contains a wealth of ideas on what Dr Wahl has termed 'Designing Regenerative Cultures' but what is probably more important, it provides some stimulating new ways of looking at persistent problems in our contemporary culture and hence opens up new ways of thinking and acting in the future." -- Seaton Baxter OBE, Prof. in Ecological Design Thinking, Schumacher College, UK [Subject: Systems Thinking, Education, Social Anthropology, Environmentalism, Ecology, Regenerative Culture, Sociology]}, language = {English}, publisher = {Triarchy Press Ltd}, author = {Wahl, Daniel Christian}, month = may, year = {2016}, } @techreport{tops_designing_2013, address = {Washington DC}, title = {Designing {Participatory} {Meetings} and {Brownbags}: {A} {TOPS} {Quick} {Guide} to {Linking} {Development} {Practitioners}}, url = {https://usaidlearninglab.org/library/designing-participatory-meetings-and-brownbags}, abstract = {Visit this resource for ideas on designing meetings and brownbags that are engaging and build inopportunities for participant dialogue.}, language = {en}, urldate = {2018-12-19}, institution = {Technical and Operational Performance Support Program, USAID}, author = {TOPS}, month = sep, year = {2013}, } @techreport{fos_designing_2019, title = {Designing {Monitoring} and {Evaluation} {Approaches} for {Learning} {An} {FOS} {How}-{To} {Guide}}, url = {http://www.fosonline.org/wordpress/wp-content/uploads/2019/02/FOS-ME-Design-How-to-Guide-v.-2019-02.pdf}, urldate = {2019-02-25}, institution = {FOS}, author = {FOS}, month = feb, year = {2019}, } @techreport{nesta_designing_2016, address = {London}, title = {Designing for {Public} {Services}}, url = {http://www.designforeurope.eu/news-opinion/designing-public-services-practical-guide-nesta-ideo}, urldate = {2018-10-03}, institution = {Nesta/IDEO}, author = {Nesta}, month = nov, year = {2016}, } @misc{folsom_designing_2023, title = {Designing \& {Facilitating} {Collaborative} {Learning} {Networks}. {A} toolkit}, url = {https://r4d.org/collaborativelearningtoolkit/}, abstract = {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 approaches to technical assistance — centers the expertise of local change agents and captures the valuable tacit knowledge of practitioners to advance systems change. This toolkit synthesizes lessons, tips, and tools accumulated from more than a decade of experience designing and facilitating over 20 Collaborative Learning Networks. The lead author was Amanda Folsom, Senior Program Director and Collaborative Learning Practice Lead, Results for Development (R4D). The toolkit benefited from the contributions of many R4D colleagues, including Katie Bowman, Cheryl Cashin, Tanya Jones, Gina Lagomarsino, Agnes Munyua, Maria Jose Pastor, and Abeba Taddese. R4D has not done this alone. The lessons and examples are drawn from our work with many network partners from the Joint Learning Network for Universal Health Coverage (JLN), Linked Immunisation Action Network (Linked), Health Systems Strengthening Accelerator, Strategic Purchasing Africa Resource Center (SPARC), the Primary Health Care Performance Initiative (PHCPI), the Partnership for Evidence and Equity in Responsive Social Systems (PEERSS), and the School Action Learning Exchange (SALEX), to name a few. We are grateful for the thought partnership and support of our partners and funders, including the Bill \& Melinda Gates Foundation, Gavi, Hewlett Foundation, Jacobs Foundation, Rockefeller Foundation, USAID, and World Bank.}, language = {en-US}, urldate = {2023-10-02}, journal = {Results for Development}, author = {Folsom, Amanda}, year = {2023}, } @techreport{apgar_designing_2022, address = {Brighton}, title = {Designing {Contribution} {Analysis} of {Participatory} {Programming} to {Tackle} the {Worst} {Forms} of {Child} {Labour}}, copyright = {http://creativecommons.org/licenses/by/4.0/}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17603}, abstract = {This Research and Evidence Paper presents the theory-based and participatory evaluation design of the Child Labour: Action-Research- Innovation in South and South-Eastern Asia (CLARISSA) programme. The evaluation is embedded in emergent Participatory Action Research with children and other stakeholders to address the drivers of the worst forms of child labour (WFCL). The report describes the use of contribution analysis as an overarching approach, with its emphasis on crafting, nesting and iteratively reflecting on causal theories of change. It illustrates how hierarchically-nested impact pathways lead to specific evaluation questions and mixing different evaluation methods in response to these questions, critical assumptions, and agreement on causal mechanisms to be examined in depth. It also illustrates how realist evaluation can be combined with contribution analysis to deeply investigate specific causal links in the theory of change. It reflects on learning from the use of causal hotspots as a vehicle for mixing methods. It offers considerations on how to navigate relationships and operational trade-offs in making methodological choices to build robust and credible evidence on how, for whom, and under what conditions participatory programming can work to address complex problems such as child labour.}, language = {en}, number = {2}, urldate = {2024-02-01}, institution = {Institute of Development Studies}, author = {Apgar, Marina and Snijder, Mieke and Prieto Martin, Pedro and Ton, Giel and Macleod, Shona and Kakri, Shanta and Paul, Sukanta}, month = aug, year = {2022}, note = {Accepted: 2022-08-18T11:05:51Z Publisher: Institute of Development Studies}, } @techreport{burns_designing_2021, address = {Brighton}, title = {Designing a {Participatory} {Programme} at {Scale}: {Phases} 1 and 2 of the {CLARISSA} {Programme} on {Worst} {Forms} of {Child} {Labour}}, copyright = {http://creativecommons.org/licenses/by/4.0/}, shorttitle = {Designing a {Participatory} {Programme} at {Scale}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/16730}, abstract = {CLARISSA (Child Labour: Action-Research-Innovation in South and South-Eastern Asia) is a large-scale Participatory Action Research programme which aims to identify, evidence, and promote effective multi-stakeholder action to tackle the drivers of the worst forms of child labour in selected supply chains in Bangladesh, Nepal, and Myanmar. CLARISSA places a particular focus on participants’ own ‘agency’. In other words, participants’ ability to understand the situation they face, and to develop and take actions in response to them. Most of CLARISSA’s participants are children. This document shares the design and overarching methodology of the CLARISSA programme, which was co-developed with all consortium partners during and since the co-generation phase of the programme (September 2018–June 2020). The immediate audience is the CLARISSA programme implementation teams, plus the Foreign, Commonwealth \& Development Office (FCDO). This design document is also a useful reference point for other programmes trying to build large-scale participatory processes. It provides a clear overview of the CLARISSA programmatic approach, the design, and how it is being operationalised in context.}, language = {en}, number = {7}, urldate = {2023-01-10}, institution = {Institute of Development Studies}, author = {Burns, Danny and Apgar, Marina and Raw, Anna}, month = jul, year = {2021}, doi = {10.19088/CLARISSA.2021.004}, } @book{plattner_design_2011, address = {Berlin}, series = {Understanding innovation}, title = {Design thinking: understand - improve - apply}, isbn = {978-3-642-13756-3 978-3-642-13757-0}, shorttitle = {Design thinking}, abstract = {"In this book, the researchers take a system's view that begins with a demand for deep, evidence-based understanding of design thinking phenomena. They continue with an exploration of tools which can help improve the adaptive expertise needed for design thinking. The final part of the book concerns design thinking in information technology and its relevance for business process modeling and agile software development, i.e. real world creation and deployment of products, services, and enterprise systems"--Cover}, language = {eng}, publisher = {Springer}, editor = {Plattner, Hasso and Meinel, Christoph and Leifer, Larry}, year = {2011}, keywords = {Creative ability in business, Creative thinking, Designer, Industrial management, Innovation, Organizational change, Product development, System design, Technological innovations}, } @misc{dfid_design_2016, title = {Design {Thinking} is not enough – {Innovate} {DFID}}, url = {https://medium.com/@InnovateDFID/design-thinking-is-not-enough-526c4c56182}, abstract = {By Tamara Giltsoff}, urldate = {2016-11-14}, journal = {Medium}, author = {DFID, Innovate}, month = oct, year = {2016}, } @article{brown_design_2010, title = {Design {Thinking} for {Social} {Innovation}}, url = {https://ssir.org/articles/entry/design_thinking_for_social_innovation}, abstract = {Designers have traditionally focused on enhancing the look and functionality of products. Recently, they have begun using design techniques to tackle more complex problems, such as finding ways to provide low-cost healthcare throughout the world. Businesses were the first to embrace this new approach—called design thinking—and nonprofits are beginning to adopt it too.}, number = {Winter}, journal = {Stanford Social Innovation Review}, author = {Brown, Tim and Wyatt, Jocelyn}, year = {2010}, } @book{rowe_design_1987, address = {Cambridge}, title = {Design thinking}, isbn = {978-0-262-68067-7}, publisher = {The MIT Press}, author = {Rowe, Peter G.}, year = {1987}, } @inproceedings{kanya_design_2013, address = {Cape Town}, title = {Design reality gap issues within an {ICT4D} project: an assessment of {Jigawa} {State} {Community} {Computer} {Center}}, shorttitle = {Design reality gap issues within an {ICT4D} project}, url = {http://eprints.port.ac.uk/15321/}, abstract = {This paper evaluates the Jigawa State Government Community Computer centre project using the design reality gap framework. The purpose of this was to analyse the shortfall between design expectations and implementation realities, in order to find out the current situation of the project. Furthermore to analyse whether it would meet the key stakeholder’s expectation. The Majority of Government ICT Projects is classified as either failure or partial failure. Our research will underpin a case study of Jigawa State Community Computer centre project. To support our argument we conducted a qualitative case study in which we conducted two interviews, and a survey to find out the current status of the project. Our findings indicated that the project can be classified as a partial failure because few of the centres, operating in some areas of the community, offered socio-economic advancement. Our results also indicated that the project design reality gap is quite significant. This gap occurred due to poor planning and implementation of the project. Our research reveals several challenges that could impact upon the successfulness of the project provide a foundation for further research and add to existing literature. The challenges associated with the project we identify include poor state of power supply, lack of community engagement during the project planning and implementation, lack of commitment from the Local Government Administration. Our research has potential in adding ICT4D literature, reveals how ICT4D project evaluation can be carried out using design reality gap framework and provides guideline for policy makers.}, urldate = {2016-05-09}, author = {Kanya, Rislana Abdulazeez and Good, Alice}, year = {2013}, } @article{junginger_design_2009, title = {Design in the {Organization}: {Parts} and {Wholes}}, issn = {2000-639X}, shorttitle = {Design in the {Organization}}, abstract = {Inroduces the stages of adoption of Design in organizations, with a visual tool.}, journal = {Research Design Journal}, author = {Junginger, Sabine}, month = feb, year = {2009}, pages = {23--29}, } @article{meyer_design_2015, title = {Design for {Sustainability}: {Countering} the {Drivers} of {Unsustainability} in {Development} {Projects}}, volume = {11}, copyright = {All material submitted to the Journal of Community Informatics is protected by and subject to the Creative Commons Public License "Attribution-NonCommercial-ShareAlike 2.5". Subject to the following conditions, all material submitted to the Journal of Community Informatics may be freely copied, distributed, or displayed, or modified: Attribution. You must attribute the work in the manner specified by the author or licensor. Noncommercial. You may not use this work for commercial purposes. Share Alike. If you alter, transform, or build upon this work, you may distribute the resulting work only under a license identical to this one. See the Creative Commons Attribution-NonCommercial-ShareAlike 2.5 License for complete details. --{\textgreater}}, issn = {1712-4441}, shorttitle = {Design for {Sustainability}}, url = {http://ci-journal.net/index.php/ciej/article/view/1169}, doi = {10.15353/joci.v11i3.2768}, abstract = {Development projects aim to make a difference in communities. Funders often require that the intervention needs to last, or that it needs to effect change that will last, over an extended period of time. In short, a sustainable difference needs to be made and this is an important measure of success.  However, there are inherent drivers in the combined system of donors and beneficiaries that counter sustainability. This article explores these drivers, and identifies project design elements that need to be in place in order to promote sustainability by countering the drivers. This approach is applied to an education project, and implications for ICT4D projects are developed.}, language = {en}, number = {3}, urldate = {2016-06-23}, journal = {The Journal of Community Informatics}, author = {Meyer, Isabel and Marais, Mario Alphonso}, month = sep, year = {2015}, keywords = {Development, Project design, Systems Approaches, sustainability}, } @book{cornwall_democratising_2008, address = {London}, title = {Democratising {Engagement}: {What} the {UK} {Can} {Learn} from {International} {Experience}}, isbn = {1-84180-198-4}, shorttitle = {Democratising {Engagement}}, publisher = {Demos}, author = {Cornwall, Andrea}, month = apr, year = {2008}, } @techreport{hanberger_democratic_2004, title = {Democratic governance and evaluation.}, url = {http://www.edusci.umu.se/digitalAssets/66/66094_hanbergergovernance04.pdf}, abstract = {This paper, presented by Anders Hanberger at the Sixth EES (European Evaluation Society) Conference in Berlin, Germany (September 30-October 2, 2004) argues that governance, democracy and evaluation impact each in different ways. It offers a discussion centred around the evaluation of three general democratic governance models and the implications of leading democratic evaluations. "Since governance and democracy are changing phenomena, and evaluation is embedded in these structures, there is a need to illuminate and discuss the role of evaluation. Evaluation is to most people thought of as a democratic tool, but what do we mean with democratic evaluation? Furthermore, what is the role of evaluation in times when democracy and governance are changing? The many meanings of democracy and the shifting role of evaluation in various democratic governance settings are also a motive for discussing governance and democratic evaluation. Governance issues can be discussed in relation to different political systems. However, in this paper the discussion is confined to democratic governance systems. The premise of this paper is that governance, democracy and evaluation affect one another in different ways. Governance is intertwined with democracy, and democracy and governance can be maintained or strengthened by evaluation, for example. Because different models of governance and democracy presuppose one another, evaluating governance models, or programme processes/outcomes where a specific governance model sets up the context, have implications for the model under scrutiny and subsequently for democracy. Accordingly, the implications of democratic evaluations need to be discussed in various ways. For analytical purpose democracy and governance are sometimes kept apart." (Hanberger, 2004)​}, urldate = {2018-10-13}, author = {Hanberger, A.}, month = oct, year = {2004}, pages = {24}, } @misc{better_evaluation_democratic_nodate, title = {Democratic {Evaluation}}, url = {https://www.betterevaluation.org/en/plan/approach/democratic_evaluation}, abstract = {Democratic Evaluation is an approach where the aim of the evaluation is to serve the whole community. This allows people to be informed of what others are doing and sees the evaluator as someone who brokers the process. It generally focuses on inclusive practices which foster participation and collaboration. However it is also used as a means of ensuring public accountability and transparency.}, urldate = {2018-10-13}, journal = {Better Evaluation}, author = {{Better Evaluation}}, } @book{mcneil_demanding_2010, address = {Washington, D.C}, title = {Demanding {Good} {Governance}: {Lessons} from {Social} {Accountability} {Initiatives} in {Africa}}, isbn = {978-0-8213-8380-3}, shorttitle = {Demanding {Good} {Governance}}, abstract = {Accountability is the cornerstone of good governance. Unless public officials can be held to account, then critical benefits associated with good governance, such as social justice, poverty reduction and development remain elusive. The impacts of non-responsive and unaccountable governance are perhaps most harshly felt by the citizens of Africa, where corruption and governance failures are broadly acknowledged as a principal obstacle to the achievement Over the past decade, a range of social accountability practices―such as participatory budgeting, independent budget analysis, participatory monitoring of public expenditure and citizen evaluation of public services have been experimented with in many Africa countries. Their outcomes and lessons have, thus far, received little attend and documentation. This volume aims to make a contribution towards filling this gap by describing and analyzing a selection of social accountability initiatives from seven Sub-Saharan countries.}, language = {English}, publisher = {World Bank Publications}, editor = {McNeil, Mary and Malena, Carmen}, month = jun, year = {2010}, } @article{bloch_delivering_2012, title = {Delivering large-scale {IT} projects on time, on budget, and on value}, volume = {27}, url = {http://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/delivering-large-scale-it-projects-on-time-on-budget-and-on-value}, abstract = {Large IT efforts often cost much more than planned; some can put the whole organization in jeopardy. The companies that defy these odds are the ones that master key dimensions that align IT and business value.}, urldate = {2017-02-19}, journal = {McKinsey on Business Technology}, author = {Bloch, Michael and Blumberg, Sven and Laartz, Jürgen}, year = {2012}, } @techreport{manuel_delivering_2016, title = {Delivering institutional reform at scale: {Problem}-driven approaches supported by adaptive programming}, url = {http://www.laserdev.org/media/1163/laser-second-synthesis-paper-delivering-institutional-reform-at-scale-final-feb-2016.pdf}, abstract = {LASER synthesis papers aim to help donors and other stakeholders better understand why and how to approach investment climate reform programming differently. The papers reflect emerging best practice and lessons learnt on what works and what does not work in doing development differently. The papers have been peer-reviewed by experts in the field including senior advisers at DFID, World Bank, IFC and the Donor Committee for Enterprise Development (amongst others). Second synthesis paper - Delivering institutional reform at scale: problem-driven approaches supported by adaptive programming February 2016 Drawing on our experience on the ground, this peer-reviewed paper suggests how problem driven approaches, supported by adaptive programme management can be implemented at scale in relation to donor programming aimed at institutional reform and improving state capability.}, urldate = {2016-09-07}, institution = {DFID-LASER Programme}, author = {Manuel, Clare}, month = aug, year = {2016}, keywords = {IMPORTANT}, } @book{heller_deliberation_2015, address = {Washington, D.C}, title = {Deliberation and {Development}: {Rethinking} the {Role} of {Voice} and {Collective} {Action} in {Unequal} {Societies}}, isbn = {978-1-4648-0501-1}, shorttitle = {Deliberation and {Development}}, abstract = {This book marries two fields that rarely converse with one another:deliberative democracy and development studies. The study ofdeliberation―which explores normative and practical questions aroundgroup-based decision making through discussion or debate―has emergedas a critical area of study over the past two decades. Concurrently, the fieldof development has seen a spurt of interest in community-led developmentand participation premised on the ability of groups to arrive at decisionsand manage resources via a process of discussion and debate. Despite thegrowing interest in both fields, they have rarely engaged with one another.This book, which brings together new essays by some of the leading scholarsin the field, deepens our understanding of participatory decision makingin developing countries while initiating a new field of study for scholarsof deliberation. In the process, it sheds light on how to best design andimplement policies to strengthen the role of participation in development.}, language = {English}, publisher = {World Bank Publications}, editor = {Heller, Patrick and Rao, Vijayendra}, month = jul, year = {2015}, } @inproceedings{laanti_definitions_2013, address = {Berlin, Heidelberg}, series = {Communications in {Computer} and {Information} {Science}}, title = {Definitions of {Agile} {Software} {Development} and {Agility}}, isbn = {978-3-642-39179-8}, doi = {10.1007/978-3-642-39179-8_22}, abstract = {The Agile Manifesto and Agile Principles are typically referred to as the definitions of "agile" and "agility". However, many other definitions exist in the literature. Thus the different definitions provide interesting source for research. For each definition we examine where their emphasis is and compare that to the emphases found in the Agile Principles.}, language = {en}, booktitle = {Systems, {Software} and {Services} {Process} {Improvement}}, publisher = {Springer}, author = {Laanti, Maarit and Similä, Jouni and Abrahamsson, Pekka}, editor = {McCaffery, Fergal and O’Connor, Rory V. and Messnarz, Richard}, year = {2013}, pages = {247--258}, } @article{salafsky_defining_2013, title = {Defining the burden of proof in conservation}, volume = {166}, issn = {0006-3207}, url = {http://www.sciencedirect.com/science/article/pii/S0006320713002267}, doi = {10.1016/j.biocon.2013.07.002}, abstract = {Conservationists often must take action in the face of uncertainty about the costs and benefits of different options. Although this uncertainty can be paralyzing when the stakes are high, there is obviously a cost to inaction as well as action, and decision makers need to be encouraged to act when appropriate. Many other fields of human endeavor such as law, medicine, and public safety have formally developed the “burden and standards of proof” that decision makers have to meet in choosing to take action. In this paper, we review the standards developed in these other fields to help define a similar framework for conservation. Specifically we propose that a conservation decision maker must assume the burden of proof when there is a decision to act that substantially affects others, in which the decision maker has professional standing, where there is not immediate urgency, and where there is some, but not complete certainty about the outcomes of acting versus not acting. Once these initial tests have been met, in situations in which the decision maker is more worried about the consequences of not acting, then a relatively low standard of proof is required for taking action. If the decision maker is concerned with the consequences of acting in error, but the action is relatively reversible, then a medium standard of proof is required. And finally, if there are concerns about the consequences of acting in error, but the action is relatively irreversible, then a high standard of proof is required.}, journal = {Biological Conservation}, author = {Salafsky, Nick and Redford, Kent H.}, month = oct, year = {2013}, keywords = {Biodiversity, Burden of proof, Decision theory, Standard of proof, Uncertainty}, pages = {247--253}, } @article{salafsky_defining_2019, title = {Defining and using evidence in conservation practice}, volume = {1}, copyright = {© 2019 The Authors. Conservation Science and Practice published by Wiley Periodicals, Inc. on behalf of Society for Conservation Biology}, issn = {2578-4854}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/csp2.27}, doi = {10.1111/csp2.27}, abstract = {There is growing interest in evidence-based conservation, yet there are no widely accepted standard definitions of evidence, let alone guidance on how to use it in the context of conservation and natural resource management practice. In this paper, we first draw on insights of evidence-based practice from different disciplines to define evidence as being the “relevant information used to assess one or more hypotheses related to a question of interest.” We then construct a typology of different kinds of information, hypotheses, and evidence and show how these different types can be used in different steps of conservation practice. In particular, we distinguish between specific evidence used to assess project hypotheses and generic evidence used to assess generic hypotheses. We next build on this typology to develop a decision tree to support practitioners in how to appropriately use available specific and generic evidence in a given conservation situation. Finally, we conclude with a discussion of how to better promote and enable evidence-based conservation in both projects and across the discipline of conservation. Our hope is that by understanding and using evidence better, conservation can both become more effective and attract increased support from society.}, language = {en}, number = {5}, urldate = {2019-06-19}, journal = {Conservation Science and Practice}, author = {Salafsky, Nick and Boshoven, Judith and Burivalova, Zuzana and Dubois, Natalie S. and Gomez, Andres and Johnson, Arlyne and Lee, Aileen and Margoluis, Richard and Morrison, John and Muir, Matthew and Pratt, Stephen C. and Pullin, Andrew S. and Salzer, Daniel and Stewart, Annette and Sutherland, William J. and Wordley, Claire F. R.}, year = {2019}, keywords = {Adaptive Management, Evidence-based conservation, Evidence-based practice, Natural resource management, Project management, biodiversity, environmental evidence}, pages = {e27}, } @book{fung_deepening_2003, address = {London}, title = {Deepening {Democracy}: {Institutional} {Innovations} in {Empowered} {Participatory} {Governance}}, url = {file://D:\pedro\Mis Documentos\Dropbox\Dropy-Documentos\EndNote\bibliografia-ePart.EndNoteX.Data\PDF\DD-TOC-1554637840/DD-TOC.pdf}, abstract = {ENTRADA CREADA PARA PODER CITAR EL CAPÍTULO}, publisher = {Verso}, author = {Fung, Archon and Wright, Erik Olin}, year = {2003}, } @book{cornwall_deconstructing_2010, address = {Oxford}, title = {Deconstructing {Development} {Discourse}: {Buzzwords} and {Fuzzwords}}, shorttitle = {Deconstructing {Development} {Discourse}}, url = {http://policy-practice.oxfam.org.uk/publications/deconstructing-development-discourse-buzzwords-and-fuzzwords-118173}, abstract = {Writing from diverse locations, contributors critically examine some of the key terms in current development discourse. Why should language matter to those who are doing development? Surely, there are more urgent things to do than sit around mulling over semantics?}, urldate = {2017-04-11}, publisher = {Oxfam \& Practical Action Publishing}, editor = {Cornwall, Andrea and Eade, Deborah}, month = nov, year = {2010}, } @article{gregory_deconstructing_2006, title = {Deconstructing {Adaptive} {Management}: {Criteria} for {Applications} to {Environmental} {Management}}, volume = {16}, issn = {1051-0761}, shorttitle = {Deconstructing {Adaptive} {Management}}, url = {https://www.jstor.org/stable/40061968}, doi = {10.1890/1051-0761(2006)016[2411:DAMCFA]2.0.CO;2}, abstract = {[The concept of adaptive management has, for many ecologists, become a foundation of effective environmental management for initiatives characterized by high levels of ecological uncertainty. Yet problems associated with its application are legendary, and many of the initiatives promoted as examples of adaptive management appear to lack essential characteristics of the approach. In this paper we propose explicit criteria for helping managers and decision makers to determine the appropriateness of either passive or active adaptive-management strategies as a response to ecological uncertainty in environmental management. Four categories of criteria--dealing with spatial and temporal scale, dimensions of uncertainty, the evaluation of costs and benefits, and institutional and stakeholder support--are defined and applied using hypothetical yet realistic case-study scenarios that illustrate a range of environmental management problems. We conclude that many of the issues facing adaptive management may have less to do with the approach itself than with the indiscriminate choice of contexts within which it is now applied.]}, number = {6}, urldate = {2019-05-03}, journal = {Ecological Applications}, author = {Gregory, R. and Ohlson, D. and Arvai, J.}, year = {2006}, pages = {2411--2425}, } @techreport{powell_decision-making_2018, address = {Washington DC}, title = {Decision-{Making} and {Data} {Use} {Landscaping} [at {DFID}]}, url = {https://assets.publishing.service.gov.uk/media/5c9501d3e5274a3ca568e783/Better_Data_Better_Decisions_-_Data_Landscape_Study_Study.pdf}, abstract = {As DFID aims to harness the Data Revolution, ensuring that data1 drive decision-making, public accountability, and the achievement of the Sustainable Development Goals (SDGs), ensuring that systems, processes, and skills for data are aligned with these objectives is paramount. Across sector policy teams, country offices, and various analytical and technical cadres, different strengths and weaknesses, as well as needs and ambitions exist. To inform a strategic approach to data, as framed in its forthcoming Data Roadmap, DFID collaborated with Development Gateway to perform a Decision and Data Use Landscaping study. This report details lessons learned from approximately 60 interviews across 4 DFID country offices, all sector policy teams, senior managers, and various analytical and technical cadres and offices.}, institution = {Development Gateway}, author = {Powell, Josh and Orton-Vipond, Sarah and Bhatia, Vinisha and Kilroy, Annie}, year = {2018}, } @misc{moss_deciding_2020, title = {Deciding {Well} in {Tumultuous} {Times}}, url = {https://medium.com/@iandavidmoss/deciding-well-in-tumultuous-times-512162f40f23}, abstract = {Practical advice for donors and institutions responding to COVID-19}, language = {en}, urldate = {2020-10-15}, journal = {Smarter decisions for a better world}, author = {Moss, Ian David}, month = apr, year = {2020}, } @article{royo_decide_2020, title = {Decide {Madrid}: {A} {Critical} {Analysis} of an {Award}-{Winning} e-{Participation} {Initiative}}, volume = {12}, issn = {2071-1050}, shorttitle = {Decide {Madrid}}, url = {https://www.mdpi.com/2071-1050/12/4/1674}, doi = {10.3390/su12041674}, abstract = {This paper analyzes the award-winning e-participation initiative of the city council of Madrid, Decide Madrid, to identify the critical success factors and the main barriers that are conditioning its performance. An exploratory case study is used as a research technique, including desk research and semi-structured interviews. The analysis distinguishes contextual, organizational and individual level factors; it considers whether the factors or barriers are more related to the information and communication technology (ICT) component, public sector context or democratic participation; it also differentiates among the different stages of the development of the initiative. Results show that individual and organizational factors related to the public sector context and democratic participation are the most relevant success factors. The high expectations of citizens explain the high levels of participation in the initial stages of Decide Madrid. However, the lack of transparency and poor functioning of some of its participatory activities (organizational factors related to the ICT and democratic dimensions) are negatively affecting its performance. The software created for this platform, Consul, has been adopted or it is in the process of being implemented in more than 100 institutions in 33 countries. Therefore, the findings of this research can potentially be useful to improve the performance and sustainability of e-participation platforms worldwide.}, language = {en}, number = {4}, urldate = {2020-11-17}, journal = {Sustainability}, author = {Royo, Sonia and Pina, Vicente and Garcia-Rayado, Jaime}, month = feb, year = {2020}, pages = {1674}, } @inproceedings{pina_decide_2019, address = {Málaga}, title = {Decide {Madrid}: a case study on e-{Participation}}, abstract = {This paper analyses the award-winning e-participation initiative of the city council of Madrid, Decide Madrid, to discover the critical success factors at contextual, organizational and individual level. This analysis is carried out with desk research and semi-structured interviews. Results show that the most relevant success factors are the socio-economic context, the commitment of the city council, the method used to recruit the workers and the knowledge of senior managers about citizen participation and ICTs. However, the lack of transparency and poor functioning of some of its participation activities are negatively affecting its performance.}, language = {en}, author = {Pina, Vicente and Torres, Lourdes and Royo, Sonia and García-Rayado, Jaime}, month = sep, year = {2019}, pages = {24}, } @misc{chambers_debiasing_2018, title = {Debiasing: a systematic discipline and delight for development professionals}, shorttitle = {Debiasing}, url = {https://www.ids.ac.uk/opinions/debiasing-a-systematic-discipline-and-delight-for-development-professionals/}, abstract = {Do we really need debiasing, yet another word?  Yes, unless anyone can improve on it, because we need a word to describe a rigorous discipline we development professionals need for grounded realism. This has been coming on me slowly. But now explorations and ‘aha!’ moments in India have accumulated and combined into an epiphany.  For […]}, language = {en-GB}, urldate = {2020-10-16}, journal = {Institute of Development Studies}, author = {Chambers, Robert}, month = dec, year = {2018}, } @techreport{tyrrel_dealing_2016, title = {Dealing with uncertainty: {Reflections} on donor preferences for pre-planned project models}, url = {http://asiafoundation.org/publication/dealing-with-uncertainty}, number = {6}, urldate = {2016-03-23}, author = {Tyrrel, Lavinia and Cole, William}, month = apr, year = {2016}, keywords = {IMPORTANT}, } @book{dozois_201:_2010, address = {Montréal, Que.}, title = {{DE} 201: {A} practitioner's guide to developmental evaluation}, isbn = {978-1-55058-424-0}, shorttitle = {{DE} 201}, url = {https://mcconnellfoundation.ca/wp-content/uploads/2017/07/DE-201-EN.pdf}, abstract = {Developmental evaluation has emerged fairly recently as a way to support adaptive learning in complex and emergent initiatives. Combining the rigour of evaluation with the flexibility and imagination required for development, this new form of evaluation brings critical thinking to bear on the creative process in initiatives involving high levels of uncertainty, innovation, emergence, and social complexity. This guidebook from J.W. McConnell Family Foundation and the International Institute for Child Rights and Development explores key aspects of Developmental Evaluation (DE) and offers suggestions for implementing the practice and includes a range of DE resources to help with its facilitation. Contents What is developmental evaluation? When is developmental evaluation appropriate? What competencies are needed to be an effective DE? How is developmental evaluation practiced? Challenges Appendices Assessing Readiness Stakeholder analysis Sample Learning Framework Systems Analysis Framework - Key Components Data Analysis Resources}, language = {English}, urldate = {2018-10-13}, publisher = {J.W. McConnell Family Foundation}, author = {Dozois, Elizabeth and Langlois, Marc and Blanchet-Cohen, Natasha}, year = {2010}, note = {OCLC: 713183293}, } @article{albanna_data-powered_2022, title = {Data-powered positive deviance: {Combining} traditional and non-traditional data to identify and characterise development-related outperformers}, volume = {7}, issn = {2352-7285}, shorttitle = {Data-powered positive deviance}, url = {https://www.sciencedirect.com/science/article/pii/S2352728521000324}, doi = {10.1016/j.deveng.2021.100090}, abstract = {The positive deviance approach in international development scales practices and strategies of positively-deviant individuals and groups: those who are able to achieve significantly better development outcomes than their peers despite having similar resources and challenges. This approach relies mainly on traditional data sources (e.g. surveys and interviews) for identifying those positive deviants and for discovering their successful solutions. The growing availability of non-traditional digital data (e.g. from remote sensing and mobile phones) relating to individuals, communities and spaces enables data innovation opportunities for positive deviance. Such datasets can identify deviance at geographic and temporal scales that were not possible before. But guidance is needed on how this new data can be employed in the positive deviance approach, and how it can be combined with more traditional data to gain deeper, more meaningful, and context-aware insights. This paper presents such guidance through a data-powered method that combines both traditional and non-traditional data to identify and understand positive deviance in new ways and domains. This method has been developed iteratively through six development projects covering five different domains – sustainable cattle ranching, agricultural productivity, rangeland management, research performance, crime control – with global and local development partners in six countries. The projects combine different types of non-traditional data with official statistics, administrative data and interviews. Here, we describe a structured method for data-powered positive deviance developed from the experience of these projects, and we reflect on lessons learned. We hope to encourage and guide greater use of this new method; enabling development practitioners to make more effective use of the non-traditional digital datasets that are increasingly available.}, language = {en}, urldate = {2022-08-24}, journal = {Development Engineering}, author = {Albanna, Basma and Heeks, Richard and Pawelke, Andreas and Boy, Jeremy and Handl, Julia and Gluecker, Andreas}, month = jan, year = {2022}, pages = {100090}, } @article{zaks_data_2011, title = {Data and monitoring needs for a more ecological agriculture}, volume = {6}, issn = {1748-9326}, url = {https://iopscience.iop.org/article/10.1088/1748-9326/6/1/014017/pdf}, doi = {10.1088/1748-9326/6/1/014017}, abstract = {Information on the life-cycle environmental impacts of agricultural production is often limited. As demands grow for increasing agricultural output while reducing its negative environmental impacts, both existing and novel data sources can be leveraged to provide more information to producers, consumers, scientists and policy makers. We review the components and organization of an agroecological sensor web that integrates remote sensing technologies and in situ sensors with models in order to provide decision makers with effective management options at useful spatial and temporal scales for making more informed decisions about agricultural productivity while reducing environmental burdens. Several components of the system are already in place, but by increasing the extent and accessibility of information, decision makers will have the opportunity to enhance food security and environmental quality. Potential roadblocks to implementation include farmer acceptance, data transparency and technology deployment.}, language = {en}, number = {1}, urldate = {2019-05-03}, journal = {Environmental Research Letters}, author = {Zaks, David P. M. and Kucharik, Christopher J.}, month = jan, year = {2011}, pages = {014017}, } @techreport{oecd_dac_2019, title = {{DAC} {Peer} {Review} of {Switzerland} - 2019}, url = {https://www.oecd.org/dac/peer-reviews/Switzerland-2019-Memorandum.pdf}, language = {en}, urldate = {2019-08-20}, institution = {OECD}, author = {{OECD}}, year = {2019}, } @techreport{oecd_dac_2013, title = {{DAC} {Peer} {Review} of {Switzerland} - 2013}, url = {https://www.oecd-ilibrary.org/development/dac-peer-review-of-switzerland_journal_dev-10-5km7jvnl3rxs}, language = {en}, urldate = {2019-03-06}, institution = {OECD}, author = {{OECD}}, year = {2013}, } @techreport{oecd_dac_2009, title = {{DAC} {Peer} {Review} of {Switzerland} - 2009}, url = {https://www.oecd-ilibrary.org/development/dac-peer-review-of-switzerland_journal_dev-10-5km7jvnl3rxs}, language = {en}, urldate = {2019-03-06}, institution = {OECD}, author = {{OECD}}, year = {2009}, } @techreport{oecd_dac_2016, title = {{DAC} - {Mid}-term {Peer} {Review} of {Switzaerland} - 2016}, url = {https://www.oecd.org/dac/peer-reviews/Mid-Term-Review-Switzerland-2016.pdf}, language = {en}, urldate = {2019-03-06}, institution = {OECD}, author = {{OECD}}, year = {2016}, } @misc{snowden_cynefin_2020, title = {Cynefin {St} {David}’s {Day} 2020 (1 of 5)}, url = {https://www.cognitive-edge.com/cynefin-st-davids-day-2020-1-of-n/}, abstract = {Series of blog posts discussing the last version (as of 2020) of the Cynefin framework.}, language = {en-US}, urldate = {2021-03-03}, journal = {Cognitive Edge}, author = {Snowden, Dave}, month = mar, year = {2020}, } @book{wenger_cultivating_2002, title = {Cultivating {Communities} of {Practice}: {A} {Guide} to {Managing} {Knowledge}}, isbn = {978-1-57851-330-7}, shorttitle = {Cultivating {Communities} of {Practice}}, abstract = {Today's marketplace is fueled by knowledge. Yet organizing systematically to leverage knowledge remains a challenge. Leading companies have discovered that technology is not enough, and that cultivating communities of practice is the keystone of an effective knowledge strategy.Communities of practice come together around common interests and expertise- whether they consist of first-line managers or customer service representatives, neurosurgeons or software programmers, city managers or home-improvement amateurs. They create, share, and apply knowledge within and across the boundaries of teams, business units, and even entire companies-providing a concrete path toward creating a true knowledge organization.In Cultivating Communities of Practice, Etienne Wenger, Richard McDermott, and William M. Snyder argue that while communities form naturally, organizations need to become more proactive and systematic about developing and integrating them into their strategy. This book provides practical models and methods for stewarding these communities to reach their full potential-without squelching the inner drive that makes them so valuable.Through in-depth cases from firms such as DaimlerChrysler, McKinsey \& Company, Shell, and the World Bank, the authors demonstrate how communities of practice can be leveraged to drive overall company strategy, generate new business opportunities, tie personal development to corporate goals, transfer best practices, and recruit and retain top talent. They define the unique features of these communities and outline principles for nurturing their essential elements. They provide guidelines to support communities of practice through their major stages of development, address the potential downsides of communities, and discuss the specific challenges of distributed communities. And they show how to recognize the value created by communities of practice and how to build a corporate knowledge strategy around them.Essential reading for any leader in today's knowledge economy, this is the definitive guide to developing communities of practice for the benefit-and long-term success-of organizations and the individuals who work in them.Etienne Wenger is a renowned expert and consultant on knowledge management and communities of practice in San Juan, California. Richard McDermott is a leading expert of organization and community development in Boulder, Colorado. William M. Snyder is a founding partner of Social Capital Group, in Cambridge, Massachusetts.}, language = {en}, publisher = {Harvard Business Press}, author = {Wenger, Etienne and McDermott, Richard Arnold and Snyder, William}, year = {2002}, note = {Google-Books-ID: m1xZuNq9RygC}, } @techreport{pegus_crowdsourcing_2016, address = {Brighton}, title = {Crowdsourcing citizen feedback on district development in {Ghana} using interactive voice response surveys}, url = {https://opendocs.ids.ac.uk/opendocs/bitstream/handle/123456789/12716/VOTOMobile_PracticePaper_Online.pdf}, institution = {IDS}, author = {Pegus, Ciana-Marie}, month = dec, year = {2016}, keywords = {IMPORTANT}, } @misc{better_evaluation_critical_nodate, title = {Critical {Systems} {Heuristics}}, url = {https://www.betterevaluation.org/en/plan/approach/critical_system_heuristics}, abstract = {Critical System Heuristics (CSH) provides a framework of questions about a program including what is (and what ought to be) its purpose and its source of legitimacy and who are (and who ought to be) its intended beneficiaries. CSH, as developed by Werner Ulrich and later elaborated upon in collaboration with Martin Reynolds, is an approach used to surface, elaborate, and critically consider boundary judgments, that is, the ways in which people/groups decide what is relevant to the system of interest (any situation of concern). CSH is concerned not only with purposive evaluation, where the system or project has a predefined goal and the focus lies in evaluating the means of reaching it, but also more broadly with purposeful evaluation, where both the means and the ends become subjects of inquiry. CSH rests on the foundations of systems thinking and practical philosophy, both of which emphasize the 'infinite richness' of the real world. In this view, understandings of any situation are inherently incomplete, and therefore based on the selective application of knowledge. By systematically questioning the sources of motivation, control, expertise, and legitimation in the system of interest, CSH allows users to make their boundary judgments explicit and defensible. The immediate goal of a CSH evaluation is to elaborate multiple perspectives on a given situation, but the broader aim is to share these perspectives and thereby cut down on actors 'talking past' each other by promoting mutual understanding.}, urldate = {2018-10-13}, journal = {Better Evaluation}, author = {Better Evaluation}, } @incollection{ulrich_critical_2010, address = {London}, title = {Critical systems heuristics}, url = {http://oro.open.ac.uk/21299/1/systems-approaches_ch6.pdf}, abstract = {This chapter provides a detailed introduction to critical systems heuristics and the use of its central tool boundary critique. What Is CSH? Two Studies in Applying CSH Using CSH as an Intervention Tool: Some Basic Concepts A Core Concept of CSH: Systematic Boundary Critique Boundary Critique Applied to NRUA-Botswana Boundary Critique Applied to ECOSENSUS-Guyana Boundary Critique and Personal Competence Recognising Boundary Judgements – and Keeping Them Fluid Towards a New Ethos of Professional Responsibility}, urldate = {2018-10-13}, booktitle = {Systems {Approaches} to {Manging} {Change}: {A} {Practical} {Guide}}, publisher = {Springer}, author = {Ulrich, Werner and Reynolds, Martin}, editor = {Reynolds, Martin and Holwell, Sue}, year = {2010}, pages = {243--292}, } @misc{van_t_hof_critical_2021, title = {Critical {System} {Heuristics} : a very, very short introduction}, url = {https://csl4d.wordpress.com/2012/03/12/critical-system-heuristics-a-very-very-short-introduction/}, urldate = {2018-10-13}, journal = {CSL4D/SystemicAgency}, author = {van 't Hof, Sjon}, month = mar, year = {2021}, } @article{johnson_critical_2022, title = {Critical friends - real time insights for shaping strategy}, url = {https://ideas.repec.org//h/elg/eechap/20351_10.html}, abstract = {This chapter focuses on facilitation given by the Innovation Caucus to provide expert academic critique to inform Innovate UK's strategy for UK business innovation. As Innovate UK's strategy developed, it became evident that several policy domains needed critical insights and evidence. An academic critical friend provided the latest academic insights, evidence and wider perspective of the actors in the UK Innovation system, insights of which policy makers often lack. The chapter gave case studies of Innovation Caucus' work with Innovate UK in facilitating extensive research expertise and helping policy makers to open dialogue. It also describes 'The Innovators' Breakfast Club', a webinar series organised by Innovation Caucus, co-developed with Innovate UK, which created live face-to-face dialogue between academic experts and Innovate UK strategy/policy leads. This example showed how critical friends are important in facilitating the initial dialogues needed to build evidence for policy making. The dialogue builds the foundation for a virtuous cycle of learning. The approach provides an opportunity for academic experts to gain insights into the priorities and dilemmas facing policy makers, to shape future academic research and refine the skill set needed to become critical friends.}, language = {en}, urldate = {2023-12-14}, journal = {Chapters}, author = {Johnson, Debbie and Nathan, Geeta and Rahman, Syahirah Abdul}, year = {2022}, note = {Publisher: Edward Elgar Publishing}, pages = {104--112}, } @article{poveda_critical_2017, title = {Critical agency and development: applying {Freire} and {Sen} to {ICT4D} in {Zambia} and {Brazil}}, issn = {10.1080/02681102.2017.1328656}, shorttitle = {Critical agency and development}, url = {http://www.tandfonline.com/doi/abs/10.1080/02681102.2017.1328656}, abstract = {(2017). Critical agency and development: applying Freire and Sen to ICT4D in Zambia and Brazil. Information Technology for Development. Ahead of Print. doi: 10.1080/02681102.2017.1328656}, language = {en}, urldate = {2017-05-28}, journal = {Information Technology for Development}, author = {Poveda, Sammia and Roberts, Tony}, month = may, year = {2017}, } @misc{lectica_crisis_2020, title = {Crisis relief for adults \& families everywhere - {Featuring} the mighty micro-{VCoL}}, url = {https://lecticalive.org/about/vcols-free}, abstract = {In response to the COVID-19 pandemic and the resulting economic crisis, we're open-sourcing our most effective stress- and crisis-management learning tools. We call these tools micro-VCoLs™. All of the micro-VCoLs shared here can be practiced effectively just by following the instructions.}, urldate = {2023-11-20}, journal = {Lectica Live}, author = {Lectica}, year = {2020}, } @techreport{akf_creative_2023, title = {Creative {Activities} for {Work} {Teams} and {Communities} of {Practice}. {A} guide for designing participatory, productive, and engaging sessions}, url = {https://akflearninghub.org/documents/creative-activities-for-work-teams-and-communities-of-practice}, abstract = {This free guide aims to build the skills and confidence of people designing and facilitating participatory, productive, and engaging workshop sessions for work teams and communities of practice by providing them with a series of creative activities that can be run in-person or virtually. By the time they have gone through this guide, session leads will be able to: Describe ways in which creative activities can be of value to teams and communities of practice, Design both in-person and virtual workshop sessions that incorporate creative activities, Facilitate participatory, productive and engaging workshop sessions that incorporate one or several creative activities, and Lead an effective debrief following a creative activity. This toolkit was developed by the Aga Khan Foundation.}, language = {en-US}, urldate = {2023-10-02}, author = {AKF}, year = {2023}, } @techreport{deprez_creating_2009, title = {Creating the (organisational) conditions for an {OM}­ based {M}\&{E} and learning practice}, url = {https://www.outcomemapping.ca/download/steff.deprezzol.co.zw_en_2009-deprez_steff-org%20conditions.pdf}, language = {en}, urldate = {2023-12-22}, institution = {Outcome Mapping Learning Community}, author = {Deprez, Steff}, year = {2009}, pages = {8}, } @book{swanson_creating_2009, address = {Ottawa}, title = {Creating adaptive policies: a guide for policymaking in an uncertain world}, isbn = {978-81-321-0147-5}, shorttitle = {Creating adaptive policies}, language = {en}, publisher = {IDRC}, editor = {Swanson, Darren and Bhadwal, Suruchi}, year = {2009}, note = {OCLC: ocn421532510}, keywords = {Adaptive natural resource management, Environmental policy, Government policy, Sustainable development}, } @misc{usaid_learn_course:_2018, type = {Text}, title = {Course: {Introduction} to {Collaborating}, {Learning} and {Adapting} ({CLA}) in the {Program} {Cycle}}, shorttitle = {Course}, url = {https://usaidlearninglab.org/course-introduction-cla-program-cycle}, language = {en}, urldate = {2019-03-06}, journal = {USAID Learning Lab}, author = {USAID LEARN}, month = oct, year = {2018}, } @techreport{mcgee_count_2014, address = {Brighton}, title = {{COUNT} - {Understanding} the challenge of government responsiveness}, url = {http://www.makingallvoicescount.org/publication/government-responsiveness}, urldate = {2016-04-22}, institution = {MAVC and IDS}, author = {McGee, Rosemary}, month = jun, year = {2014}, } @article{peterson_costbenefit_2023, title = {Cost–{Benefit} {Analysis} ({CBA}) or the {Highway}? {An} {Alternative} {Road} to {Investigating} the {Value} for {Money} of {International} {Development} {Research}}, volume = {35}, issn = {1743-9728}, shorttitle = {Cost–{Benefit} {Analysis} ({CBA}) or the {Highway}?}, url = {https://doi.org/10.1057/s41287-022-00565-7}, doi = {10.1057/s41287-022-00565-7}, abstract = {Research for development (R4D) funding is increasingly expected to demonstrate value for money (VfM). However, the dominance of positivist approaches to evaluating VfM, such as cost-benefit analysis, do not fully account for the complexity of R4D funds and risk undermining efforts to contribute to transformational development. This paper posits an alternative approach to evaluating VfM, using the UK’s Global Challenges Research Fund and the Newton Fund as case studies. Based on a constructivist approach to valuing outcomes, this approach applies a collaboratively developed rubric-based peer review to a sample of projects. This is more appropriate for the complexity of R4D interventions, particularly when considering uncertain and emergent outcomes over a long timeframe. This approach could be adapted to other complex interventions, demonstrating that our options are not merely “CBA or the highway” and there are indeed alternative routes to evaluating VfM.}, language = {en}, number = {2}, urldate = {2023-04-13}, journal = {The European Journal of Development Research}, author = {Peterson, Heidi}, month = apr, year = {2023}, pages = {260--280}, } @article{gerard_seijts_coping_2010, title = {Coping with {Complexity}}, url = {https://iveybusinessjournal.com/publication/coping-with-complexity/}, number = {May/June}, urldate = {2017-11-12}, journal = {Ivey Business Journal}, author = {{Gerard Seijts} and {Niels Billou} and {Mary Crossan}}, year = {2010}, } @book{giz_cooperation_2015, title = {Cooperation {Management} for {Practitioners}: {Managing} {Social} {Change} {With} {Capacity} {Works}}, isbn = {978-3-658-07904-8}, url = {https://www.springer.com/gp/book/9783658079048}, language = {English}, publisher = {Springer Gabler}, editor = {GIZ}, year = {2015}, note = {OCLC: 893897509}, } @techreport{aston_contribution_2020, title = {Contribution {Rubrics}: {A} simple way to assess influence}, shorttitle = {Contribution {Rubics}}, url = {http://www.kwantu.net/resources-1/2020/1/27/contribution-rubics-a-simple-way-to-assess-influence}, abstract = {This document explores how organisations can measure the level of influence that they had over an outcome. It summarises influence in terms of the significance of the outcome, the level of contribution and the strength of evidence.}, language = {en-GB}, urldate = {2020-02-14}, institution = {Independent Consultant}, author = {Aston, Tom}, month = jan, year = {2020}, } @techreport{apgar_contribution_2020, title = {Contribution analysis for adaptive management}, abstract = {This briefing note shares practical learning on the use of contribution analysis for adaptive management (CA4AM). It examines how the approach enables programmes to work with theories of change in a practical, reflexive way, and how, combined with assessing evidence of a programme’s contribution to change, its findings can inform programme adaptation. It also examines both how and to what extent CA enables AM through the experiences of four large complex programmes all working towards systems-level change and employing a structured process of reflection on theories of change. Key messages CA4AM can enable programmes to work with theories of change in a practical, reflexive way. It is particularly useful for programmes operating in conditions of complexity, when it is difficult to discern attribution and when systems-level change is the goal. A range of enabling factors help CA4AM to be used most effectively, including contractual flexibility; embedded monitoring, evaluation and learning (MEL); and supportive leadership.}, language = {en}, institution = {IDS/GLAM}, author = {Apgar, Marina and Hernandez, Kevin and Ton, Giel}, year = {2020}, pages = {14}, } @techreport{mayne_contribution_2008, title = {Contribution {Analysis}: {An} approach to exploring cause and effect}, url = {http://www.pointk.org/resources/files/Contribution_Analysis.pdf}, abstract = {Questions of cause and effect are critical to assessing the performance of programmes and projects. When it is not practical to design an experiment to assess performance, contribution analysis can provide credible assessments of cause and effect. Verifying the theory of change that the programme is based on, and paying attention to other factors that may influence the outcomes, provides reasonable evidence about the contribution being made by the programme.}, number = {15}, urldate = {2018-10-13}, institution = {ILAC}, author = {Mayne, J.}, month = may, year = {2008}, pages = {4}, } @misc{better_evaluation_contribution_nodate, title = {Contribution {Analysis}}, url = {https://www.betterevaluation.org/en/plan/approach/contribution_analysis}, abstract = {Contribution Analysis is an approach for assessing causal questions and inferring causality in real-life program evaluations. It offers a step-by-step approach designed to help managers, researchers, and policymakers arrive at conclusions about the contribution their program has made (or is currently making) to particular outcomes. The essential value of contribution analysis is that it offers an approach designed to reduce uncertainty about the contribution the intervention is making to the observed results through an increased understanding of why the observed results have occurred (or not!) and the roles played by the intervention and other internal and external factors. Contribution analysis is particularly useful in situations where the programme is not experimental, i.e. not in trial projects but in situations where the programme has been funded on the basis of a relatively clearly articulated theory of change and where there is little or no scope for varying how the program is implemented. Contribution analysis helps to confirm or revise a theory of change; it is not intended to be used to surface or uncover and display a hitherto implicit or inexplicit theory of change. The report from a contribution analysis is not definitive proof, but rather provides evidence and a line of reasoning from which we can draw a plausible conclusion that, within some level of confidence, the program has made an important contribution to the documented results.}, urldate = {2018-10-13}, journal = {Better Evaluation}, author = {{Better Evaluation}}, } @techreport{bryan_contracts_2016, address = {London}, title = {Contracts for adaptive programming}, url = {https://www.odi.org/publications/10575-contracts-adaptive-programming}, abstract = {Adaptive programming is an approach to development that encourages experimentation, learning \& adaptation. This report examines the contractual underpinnings of this approach.}, urldate = {2016-10-18}, institution = {ODI}, author = {Bryan, Kevin and Carter, Paddy}, month = oct, year = {2016}, } @techreport{paffenholz_context-sensitive_2008, title = {Context-sensitive engagement: {Lessons} learned from {Swiss} experiences in {South} {Asia} for aid effectiveness in fragile scenarios}, url = {http://graduateinstitute.ch/files/live/sites/iheid/files/sites/ccdp/shared/Docs/Publications/CCDP-context%20sensitive%20engagement.pdf}, urldate = {2019-03-06}, institution = {CCDP}, author = {Paffenholz, Thania and Jütersonke, Oliver}, year = {2008}, } @techreport{pickwick_context-monitoring_2022, title = {Context-monitoring for adaptive management}, url = {https://oxfamapps.org/fp2p/wp-content/uploads/2022/01/World-Vision-Context-monitoring-for-adaptive-management-.docx}, urldate = {2022-01-12}, institution = {World Vision}, author = {Pickwick, Sarah}, year = {2022}, } @misc{jacobstein_context-driven_2018, type = {Text}, title = {Context-{Driven} {Adaptation} ({Overview})}, url = {https://usaidlearninglab.org/context-driven-adaptation-overview}, abstract = {CONTEXT-DRIVEN ADAPTATION COLLECTION}, language = {en}, urldate = {2021-01-04}, journal = {USAID Learning Lab}, author = {Jacobstein, David}, month = jun, year = {2018}, } @techreport{keystone_accountability_constituent_2014, title = {Constituent {Voice}: {Technical} {Note} 1}, url = {http://keystoneaccountability.org/wp-content/uploads/2009/08/Technical-Note-1.pdf}, urldate = {2019-07-16}, institution = {Keystone Accountability}, author = {Keystone Accountability}, month = sep, year = {2014}, } @techreport{boshoven_conservation_2017, address = {Washington DC}, type = {Technical {Brief}}, title = {Conservation {Enterprises}: {Using} {A} {Theory} of {Change} {Approach} to {Synthesize} {Lessons} from {USAID} {Biodiversity} {Projects}}, url = {https://www.fosonline.org/wordpress/wp-content/uploads/2017/04/pbaaf622.pdf}, abstract = {In an effort to increase the understanding of conservation enterprises’ activities and outcomes and to improve the effectiveness of biodiversity programming, this brief synthesizes lessons from past USAID-funded efforts to support conservation enterprises}, language = {en}, urldate = {2023-12-22}, institution = {USAID}, author = {Boshoven, Judy}, month = apr, year = {2017}, pages = {14}, } @misc{walker_connecting_2017, title = {Connecting the {Dots}: {Systems} {Practice} \& {Political} {Economy} {Analysis}}, url = {https://usaidlearninglab.org/library/connecting-dots-systems-practice-and-political-economy}, abstract = {This slide deck, from a presentation to the Local Systems Community by Tjip Walker and David Jacobstein, shows various ways in which assessing the political economy of a context and understanding that context through the lens of systems thinking can reinforce each other. Effective systems practice should be grounded in the incentives and power dynamics of a particular local system; thinking and working politically requires understanding the systems dynamics of an issue or sector.}, language = {en}, urldate = {2021-01-04}, author = {Walker, Tjip and Jacobstein, David}, month = mar, year = {2017}, } @techreport{fox_connecting_2016, address = {London}, title = {Connecting the {Dots} for {Accountability}: {Civil} {Society} {Policy} {Monitoring} and {Advocacy} {Strategies}}, shorttitle = {Connecting the {Dots} for {Accountability}}, url = {http://www.internationalbudget.org/publications/connecting-dots-accountability}, urldate = {2016-04-05}, institution = {Transparency \& Accountability Initiative}, author = {Fox, Jonathan and Halloran, Brendan}, year = {2016}, keywords = {IMPORTANT}, } @misc{queen_connect_2018, title = {Connect. {Learn}. {Adapt}. {Repeat} - {Practicing} adaptive management in complex, conflict-affected environments: barriers and promising practices}, url = {https://datavizhelp.kumu.io/connect-learn-adapt-repeat}, abstract = {To shift aid culture toward adaptive management, we can: - Stay humble, empathetic, and build skills in facilitation and listening. - Focus on working with more flexible foundations or individual donors. Or, work for more rigid donors and help make their policies more flexible. - Get clearer about goals and processes while finding ways to be less specific and more committed to local leadership about pathways to get to the goal. - Resist looking for a magic adaptive management tool and instead get clearer about when teams make what kinds of decisions and matching to tools that support that decision-making. - Validate that everyone’s perspective is a form of data and try out simple ways to document how teams learns and changes. - Broaden and ground the idea of expertise – remembering that, especially when working with folx on the margins, people are the only experts on their own life. Practitioners must also examine how dominant patriarchal, white supremacist, colonial ideas have pushed us toward wanting more control, less flexibility, and less space for equitable decision making.}, urldate = {2022-06-17}, author = {Queen, Emily Forsyth}, month = nov, year = {2018}, } @article{reestorff_conjunctions:_2014, title = {Conjunctions: {Introducing} {Cultural} {Participation} as a {Transdisciplinary} {Project}}, volume = {1}, copyright = {Copyright (c)}, issn = {2246-3755}, shorttitle = {Conjunctions}, url = {http://www.conjunctions-tjcp.com/article/view/18601}, doi = {10.7146/tjcp.v1i1.18601}, abstract = {In the introduction of Conjunction: Transdisciplinary Journal of Cultural Participation we introduce 1) the aim of the journal, 2) the journal’s conception of transdisciplinarity as an important precondition for understanding contemporary processes and dilemmas of participation, 3) important trajectories in the existing literature on participation that focus on participation as linked to technological changes, to democratic processes of transferring power, and to complex social situations calling for analytical and evaluative frameworks able to grasp multiplicity and competing interests, and 4) the theme and articles of the this special issue: cultural participation and citizenship.}, language = {en}, number = {1}, urldate = {2016-03-23}, journal = {Conjunctions. Transdisciplinary Journal of Cultural Participation}, author = {Reestorff, Camilla Møhring and Fabian, Louise and Fritsch, Jonas and Stage, Carsten and Stephensen, Jan Løhmann}, month = nov, year = {2014}, keywords = {Cultural participation, Participatory citizenship, Power dynamics, democracy, transdisciplinarity}, } @techreport{reinertsen_confronting_2017, address = {Stockholm}, title = {Confronting the {Contradiction} - {An} exploration into the dual purpose of accountability and learning in aid evaluation}, url = {https://www.sum.uio.no/english/research/news-and-events/news/2017/aid-evaluation.html}, urldate = {2017-06-12}, institution = {Expertgruppen för biståndsanalys (EBA)}, author = {Reinertsen, Hilde and Bjørkdahl, Kristian and McNeill, Desmond}, year = {2017}, keywords = {IMPORTANT}, } @techreport{sdc_conflict-sensitive_2006, title = {Conflict-sensitive programme management ({CSPM})}, url = {https://www.eda.admin.ch/deza/en/home/themes-sdc/fragile-contexts-and-prevention/preventing-recurrent-cycles-violent-conflicts/conflict-sensitive-programme-management.html}, language = {en}, urldate = {2019-03-06}, author = {SDC}, year = {2006}, pages = {24}, } @techreport{sdc_conflict_2006, title = {Conflict {Sensitive} {Programme} {Management}: {A} quick guide}, url = {https://www.eda.admin.ch/deza/en/home/themes-sdc/fragile-contexts-and-prevention/preventing-recurrent-cycles-violent-conflicts/conflict-sensitive-programme-management.html}, urldate = {2019-03-06}, institution = {SDC}, author = {SDC}, year = {2006}, } @misc{noauthor_conflict_2019, title = {Conflict and {Human} {Rights} {Shareweb}}, url = {https://www.shareweb.ch/site/Conflict-and-Human-Rights/startpage-tools/cspm-tool/scenarios/#goto}, urldate = {2019-03-06}, year = {2019}, } @article{shinkle_conflict_2017, title = {Conflict {Aid} {Goes} “{Lean}”}, url = {https://ssir.org/articles/entry/conflict_aid_goes_lean}, abstract = {Iterative design methods are essential to development work\&\#8212;even (or especially) in regions marked by war and violence.}, number = {Winter}, urldate = {2017-05-04}, journal = {Stanford Social Innovation Review}, author = {Shinkle, Whitney}, year = {2017}, } @article{morrow_conclusion:_2016, title = {Conclusion: {Agency} in the face of complexity and the future of assumption-aware evaluation practice}, volume = {59}, issn = {0149-7189}, shorttitle = {Conclusion}, url = {http://www.sciencedirect.com/science/article/pii/S0149718916301033}, doi = {10.1016/j.evalprogplan.2016.05.013}, abstract = {This final chapter in the volume pulls together common themes from the diverse set of articles by a group of eight authors in this issue, and presents some reflections on the next steps for improving the ways in which evaluators work with assumptions. Collectively, the authors provide a broad overview of existing and emerging approaches to the articulation and use of assumptions in evaluation theory and practice. The authors reiterate the rationale and key terminology as a common basis for working with assumption in program design and evaluation. They highlight some useful concepts and categorizations to promote more rigorous treatment of assumptions in evaluation. A three-tier framework for fostering agency for assumption-aware evaluation practice is proposed-agency for themselves (evaluators); agency for others (stakeholders); and agency for standards and principles.}, urldate = {2018-02-04}, journal = {Evaluation and Program Planning}, author = {Morrow, Nathan and Nkwake, Apollo M.}, month = dec, year = {2016}, keywords = {Agency, Complexity}, pages = {154--160}, } @article{forrester_conceptualizing_2017, title = {Conceptualizing community resilience to natural hazards – the {emBRACE} framework}, volume = {17}, issn = {1684-9981}, url = {https://www.nat-hazards-earth-syst-sci.net/17/2321/2017/}, doi = {10.5194/nhess-17-2321-2017}, abstract = {{\textless}p{\textgreater}{\textless}strong{\textgreater}Abstract.{\textless}/strong{\textgreater} The level of community is considered to be vital for building disaster resilience. Yet, community resilience as a scientific concept often remains vaguely defined and lacks the guiding characteristics necessary for analysing and enhancing resilience on the ground. The emBRACE framework of community resilience presented in this paper provides a heuristic analytical tool for understanding, explaining and measuring community resilience to natural hazards. It was developed in an iterative process building on existing scholarly debates, on empirical case study work in five countries and on participatory consultation with community stakeholders where the framework was applied and ground-tested in different contexts and for different hazard types. The framework conceptualizes resilience across three core domains: (i) resources and capacities, (ii) actions and (iii) learning. These three domains are conceptualized as intrinsically conjoined within a whole. Community resilience is influenced by these integral elements as well as by extra-community forces comprising disaster risk governance and thus laws, policies and responsibilities on the one hand and on the other, the general societal context, natural and human-made disturbances and system change over time. The framework is a graphically rendered heuristic, which through application can assist in guiding the assessment of community resilience in a systematic way and identifying key drivers and barriers of resilience that affect any particular hazard-exposed community.{\textless}/p{\textgreater}}, language = {en}, number = {12}, urldate = {2019-05-02}, journal = {Natural Hazards and Earth System Sciences}, author = {Forrester, John Martin and Kruse, Sylvia and Abeling, Thomas and Deeming, Hugh and Fordham, Maureen and Forrester, John and Jülich, Sebastian and Karanci, A. Nuray and Kuhlicke, Christian and Pelling, Mark and Pedoth, Lydia and Schneiderbauer, Stefan}, month = dec, year = {2017}, pages = {2321--2333}, } @book{waldrop_complexity:_1993, address = {New York}, title = {Complexity: {The} {Emerging} {Science} at the {Edge} of {Order} and {Chaos}}, isbn = {978-0-671-87234-2}, shorttitle = {Complexity}, abstract = {In a rented convent in Santa Fe, a revolution has been brewing. The activists are not anarchists, but rather Nobel Laureates in physics and economics such as Murray Gell-Mann and Kenneth Arrow, and pony-tailed graduate students, mathematicians, and computer scientists down from Los Alamos. They've formed an iconoclastic think tank called the Santa Fe Institute, and their radical idea is to create a new science called complexity. These mavericks from academe share a deep impatience with the kind of linear, reductionist thinking that has dominated science since the time of Newton. Instead, they are gathering novel ideas about interconnectedness, coevolution, chaos, structure, and order - and they're forging them into an entirely new, unified way of thinking about nature, human social behavior, life, and the universe itself. They want to know how a primordial soup of simple molecules managed to turn itself into the first living cell - and what the origin of life some four billion years ago can tell us about the process of technological innovation today. They want to know why ancient ecosystems often remained stable for millions of years, only to vanish in a geological instant - and what such events have to do with the sudden collapse of Soviet communism in the late 1980s. They want to know why the economy can behave in unpredictable ways that economists can't explain - and how the random process of Darwinian natural selection managed to produce such wonderfully intricate structures as the eye and the kidney. Above all, they want to know how the universe manages to bring forth complex structures such as galaxies, stars, planets, bacteria, plants, animals, and brains. There are commonthreads in all of these queries, and these Santa Fe scientists seek to understand them. Complexity is their story: the messy, funny, human story of how science really happens. Here is the tale of Brian Arthur, the Belfast-born economist who stubbornly pushed his theories of economic ch}, language = {Inglés}, publisher = {Touchstone Press}, author = {Waldrop, Mitchell M.}, month = sep, year = {1993}, } @techreport{bar-yam_complexity_1997, address = {1997.12}, type = {{NECSI} {Report}}, title = {Complexity {Rising}: {From} {Human} {Beings} to {Human} {Civilization}, a {Complexity} {Profile}}, abstract = {It is generally recognized that life is becoming more complex. This article analyzes the human social environment using the "complexity profile," a mathematical tool for characterizing the collective behavior of a system. The analysis is used to justify the qualitative observation that complexity of existence has increased and is increasing. The increase in complexity is directly related to sweeping changes in the structure and dynamics of human civilization—the increasing interdependence of the global economic and social system, and the instabilities of dictatorships, communism and corporate hierarchies. Our complex social environment is consistent with identifying global human civilization as an organism capable of complex behavior that protects its components (us) and which should be capable of responding effectively to complex environmental demands.}, language = {en}, institution = {New England Complex Systems Institute}, author = {Bar-Yam, Yaneer}, month = dec, year = {1997}, pages = {33}, } @book{mcmillan_complexity_2004, title = {Complexity, {Organizations} and {Change}}, abstract = {Complexity science has seriously challenged long-held views in the scientific community about how the world works. These ideas, particularly about the living world, also have radical and profound implications for organizations and society as a whole. Available in paperback for the first time, this insightful book describes and considers ideas from complexity science and examines their use in organizations, especially in bringing about major organizational change. Author McMillan explores how organizations, their design, the way they operate and, importantly, the people who co-create them, are thought of.Explaining the history and development of complexity science in an accessible way for the non-scientific reader, this outstanding book describes key concepts and their use in theory and practice. Illustrated with real-life examples from organizations in the UK, Europe and the USA, the book includes an in-depth case study of an organization which used complexity principles as part of a strategic change intervention. From this, useful models for introducing a complexity-based change process are derived.Complexity, Organizations and Change will appeal to academics, researchers and advanced students who are interested in complexity science and what it means for strategy, organization and management theory and organizational change.}, language = {English}, publisher = {Routledge}, author = {McMillan, Elizabeth}, month = jul, year = {2004}, } @book{lewin_complexity:_1994, address = {Chicago}, title = {Complexity: {Life} at the {Edge} of {Chaos}}, isbn = {978-0-226-47655-1}, shorttitle = {Complexity}, abstract = {"Put together one of the world's best science writers with one of the universe's most fascinating subjects and you are bound to produce a wonderful book. . . . The subject of complexity is vital and controversial. This book is important and beautifully done."—Stephen Jay Gould"[Complexity] is that curious mix of complication and organization that we find throughout the natural and human worlds: the workings of a cell, the structure of the brain, the behavior of the stock market, the shifts of political power. . . . It is time science . . . thinks about meaning as well as counting information. . . . This is the core of the complexity manifesto. Read it, think about it . . . but don't ignore it."—Ian Stewart, NatureThis second edition has been brought up to date with an essay entitled "On the Edge in the Business World" and an interview with John Holland, author of Emergence: From Chaos to Order.}, language = {English}, publisher = {University of Chicago Press}, author = {Lewin, Roger}, year = {1994}, } @book{room_complexity_2011, address = {Cheltenham, UK; Northampton, Mass.}, title = {Complexity, {Institutions} and {Public} {Policy}: {Agile} {Decision}-making in a {Turbulent} {World}}, isbn = {978-0-85793-263-1}, shorttitle = {Complexity, {Institutions} and {Public} {Policy}}, abstract = {Graham Room argues that conventional approaches to the conceptualization and measurement of social and economic change are unsatisfactory. As a result, researchers are ill-equipped to offer policy advice. This book offers a new analytical approach, combining complexity science and institutionalism. It also provides tools for policy makers in turbulent times. Part 1 is concerned with the conceptualization of socio-economic change. It integrates complexity science and institutionalism into a coherent ontology of social and policy dynamics. Part 2 is concerned with models and measurement. It combines some of the principal approaches developed in complexity analysis with models and methods drawn from mainstream social and political science. Part 3 offers empirical applications to public policy: the dynamics of social exclusion; the social dimension of knowledge economies; the current financial and economic crisis. These are supplemented by a toolkit for the practice of 'agile policy making'. This is a stimulating, provocative and highly original book. It will appeal to academics and students in social and policy studies and to a wide range of scholars in other disciplines where complexity science is already well-developed. It will also be of major interest for decision makers coping with complex and turbulent policy terrains.Contents: Preface 1. Introduction Part I: Concepts 2. The Complexity Paradigm 3. Complex Adaptive Systems 4. The Economy as a Complex Adaptive System 5. Institutional Settings and Architectures 6. Institutional Dynamics 7. The Struggle for Positional Advantage 8. Conceptualising Social Dynamics Part II: Methods 9. Attractors and Orbits in Dynamic Systems 10. Patterns in Time and Space 11. Connections and Networks 12. Mobility on Social Landscapes 13. Towards a Generic Methodology Part III: Policies 14. Agile Policy-Making 15. Poverty and Social Exclusion 16. Social Dynamics of the Knowledge Economy 17. Global Turbulence and Crisis Postscript: Tools for Policy-Makers References Index}, language = {English}, publisher = {Edward Elgar Pub}, author = {Room, Graham}, month = sep, year = {2011}, } @misc{ang_complexity_2018, address = {Brighton, UK}, type = {Complexity and {Development} seminar series}, title = {Complexity \& {Development} 2.0: {From} {Agreeing} {We} {Should} {Adapt} to {Creating} the {Conditions} that {Enable} {Adaptation}}, shorttitle = {Complexity \& {Development} 2.0}, url = {https://www.ids.ac.uk/events/complexity-development-2-0-from-agreeing-we-should-adapt-to-creating-the-conditions-that-enable-adaptation/}, abstract = {The field of global development has reached a critical turning point. Almost gone is the mechanical, one-size-fits-all “good governance” paradigm of the past. In its place is a growing embrace of complexity and systems thinking. While this is an encouraging shift in the right direction, the discussion mostly ends by concluding that we should adapt. Yuen Yuen Ang urges that it’s time to take our conversation on “complexity \& development” to the next level: how to enable adaptation. Effective adaptation doesn’t automatically arise just because we desire it—rather, it requires certain enabling conditions. In How China Escaped the Poverty Trap (2016), she introduces a generic complexity 2.0 framework that she terms “directed improvisation.” Effective adaptation, Yuen Yuen argues, requires a paradoxical blend of top-down direction and bottom-up improvisation. Such a system can be created—and produce dramatic results and adaptive solutions—even within a closed political regime like China.}, language = {en-GB}, urldate = {2023-06-09}, author = {Ang, Yuen Yuen}, month = feb, year = {2018}, } @misc{patsalides_complexity-aware_2014, type = {Screencast}, title = {Complexity-{Aware} {Monitoring} {Discussion} {Note} ({Screencast})}, url = {https://usaidlearninglab.org/library/complexity-aware-monitoring-discussion-note-screencast}, abstract = {This screencast covers information included in the Complexity-Aware Monitoring Discussion Note. The topic is intended for those seeking cutting-edge solutions to monitoring complex aspects of strategies and projects. Most of the principles and promising approaches discussed here have a significant body of theory and practice behind them, but many have not been used to monitor USAID strategies and projects. We have much to learn about whether and how they can be applied successfully in the Agency. USAID's Office of Learning, Evaluation, and Research in the Bureau of Policy, Planning, and Learning has partnered with different groups through monitoring trials to build a body of evidence regarding which complexity-aware M\&E approaches are most effective in the contexts of USAID programming.}, author = {Patsalides, Melissa and Britt, Heather}, year = {2014}, } @article{hertz_complexity-aware_2021, title = {Complexity-{Aware} {Monitoring} and {Evaluation}}, volume = {17}, copyright = {Copyright (c) 2021 Tilman Hertz, Eva Brattander, Loretta Rose}, issn = {1556-8180}, url = {https://journals.sfu.ca/jmde/index.php/jmde_1/article/view/679}, doi = {10.56645/jmde.v17i41.679}, abstract = {Background: Addressing today’s sustainability challenges requires adopting a systemic approach where social and ecological systems are treated as integrated social-ecological systems. Such systems are complex, and the international development sector increasingly recognises the need to account for the complexity of the systems that they seek to transform. Purpose: This paper sketches out the elements of a complexity-aware monitoring and evaluation (M\&E) system for international development programmes in the area of sustainable development.\  Setting: Not applicable. Data Collection and Analysis: The authors draw on existing literature on complexity and evaluation and on their own experience from working in the field of M\&E. Findings: An M\&E system should not be seen simply as a tool to track compliance against a pre-determined theory of change. Instead, it is most useful as a real-time approach, constantly defining and re-defining narratives for change that help push systems along trajectories of interest. Dealing with complexity involves embracing uncertainty; and this challenges established notions of accountability—something which funders and implementers must begin to redefine together. Keywords: monitoring; evaluation; complexity; social-ecological systems; international development programmes; narratives for change; theory of change}, language = {en}, number = {41}, urldate = {2023-08-06}, journal = {Journal of MultiDisciplinary Evaluation}, author = {Hertz, Tilman and Brattander, Eva and Rose, Loretta}, month = jun, year = {2021}, note = {Number: 41}, pages = {35--50}, } @techreport{britt_complexity-aware_2013, type = {Presentation}, title = {Complexity-{Aware} {Monitoring}}, url = {http://623elmp01.blackmesh.com/sites/default/files/resource/files/c-am_discussion-note-brief_slides.pdf}, urldate = {2018-03-09}, institution = {USAID's Learning, Evaluation, and Research Office}, author = {Britt, Heather and Patsalides, Melissa}, year = {2013}, pages = {30}, } @book{colander_complexity_2014, address = {Princeton}, title = {Complexity and the {Art} of {Public} {Policy}: {Solving} {Society}'s {Problems} from the {Bottom} {Up}}, isbn = {978-0-691-15209-7}, shorttitle = {Complexity and the {Art} of {Public} {Policy}}, abstract = {Complexity science--made possible by modern analytical and computational advances--is changing the way we think about social systems and social theory. Unfortunately, economists' policy models have not kept up and are stuck in either a market fundamentalist or government control narrative. While these standard narratives are useful in some cases, they are damaging in others, directing thinking away from creative, innovative policy solutions. Complexity and the Art of Public Policy outlines a new, more flexible policy narrative, which envisions society as a complex evolving system that is uncontrollable but can be influenced. David Colander and Roland Kupers describe how economists and society became locked into the current policy framework, and lay out fresh alternatives for framing policy questions. Offering original solutions to stubborn problems, the complexity narrative builds on broader philosophical traditions, such as those in the work of John Stuart Mill, to suggest initiatives that the authors call "activist laissez-faire" policies. Colander and Kupers develop innovative bottom-up solutions that, through new institutional structures such as for-benefit corporations, channel individuals' social instincts into solving societal problems, making profits a tool for change rather than a goal. They argue that a central role for government in this complexity framework is to foster an ecostructure within which diverse forms of social entrepreneurship can emerge and blossom.}, language = {English}, publisher = {Princeton University Press}, author = {Colander, David and Kupers, Roland}, month = may, year = {2014}, } @misc{barder_complexity_2012, title = {Complexity, {Adaptation}, and {Results}}, url = {http://www.cgdev.org/blog/complexity-adaptation-and-results}, abstract = {In the last of a series of three blog posts looking at the implications of complexity theory for development, Owen Barder and Ben Ramalingam look at the implications of complexity for the trend towards results-based management in development cooperation. They argue that is a common mistake to see a contradiction between recognising complexity and focusing on results: on the contrary, complexity provides a powerful reason for pursuing the results agenda, but it has to be done in ways which reflect the context. In the 2012 Kapuscinski lecture Owen argued that economic and political systems can best be thought of as complex adaptive systems, and that development should be understood as an emergent property of those systems. As explained in detail in Ben’s forthcoming book, these interactive systems are made up of adaptive actors, whose actions are a self-organised search for fitness on a shifting landscape. Systems like this undergo change in dynamic, non-linear ways; characterised by explosive surprises and tipping points as well as periods of relative stability. If development arises from the interactions of a dynamic and unpredictable system, you might draw the conclusion that it makes no sense to try to assess or measure the results of particular development interventions. That would be the wrong conclusion to reach. While the complexity of development implies a different way of thinking about evaluation, accountability and results, it also means that the ‘results agenda’ is more important than ever.}, urldate = {2017-04-07}, journal = {Center For Global Development}, author = {Barder, Owen and Ramalingam, Ben}, month = jul, year = {2012}, keywords = {IMPORTANT}, } @book{lee_compass_1993, address = {Washington, DC}, title = {Compass and {Gyroscope}: {Integrating} {Science} and {Politics} in the {Environment}}, isbn = {978-1-55963-197-6}, shorttitle = {Compass and {Gyroscope}}, abstract = {In this original and far-reaching synthesis, Kai N. Lee explains that together science and politics can lead the waytoward the sustainable management of the world’s resources. Rigorous science can act as our compass, pointingus toward greater and more useful knowledge (adaptive management), and practical politics can serve as our gyroscope, keeping usbalanced between competing interest groups. Unlike some approaches to sustainable development, Compass and Gyroscope is refreshingly grounded in the realworld. Lee explains that sustainability cannot occur overnight, we have neither an adequate base of knowledgenor a reliable means of properly implementing and executing management plans. "Sustainable development is not a goal, not a condition likely to be attained on earth as we know it. Rather it is more like freedom or justice,a direction in which we strive..." Using the Columbia River Basin in the Pacific Northwest as a case study, Lee examines the successes andfailures of past and present management. He describes what has been learned, and explains how that experiencecan be applied to environmental management generally. Throughout, the author delves deeply into the theoretical framework behind the real-world experience, exploring how theories of science, politics, and cognitive psychology can be integrated into environmental management.}, language = {English}, publisher = {Island Press}, author = {Lee, Kai N.}, month = jun, year = {1993}, } @article{korten_community_1980, title = {Community {Organization} and {Rural} {Development}: {A} {Learning} {Process} {Approach}}, volume = {40}, issn = {00333352}, shorttitle = {Community {Organization} and {Rural} {Development}}, url = {http://www.jstor.org/stable/3110204?origin=crossref}, doi = {10.2307/3110204}, number = {5}, urldate = {2017-09-26}, journal = {Public Administration Review}, author = {Korten, David C.}, month = sep, year = {1980}, pages = {480}, } @techreport{feverbee_community_nodate, title = {Community {Moderation} {Guidelines} {Template}}, url = {https://docs.google.com/document/d/1RLT9jlfa1m15ZAQt0p17ScY9rws9fK0dhXbeP9-_Bz0/edit?usp=sharing&usp=embed_facebook}, abstract = {Community Moderation Guidelines for [Organisation] 1.0 INTRODUCTION Welcome to [the community]. We’re excited to have you as a moderator and we can’t wait for you to get started. We’ve put together this document to help guide your moderation decisions. Our goal...}, language = {en}, urldate = {2018-10-10}, institution = {FeverBee}, author = {FeverBee}, } @article{lam_community-based_2019, title = {Community-based monitoring of {Indigenous} food security in a changing climate: {Global} trends and future directions}, issn = {1748-9326}, shorttitle = {Community-based monitoring of {Indigenous} food security in a changing climate}, url = {http://iopscience.iop.org/10.1088/1748-9326/ab13e4}, doi = {10.1088/1748-9326/ab13e4}, abstract = {Climate change is expected to exacerbate existing food security challenges, especially in Indigenous communities worldwide. Community-based monitoring is considered a promising strategy to improve monitoring of, and local adaptation to climatic and environmental change. Yet, it is unclear how this approach can be applied in food security or Indigenous contexts. The objectives of this paper are to: 1) review and synthesize the published literature on community-based monitoring of Indigenous food security; and, 2) identify gaps and trends in these monitoring efforts in the context of climate change. Using a systematic search and screening process, we identified 86 published articles. To be included, articles had to be published in a journal, describe a community-based monitoring system, describe any aspect of food security, and explicitly mention an Indigenous community. Relevant articles were thematically analyzed to characterize elements of community-based monitoring in the context of climate change. Results show that the number of articles published over time was steady and increased more than two-fold within the last five years. The reviewed articles reported on monitoring mainly in North America (37\%) and South America (28\%). In general, monitoring was either collaborative with local communities (51\%) or externally-driven (37\%), and focused primarily on tracking wildlife (29\%), followed by natural resources (16\%), environmental change (15\%), fisheries (13\%), climate change (9\%), or some combination of these topics (18\%). This review provides an evidence-base on the uses, characteristics, and opportunities of community-based monitoring, to guide future food security monitoring efforts in the context of climate change.}, language = {en}, urldate = {2019-05-04}, journal = {Environmental Research Letters}, author = {Lam, Steven and Dodd, Warren and Skinner, Kelly and Papadopoulos, Andrew and Zivot, Chloe and Ford, James and Garcia, Patricia J. and Team, IHACC Research and Harper, Sherilee L.}, year = {2019}, } @techreport{hearn_communities_2009, address = {London}, title = {Communities of practice: {Linking} knowledge, policy and practice}, shorttitle = {Communities of practice}, url = {https://www.odi.org/publications/1129-communities-practice-linking-knowledge-policy-and-practice}, abstract = {This paper describes the basic characteristics of CoPs and provides a rationale for their growing importance in international development. It also suggests some ways in which CoPs can be supported by development agencies, research institutes and donors to strengthen the linkages between knowledge, policy and practice.}, language = {en}, urldate = {2019-01-23}, institution = {ODI}, author = {Hearn, Simon and White, Nancy}, year = {2009}, } @article{blair_communications_2007, title = {Communications {Strategic} {Intent} {With} {Systemigrams}: {Application} to the {Network}-{Enabled} {Challenge}}, volume = {10}, shorttitle = {Communications {Strategic} {Intent} {With} {Systemigrams}}, doi = {10.1002/sys.20079}, abstract = {The U.K. Ministry of Defense (MoD) has mandated the development of a network enabled capability (NEC) across all of defense, aimed at producing agile military and nonmilitary effects via a network of networks. This paper provides an overview of NEC, representing it as a complex human activity system of systems (SoS), analysis of which cannot rely on purely traditional reductionist engineering approaches, requiring instead a soft-systems engineering approach. A literature review is then provided, covering nontraditional systems methodologies of the past 25 years, highlighting the more recent trend towards multimethodological practice. The paper introduces the systemic diagram, or systemigram, conceptual model, explaining its evolution from a form of visual language to its use as an appreciative learning system in a soft-systems methodology. Using the written prose of MoD policy makers, a systemigram model is constructed which represents the NEC concept, providing a systemic visualization of its complexity and an elucidation of the key SoS attributes of emergence, hierarchy, and boundary. Finally, the NEC systemigram is used in an example storyboarding technique, demonstrating its utility as a platform for stakeholder dialog leading towards a refined model that reflects a deeper understanding of NEC strategy. © 2007 Wiley Periodicals, Inc. Syst Eng 10:309–322, 2007}, journal = {Systems Engineering}, author = {Blair, Charles and Boardman, John and Sauser, Brian}, month = dec, year = {2007}, pages = {309--322}, } @techreport{ang_combining_2018, title = {Combining {Big} {Data} and {Thick} {Data} to {Improve} {Services} {Delivery}}, url = {http://www.businessofgovernment.org/node/2513}, institution = {IBM Center for The Business of Government}, author = {Ang, Yuen Yuen}, year = {2018}, } @techreport{present_combating_2017, title = {Combating {Wildlife} {Trafficking} {Cross}-{Mission} {Learning} {Agenda}}, language = {en}, institution = {USAID}, author = {Present, Teresa and Peabody, Shawn}, month = may, year = {2017}, pages = {17}, } @techreport{usaid_combating_2018, title = {Combating {Wildlife} {Trafficking} {Case} {Study} {Compilation}: {Capacity} {Building} for {Enforcement} and {Prosecution}}, language = {en}, author = {USAID}, month = may, year = {2018}, pages = {36}, } @misc{mulgan_collective_2018, title = {Collective intelligence and achieving the {Sustainable} {Development} {Goals}}, url = {https://www.nesta.org.uk/blog/collective-intelligence-and-achieving-sustainable-development-goals/}, abstract = {Collective intelligence and achieving the Sustainable Development Goals}, language = {en}, urldate = {2018-10-03}, journal = {nesta}, author = {Mulgan, Geoff}, month = sep, year = {2018}, } @article{kania_collective_2011, title = {Collective {Impact}}, url = {https://ssir.org/articles/entry/collective_impact}, abstract = {Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.}, number = {Winter}, urldate = {2017-11-03}, journal = {Stanford Social Innovation Review}, author = {Kania, John and Kramer, Mark}, year = {2011}, } @article{cross_collaborative_2016, title = {Collaborative {Overload}}, volume = {2016}, url = {https://hbr.org/2016/01/collaborative-overload}, abstract = {Too much teamwork exhausts employees and saps productivity. Here’s how to avoid it.}, number = {1}, urldate = {2016-09-29}, journal = {Harvard Business Review}, author = {Cross, Rob and Rebele, Reb and Grant, Adam}, month = jan, year = {2016}, } @misc{dart_collaborative_2014, title = {Collaborative {Outcome} {Mapping}}, url = {https://www.betterevaluation.org/en/plan/approach/cort}, abstract = {Collaborative Outcomes Reporting (COR) is a participatory approach to impact evaluation based around a performance story that presents evidence of how a program has contributed to outcomes and impacts, that is then reviewed by both technical experts and program stakeholders, which may include community members. Collaborative Outcomes Reporting (COR) is a participatory approach to impact evaluation based around a performance story that presents evidence of how a program has contributed to outcomes and impacts, that is then reviewed by both technical experts and program stakeholders, which may include community members. Developed by Jess Dart, COR combines contribution analysis andMultiple Lines and Levels of Evidence (MLLE), mapping existing data and additional data against the program logic to produce a performance story. Performance story reports are essentially a short report about how a program contributed to outcomes. Although they may vary in content and format, most are short, mention program context and aims, relate to a plausible results chain, and are backed by empirical evidence (Dart and Mayne, 2005). The aim is to tell the ‘story’ of a program’s performance using multiple-lines of evidence. COR adds processes of review by an expert panel and stakeholders, sometimes including community members, to check for the credibility of the evidence about what impacts have occurred and the extent to which these can be credibly attributed to the intervention. It is these components of expert panel review (outcomes panel) and a collaborative approach to developing outcomes (through summit workshops) that differentiate COR from other approaches to outcome and impact evaluation.}, urldate = {2018-10-13}, journal = {Better Evaluation}, author = {Dart, J. and Roberts, M.}, year = {2014}, } @article{mccarthy_collaborative_2012, series = {{SI} - {Party} {Politics}, the {Poor} and the {City}: reflections from {South} {Africa}}, title = {Collaborative geomatics and the {Mushkegowuk} {Cree} {First} {Nations}: {Fostering} adaptive capacity for community-based sub-arctic natural resource management}, volume = {43}, issn = {0016-7185}, shorttitle = {Collaborative geomatics and the {Mushkegowuk} {Cree} {First} {Nations}}, url = {http://www.sciencedirect.com/science/article/pii/S0016718511001503}, doi = {10.1016/j.geoforum.2011.07.015}, abstract = {The remote First Nation (FN) communities of the Mushkegowuk Territory on the west coast of James Bay, Ontario, Canada are currently facing increased development pressures and the imposition of a government land use planning process. The land use planning process is mandated in the Far North Act (received Royal Assent on September 23, 2010). There is a need for capacity enhancement for community-based natural resource planning and management in the Territory. A number of frameworks are emerging for addressing change brought on by resource development and building resilience to such change at the community level. Among these include the concept of adaptive capacity. In collaboration with FN community leaders, we explored the use of “collaborative geomatics” tools to foster adaptive capacity. Our action research suggests that collaborative geomatics technologies should enhance the Mushkegowuk First Nations’ adaptive capacity to address environmental and policy change by allowing them to collect and manage data collaboratively (e.g., traditional environmental knowledge, western science) to create opportunities for innovative community development, including natural resource development and management.}, number = {2}, urldate = {2019-05-03}, journal = {Geoforum}, author = {McCarthy, Daniel D. P. and Whitelaw, Graham S. and Anderson, Scott and Cowan, Donald and McGarry, Fred and Robins, Anthony and Gardner, Holly L. and Barbeau, Christine D. and Charania, Nadia A. and General, Zachariah and Liedtke, Jeff and Sutherland, Celine and Alencar, Paulo and Tsuji, Leonard J. S.}, month = mar, year = {2012}, keywords = {Adaptive capacity, Collaborative geomatics, Community development, Cree communities, Land use plans}, pages = {305--314}, } @misc{noauthor_collaboration_2018, title = {Collaboration for {Impact}}, url = {https://collaborationforimpact.com}, abstract = {The site seeks to accelerate the adoption of system collaboration and Collective Impact in Australia. It does so by creating knowledge, network and tools; shining a light on successful Collective Impact initiatives; and building an Australian community of practice.}, urldate = {2023-01-11}, year = {2018}, } @techreport{usaid_learn_collaborating_2022, address = {Washington DC}, title = {Collaborating, {Learning}, and {Adapting} {Framework} \& {Key} {Concepts} ({Implementing} {Partner} {Version} 1)}, url = {https://usaidlearninglab.org/sites/default/files/2022-08/508c_cla_maturity_tool_card_deck_ip_v1_2022-07-29.pdf}, abstract = {Although collaborating, learning, and adapting (CLA) are not new to USAID and its implementing partners, they often do not happen regularly or systematically and are not intentionally resourced. The CLA Framework above identifies components and subcomponents to help you think more deliberately about what approach to CLA might be best tailored to your organizational or project context. The framework recognizes the diversity of what CLA can look like in various organizations and projects while also giving CLA structure, clarity, and coherence across two key dimensions: - CLA in the Program Cycle: how CLA is incorporated into planning and design processes throughout the Program Cycle in order to improve their effectiveness; and - Enabling Conditions: how an organization’s culture, daily operating processes, and resource allocation support CLA integration. Organizations need both integrated CLA practices appropriate for their context and conducive enabling conditions to become stronger learning organizations capable of managing adaptively. The framework stresses the holistic and integrated nature of the various components of CLA to reinforce the principle that CLA is not a separate workstream—it should be integrated into existing processes to strengthen the discipline of development and improve aid effectiveness.}, language = {en}, urldate = {2023-01-03}, institution = {USAID}, author = {USAID LEARN}, year = {2022}, } @techreport{learning_lab_collaborating_2016, address = {Washington DC}, title = {Collaborating, {Learning}, and {Adapting}. {Framework} \& {Key} {Concepts}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/keyconcepts_twopager_8.5x11_v7_20160907.pdf}, urldate = {2017-02-09}, institution = {USAID}, author = {Learning Lab}, month = sep, year = {2016}, } @techreport{usaid_collaborating_2016, address = {Washington DC}, title = {Collaborating, {Learning}, and {Adapting} {Framework} \& {Key} {Concepts}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/keyconcepts_twopager_8.5x11_v7_20160907.pdf}, abstract = {Although collaborating, learning, and adapting (CLA) are not new to USAID, they often do not happen regularly or systematically and are not intentionally resourced. The CLA framework above identifies components and subcomponents to help you think more deliberately about what approach to CLA might be best tailored to your organizational or project context. The framework recognizes the diversity of what CLA can look like in various organizations and projects while also giving CLA structure, clarity, and coherence across two key dimensions: CLA in the Program Cycle: how CLA is incorporated throughout Program Cycle processes, including strategy, project, and activity design and implementation; and Enabling Conditions: how an organization’s culture, business processes, and resource allocation support CLA integration. Organizations need both integrated CLA practices appropriate for their context and conducive enabling conditions to become stronger learning organizations capable of managing adaptively. The framework stresses the holistic and integrated nature of the various components of CLA to reinforce the principle that CLA is not a separate workstream—it should be integrated into existing processes to strengthen the discipline of development and improve aid effectiveness.}, urldate = {2019-12-02}, institution = {USAID}, author = {{USAID}}, month = sep, year = {2016}, } @techreport{usaid_learn_collaborating_2022, address = {Washington DC}, title = {Collaborating, {Learning} and {Adapting} ({CLA}) {Maturity} {Spectrum} (v7)}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/cla_maturity_spectrum_handouts_20170612_0.pdf}, abstract = {USAID’s Bureau for Policy, Planning and Learning (PPL) and its support mechanism, LEARN, have developed a Collaborating, Learning, and Adapting (CLA) Framework and Maturity tool to help USAID missions think more deliberately about how to plan for and implement CLA approaches that fit the mission’s context and assist them in achieving their development objectives. While the tool is intended primarily for USAID audiences to be used in participatory self-assessment workshops, the CLA Framework and maturity spectrum are relevant to a wider audience. USAID’s CLA Framework identifies key components and subcomponents of daily work that may be opportunities for intentional, systematic, and resourced CLA. The framework recognizes the diversity of what CLA can look like in various organizations and programs while also giving CLA structure, clarity, and coherence across two key dimensions: • CLA in the Program Cycle: how CLA is incorporated throughout Program Cycle processes, including strategy, project, and activity design and implementation; and • Enabling Conditions: how an organization’s culture, business processes, and resource allocation support CLA integration. Recognizing that CLA is not binary—it’s not an issue of “doing it or not doing it”—PPL and LEARN have developed a spectrum of practice for each of the 16 subcomponents in the framework. The spectrum offers examples of what integration might look like at different stages: Not Yet Present, Emergent, Expanding, Advanced and Institutionalized. The maturity stage descriptions are only illustrative and are intended to spark reflection on current practice and opportunities for improvements. In this resource, each CLA subcomponent page describes the key concepts for that topic and includes a description of the maturity stages. Although the descriptions were originally developed for USAID, the majority of the concepts easily transfer or have equivalents in the partner community. For example, although organizations outside of USAID may not hold “Portfolio Reviews” (part of the Pause \& Reflect subcomponent), the majority hold some type of meeting to review programmatic progress. This is the seventh version of the CLA Framework and maturity spectrum. PPL and LEARN will continue reviewed and periodically update them based on user feedback, so if you have comments about the content, please email learning@usaid.gov. We would also love to hear how you’ve used this content with your team or organization.}, urldate = {2023-01-03}, institution = {USAID}, author = {USAID LEARN}, year = {2022}, } @techreport{usaid_collaborating_2016, title = {Collaborating, {Learning} and {Adapting} ({CLA}) - {Maturity} {Matrix} {Overview}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/cla_maturity_tool_overview_ll.pdf}, abstract = {Collaborating, Learning and Adapting (CLA) involves strategic collaboration, continuous learning, and adaptive management. CLA approaches to development include collaborating intentionally with stakeholders to share knowledge and reduce duplication of effort, learning systematically by drawing on evidence from a variety of sources and taking time to reflect on implementation, and applying learning by adapting intentionally. The purpose of the maturity matrix tool is to help USAID Missions think more deliberately about how to plan for and implement CLA approaches that fit the Mission’s context and needs. Through a set of easy-to-use cards, the CLA maturity matrix offers examples of what CLA looks like at different stages of maturity. USAID staff can use the decks of cards to both assess current practice and plan for the future. The maturity matrix consists of two decks of cards corresponding to the dimensions of CLA: ● CLA in the Program Cycle: By using the matrix cards to guide a conversation, teams can explore how well CLA is incorporated into the planning and implementation processes of the Program Cycle. ● Enabling Conditions: The cards encourage discussion of the conditions that can significantly influence how CLA and the Program Cycle are implemented at a Mission, including operating processes, organizational culture, and resourcing. Within these decks, the matrix covers 16 subcomponents of CLA. Each has one key concept card and five matrix cards that describe the component in practice, along a spectrum ranging from Not Yet Present to Institutionalized.}, urldate = {2018-03-09}, institution = {Policy, Planning and Learning}, author = {{USAID}}, month = oct, year = {2016}, pages = {3}, } @techreport{learning_lab_collaborating_2016, address = {Washington DC}, title = {Collaborating, {Learning}, and {Adapting} ({CLA}). {Framework} and {Maturity} {Matrix} {Overview}}, url = {https://usaidlearninglab.org/library/collaborating,-learning,-and-adapting-cla-framework-and-maturity-matrix-overview}, urldate = {2017-08-14}, institution = {USAID}, author = {Learning Lab}, month = oct, year = {2016}, } @misc{usaid_collaborate_2015, title = {Collaborate {Learn} {Adapt} - {Case} {Competition}}, url = {https://usaidlearninglab.org/cla-case-competition}, urldate = {2017-02-18}, journal = {USAID Learning Lab}, author = {USAID}, year = {2015}, } @misc{benson_cognitive_2016, title = {Cognitive bias cheat sheet. {An} organized list of cognitive biases because thinking is hard}, url = {https://betterhumans.pub/cognitive-bias-cheat-sheet-55a472476b18}, urldate = {2023-08-07}, journal = {Better Humans}, author = {Benson, Buster}, month = sep, year = {2016}, } @book{jarke_co-creating_2021, series = {Public {Administration} and {Information} {Technology}}, title = {Co-creating {Digital} {Public} {Services} for an {Ageing} {Society}: {Evidence} for {User}-centric {Design}}, isbn = {978-3-030-52872-0}, shorttitle = {Co-creating {Digital} {Public} {Services} for an {Ageing} {Society}}, url = {https://www.springer.com/gp/book/9783030528720}, abstract = {This open access book attends to the co-creation of digital public services for ageing societies. Increasingly public services are provided in digital form; their uptake however remains well below expectations. In particular, amongst older adults the need for public services is high, while at the same time the uptake of digital services is lower than the population average. One of the reasons is that many digital public services (or e-services) do not respond well to the life worlds, use contexts and use practices of its target audiences. This book argues that when older adults are involved in the process of identifying, conceptualising, and designing digital public services, these services become more relevant and meaningful.The book describes and compares three co-creation projects that were conducted in two European cities, Bremen and Zaragoza, as part of a larger EU-funded innovation project. The first part of the book traces the origins of co-creation to three distinct domains, in which co-creation has become an equally important approach with different understandings of what it is and entails: (1) the co-production of public services, (2) the co-design of information systems and (3) the civic use of open data. The second part of the book analyses how decisions about a co-creation project’s governance structure, its scope of action, its choice of methods, its alignment with strategic policies and its embedding in existing public information infrastructures impact on the process and its results. The final part of the book identifies key challenges to co-creation and provides a more general assessment of what co-creation may achieve, where the most promising areas of application may be and where it probably does not match with the contingent requirements of digital public services. Contributing to current discourses on digital citizenship in ageing societies and user-centric design, this book is useful for researchers and practitioners interested in co-creation, public sector innovation, open government, ageing and digital technologies, citizen engagement and civic participation in socio-technical innovation.}, language = {en}, urldate = {2020-09-23}, publisher = {Springer International Publishing}, author = {Jarke, Juliane}, year = {2021}, doi = {10.1007/978-3-030-52873-7}, } @incollection{jarke_co-creating_2021, address = {Cham}, series = {Public {Administration} and {Information} {Technology}}, title = {Co-{Creating} {Digital} {Public} {Services}}, isbn = {978-3-030-52873-7}, url = {https://doi.org/10.1007/978-3-030-52873-7_3}, abstract = {This chapter reviews key literature and concepts relating to the co-creation of digital public services. For this task, it is firstly important to consider what kind of digital public services may be suitable for co-creation. In order to do so, the first section of this chapter defines what a digital public service is (e.g. with respect to different types of service providers, different types of services and service delivery) and considers what kind of digital public services allow for meaningful citizen participation. To better conceptualise different degrees of participation, the subsequent section reviews Arnstein’s (1969) “ladder of citizen participation” and related work. This allows distinguishing between different degrees of non-participation, (consultative) participation and beyond. Thirdly, the chapter reviews traditional participatory approaches that provide the basis to co-creating of digital public services: (1) co-production of public services, (2) co-design and (3) civic open data use. The chapter summarises and compares the different rationales for participation in these approaches, and reviews how they understand the sharing of control, the sharing of knowledge and the enabling of change.}, language = {en}, urldate = {2020-09-23}, booktitle = {Co-creating {Digital} {Public} {Services} for an {Ageing} {Society}: {Evidence} for {User}-centric {Design}}, publisher = {Springer International Publishing}, author = {Jarke, Juliane}, editor = {Jarke, Juliane}, year = {2021}, doi = {10.1007/978-3-030-52873-7_3}, keywords = {Civic Tech, Co-creation, Co-design, Co-production, Digital public services, Open data, Open government, Participation, Participatory design, User-centric services, e-services}, pages = {15--52}, } @article{befani_clearing_2016, title = {Clearing the fog: new tools for improving the credibility of impact claims}, shorttitle = {Clearing the fog}, url = {https://pubs.iied.org/17359IIED/}, abstract = {Development actors facing pressure to provide more rigorous assessments of their impact on policy and practice need new methods to deliver them. There is now a broad consensus that the traditional counterfactual analysis leading to the assessment of the net effect of an intervention is incapable of capturing the complexity of factors at play in any particular policy change. We suggest that evaluations focus instead on establishing whether a clearly-defined process of change has taken place, and improve the validity and credibility of qualitative impact statements. IIED research in Uganda shows that the methods of process tracing and Bayesian updating facilitate a dialogue between theory and evidence that allows us to assess our degree of confidence in ‘contribution claims’ in a transparent and replicable way.}, urldate = {2019-06-04}, journal = {iied Briefing Papers}, author = {Befani, Barbara and D'Errico, Stefano and Booker, Francesca and Giuliani, Alessandra}, month = apr, year = {2016}, } @techreport{roelen_clarissa_nodate, address = {Brighton}, title = {{CLARISSA} {Social} {Protection} {Intervention} - {Evaluation} {Report}}, copyright = {http://creativecommons.org/licenses/by/4.0/}, shorttitle = {{CLARISSA} {Cash} {Plus}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/18034}, abstract = {The CLARISSA Social Protection (SP) Cash Plus intervention represented an innovative social protection scheme for tackling social ills, including the worst forms of child labour (WFCL). The purpose of the intervention was to trial and evidence an innovative social policy intervention for tackling poverty, improving wellbeing, and addressing worst forms of child labour (WFCL). It was a universal and unconditional cash plus programme, combining community mobilisation, case work and cash transfers. It was implemented in a high-density and low-income neighbourhood in Dhaka to build individual, family, and group capacities to meet their needs. This, in turn, was expected to lead to a corresponding decrease in deprivation and community-identified social issues that negatively affect wellbeing, including WFCL.}, language = {en}, urldate = {2023-10-26}, institution = {Institute of Development Studies}, author = {Roelen, Keetie and Howard, Neil and Afroze, Jiniya and Aktar, Afrin and Ton, Giel and Huq, Lopita}, note = {Accepted: 2023-06-30T11:14:55Z Publisher: Institute of Development Studies}, } @techreport{roelen_clarissa_2023, address = {Brighton}, title = {{CLARISSA} {Cash} {Plus}: {Innovative} {Social} {Protection} in {Bangladesh}}, copyright = {http://creativecommons.org/licenses/by/4.0/}, shorttitle = {{CLARISSA} {Cash} {Plus}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/18034}, abstract = {Social protection, and cash transfers especially, have been found to have many positive impacts on families’ lives and are now widely recognised as a cornerstone of any prosperous, fair society. The CLARISSA Cash Plus intervention is an innovative social protection scheme for tackling social ills, including the worst forms of child labour (WFCL). Combining community mobilisation, case work and cash transfers, it aims to support people in a poor neighbourhood in Dhaka to build their individual, family, and group capacities to meet their needs. An increase in capacities is expected to lead to a corresponding decrease in deprivation and community-identified social issues that negatively affect wellbeing, including WFCL.}, language = {en}, number = {1}, urldate = {2023-10-26}, institution = {Institute of Development Studies}, author = {Roelen, Keetie and Howard, Neil and Afroze, Jiniya and Aktar, Afrin and Ton, Giel and Huq, Lopita}, month = jun, year = {2023}, note = {Accepted: 2023-06-30T11:14:55Z Publisher: Institute of Development Studies}, } @misc{usaid_cla_2016, title = {{CLA} {Maturity} {Tool}: {Example} {Spectrum} {Cards}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/subcomponent_card_examples_11x17_20171212.pdf}, urldate = {2018-03-09}, author = {{USAID}}, month = oct, year = {2016}, } @techreport{usaid_learn_cla_2022, address = {Washington DC}, title = {{CLA} {Maturity} {Tool} - {Card} {Deck} ({Implementing} {Partners} version 1)}, url = {https://usaidlearninglab.org/sites/default/files/2022-08/508c_cla_maturity_tool_card_deck_ip_v1_2022-07-29.pdf}, abstract = {USAID’s Bureau for Policy, Planning and Learning (PPL) and its support mechanism, LEARN, have developed a Collaborating, Learning, and Adapting (CLA) Framework and Maturity tool to help USAID missions think more deliberately about how to plan for and implement CLA approaches that fit the mission’s context and assist them in achieving their development objectives. While the tool is intended primarily for USAID audiences to be used in participatory self-assessment workshops, the CLA Framework and maturity spectrum are relevant to a wider audience. USAID’s CLA Framework identifies key components and subcomponents of daily work that may be opportunities for intentional, systematic, and resourced CLA. The framework recognizes the diversity of what CLA can look like in various organizations and programs while also giving CLA structure, clarity, and coherence across two key dimensions: • CLA in the Program Cycle: how CLA is incorporated throughout Program Cycle processes, including strategy, project, and activity design and implementation; and • Enabling Conditions: how an organization’s culture, business processes, and resource allocation support CLA integration. Recognizing that CLA is not binary—it’s not an issue of “doing it or not doing it”—PPL and LEARN have developed a spectrum of practice for each of the 16 subcomponents in the framework. The spectrum offers examples of what integration might look like at different stages: Not Yet Present, Emergent, Expanding, Advanced and Institutionalized. The maturity stage descriptions are only illustrative and are intended to spark reflection on current practice and opportunities for improvements. In this resource, each CLA subcomponent page describes the key concepts for that topic and includes a description of the maturity stages. Although the descriptions were originally developed for USAID, the majority of the concepts easily transfer or have equivalents in the partner community. For example, although organizations outside of USAID may not hold “Portfolio Reviews” (part of the Pause \& Reflect subcomponent), the majority hold some type of meeting to review programmatic progress. This is the seventh version of the CLA Framework and maturity spectrum. PPL and LEARN will continue reviewed and periodically update them based on user feedback, so if you have comments about the content, please email learning@usaid.gov. We would also love to hear how you’ve used this content with your team or organization.}, urldate = {2023-01-03}, institution = {USAID}, author = {USAID LEARN}, year = {2022}, } @misc{usaid_cla_2014, title = {{CLA} for {More} {Effective} {Development} {Programs} (video)}, url = {https://www.youtube.com/watch?v=R7x6XdqyZzk&feature=youtu.be}, abstract = {This presentation features USAID/PPL's Stacey Young discussing the history of learning at USAID; how collaborating, learning, and adapting (CLA) can enhance development outcomes, and the role of implementing partners in supporting this vision.}, urldate = {2019-05-17}, publisher = {USAID LearningLab}, author = {{USAID}}, month = oct, year = {2014}, } @article{gutheil_civil_2022, title = {Civil society organizations and managerialism: {On} the depoliticization of the adaptive management agenda}, volume = {n/a}, issn = {1467-7679}, shorttitle = {Civil society organizations and managerialism}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/dpr.12630}, doi = {10.1111/dpr.12630}, abstract = {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 project and demonstrate how the social transformative and political nature of adaptive development management is rendered technical and depoliticized in practice. Methods and approach We use a case study of a development programme based on a social transformative policy framework that is implemented through CSOs in Uganda and Vietnam. Data were collected by means of interviews, participant observation and document analysis. Findings We find that, in practice, the social transformative policy framework is competing with managerial logics. We compare this process with the depoliticization of the Paris Declaration on Aid Effectiveness, finding striking similarities. By using practice theory, we show how managerialism remains the dominant paradigm in the civil society aid sector, fuelling the “anti-politics machine.” Policy implications The article shows that policy frameworks do not always work as intended. Donors should therefore not only change policy frameworks, but also start addressing institutional and operational requirements.}, language = {en}, number = {n/a}, urldate = {2022-09-29}, journal = {Development Policy Review}, author = {Gutheil, Lena and Koch, Dirk-Jan}, month = jan, year = {2022}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1111/dpr.12630}, } @techreport{civic_innovation_accelerator_fund_civic_2016, address = {Miami}, title = {Civic {Technologies} as tools for change: {Is} balance between online and offline actions a necessary condition for achieving social change through civic innovation?}, shorttitle = {Civic {Technologies} as tools for change}, url = {https://appcivico.net/2016/04/11/the-avina-omidyar-civic-innovation-accelerator-fund-shares-its-lessons-learned}, urldate = {2016-04-18}, institution = {Fundación Avina \& Omidyar Network}, author = {Civic Innovation Accelerator Fund}, year = {2016}, keywords = {IMPORTANT}, } @article{gronlund_citizens_2015, title = {Citizens’ {Use} of {New} {Media} in {Authoritarian} {Regimes}: {A} {Case} {Study} of {Uganda}}, volume = {67}, copyright = {An author submitting a paper agrees to license EJISDC to publish the paper if and when the manuscript is accepted. Papers published in EJISDC are protected by copyright, which is retained by the authors. Authors control translation and reproduction rights to their works published in EJISDC. Permission of the author must be secured if a paper originally published in EJISDC is being considered for reprinting or translation. Authors are expected to ensure that any reprinting or translation contains a reference or pointer to the original paper published in EJISDC. Authors submitting papers to EJISDC do so with the understanding that with Internet publishing authors and publishers do not always have the means to prevent unauthorized copying or editing of copyrighted works. Downloads of papers in EJISDC are permitted for personal and educational use only. Commercial use requires explicit permission from the Editor in Chief. EJISDC has made arrangements with Proquest and Scopus to have published articles available for indexing.}, issn = {16814835}, shorttitle = {Citizens’ {Use} of {New} {Media} in {Authoritarian} {Regimes}}, url = {http://www.ejisdc.org/ojs2/index.php/ejisdc/article/view/1437}, abstract = {By subsidizing the costs of civic participation, the use of the Internet use is believed to stimulate participation but there are fears that intensive Internet use causes withdrawal from public life. This paper investigates the connection between the way individuals participate online and offline in authoritarian, low-income regimes, and the nature of eParticipation among citizens in authoritarian regimes such as Uganda. Based on personal interviews with 116 Internet users, the study found that common drivers of eParticipation, such as low cost, security and anonymity are hard to transplant into the offline world for citizens of authoritarian states such as Uganda. Perceived risks of retribution and intimidation for expressing a particular opinion or supporting a political cause mean that citizen-to-citizen participation is the predominant form but still at low levels, while citizen-to-government participation is negligible.}, language = {en}, number = {0}, urldate = {2016-07-27}, journal = {The Electronic Journal of Information Systems in Developing Countries}, author = {Grönlund, Åke and Wakabi, Wairagala}, month = feb, year = {2015}, } @book{landell-mills_citizens_2013, address = {Kibworth Beauchamp}, title = {Citizens {Against} {Corruption}: {Report} from the {Front} {Line}}, isbn = {978-1-78306-086-3}, shorttitle = {Citizens {Against} {Corruption}}, url = {https://oxfamblogs.org/fp2p/citizens-against-corruption-what-works-findings-from-200-projects-in-53-countries/}, abstract = {Citizens Against Corruption: Report From The Front Line tells the story of how groups of courageous and dedicated citizens across the globe are taking direct action to root out corruption. It shows how people are no longer prepared to accept the predatory activities of dishonest officials and are challenging their scams. It draws on over 200 unique case studies that describe initiatives undertaken by 130 civil society organisations (CSOs) which engage directly with public agencies to stop the bribery and extortion that damages peoples' lives and obstructs social and economic progress. This book challenges the notion that, at best, civil society can only have a marginal impact on reducing corruption and argues that aid donors need to radically rethink their assistance for governance reform. Part 1 analyses the role citizens can play in fighting corruption and promoting good governance and briefly tells the story of the Partnership for Transparency Fund (PTF). Part 2 presents studies of India, Mongolia, Philippines, and Uganda - each with its unique history and distinctive circumstances - to illustrate activities undertaken by CSOs to root out corruption, including the tools and approaches that are being used to build pressure on corrupt public agencies to become transparent and accountable. Part 3 addresses key themes - strengthening the rule of law, putting in place effective national anti-corruption strategies and institutions, making public buying and selling honest, promoting grassroots monitoring of public expenditures and the provision of public services, mounting media campaigns to expose and defeat corruption, and empowering ordinary citizens to keep watch on what actually happens at the point of delivery of public services. Part 4 is a summary of lessons learnt and explores the potential, as well as the risks and limitations, of civic activism in a world where greed and dishonesty is the norm. Finally, the book explores the opportunities and dangers faced by aid donors in supporting local CSOs and charts a way forward. Citizens Against Corruption: Report From The Front Line will be of interest to staff working in CSOs and aid agencies, policy analysts and researchers concerned about corruption and poor governance.}, language = {English}, publisher = {Matador}, author = {Landell-Mills, Pierre}, month = may, year = {2013}, } @article{buytaert_citizen_2014, title = {Citizen science in hydrology and water resources: opportunities for knowledge generation, ecosystem service management, and sustainable development}, volume = {2}, issn = {2296-6463}, shorttitle = {Citizen science in hydrology and water resources}, url = {https://www.frontiersin.org/articles/10.3389/feart.2014.00026/full}, doi = {10.3389/feart.2014.00026}, abstract = {The participation of the general public in the research design, data collection and interpretation process together with scientists is often referred to as citizen science. While citizen science itself has existed since the start of scientific practice, developments in sensing technology, data processing and visualisation, and communication of ideas and results, are creating a wide range of new opportunities for public participation in scientific research. This paper reviews the state of citizen science in a hydrological context and explores the potential of citizen science to complement more traditional ways of scientific data collection and knowledge generation for hydrological sciences and water resources management. Although hydrological data collection often involves advanced technology, the advent of robust, cheap and low-maintenance sensing equipment provides unprecedented opportunities for data collection in a citizen science context. These data have a significant potential to create new hydrological knowledge, especially in relation to the characterisation of process heterogeneity, remote regions, and human impacts on the water cycle. However, the nature and quality of data collected in citizen science experiments is potentially very different from those of traditional monitoring networks. This poses challenges in terms of their processing, interpretation, and use, especially with regard to assimilation of traditional knowledge, the quantification of uncertainties, and their role in decision support. It also requires care in designing citizen science projects such that the generated data complement optimally other available knowledge. Lastly, we reflect on the challenges and opportunities in the integration of hydrologically-oriented citizen science in water resources management, the role of scientific knowledge in the decision-making process, and the potential contestation to established community institutions posed by co-generation of new knowledge.}, language = {English}, urldate = {2019-05-03}, journal = {Frontiers in Earth Science}, author = {Buytaert, Wouter and Zulkafli, Zed and Grainger, Sam and Acosta, Luis and Alemie, Tilashwork C. and Bastiaensen, Johan and De Bièvre, Bert and Bhusal, Jagat and Clark, Julian and Dewulf, Art and Foggin, Marc and Hannah, David M. and Hergarten, Christian and Isaeva, Aiganysh and Karpouzoglou, Timothy and Pandeya, Bhopal and Paudel, Deepak and Sharma, Keshav and Steenhuis, Tammo and Tilahun, Seifu and Van Hecken, Gert and Zhumanova, Munavar}, year = {2014}, keywords = {Citizen science, Co-generation of knowledge, Water Resources Management, hydrological sensing, poly-centric governance}, } @incollection{fung_citizen_2006, address = {London}, title = {Citizen {Participation} in {Representative} {Democracy}}, url = {http://www.involve.org.uk/assets/Uploads/Post-Party-Politics.pdf}, abstract = {ENTRADA CREADA PARA PODER CITAR EL CAPÍTULO}, booktitle = {Post {Party} {Politics}. {Can} participation reconnect people and government?}, publisher = {The Involve Foundation}, author = {Fung, Archon}, editor = {Scott, Faye}, year = {2006}, } @techreport{pena-lopez_citizen_2017, address = {Bengaluru}, title = {Citizen participation and the rise of the open source city in {Spain}}, url = {http://ictlogy.net/bibliography/reports/projects.php?idp=3410}, abstract = {Research on the Information Society, the Digital Divide and Information and Communication Technologies for development}, urldate = {2017-06-09}, institution = {MAVC \& IT for Change}, author = {Peña-López, Ismael}, year = {2017}, } @techreport{rono-bett_citizen-generated_2017, address = {Nairobi}, title = {Citizen-generated data and sustainable development}, url = {http://www.makingallvoicescount.org/publication/citizen-generated-data-sustainable-development/}, abstract = {The potential of citizen-generated data in the sustainable development agenda}, urldate = {2017-05-25}, institution = {DevInit and DRT}, author = {Rono-Bett, Karen and Kenei, Steve}, year = {2017}, } @techreport{peixoto_citizen_2019, address = {Washington DC}, title = {Citizen engagement: emerging digital technologies create new risks and value}, url = {https://openknowledge.worldbank.org/handle/10986/32495}, abstract = {The recent rapid evolution of digital technologies has been changing behaviors and expectations in countries around the world. These shifts make it the right time to pose the key question this paper explores: Will digital technologies, both those that are already widespread and those that are still emerging, have substantial impacts on the way citizens engage and the ways through which power is sought, used, or contested? The authors address this question both to mitigate some of the World Bank’s operational risks, and to initiate a conversation with peers about how those risks might require policy shifts. The overall framing question also is being explored in case theapproaches to citizen engagement advocated by the World Bank are changing and may require different advice for client countries. Despite the lower technology penetration levels in developing countries, their more malleable governance contexts may be more influenced by the effects of emerging technologies than older states with greater rigidity. Digitally influencedcitizen engagement is, in short, one of those “leapfrog” areas in which developing nations may exploit technologies before the wealthier parts of the world. But countries can leapfrog to worse futures, not just better ones. This paper explores what technology might mean for engagement, makespredictions, and offers measures for governments to consider.}, urldate = {2019-10-14}, institution = {World Bank}, author = {Peixoto, Tiago and Steinberg, Tom}, month = oct, year = {2019}, } @techreport{crawford_citizen-centered_2013, address = {Rochester, NY}, type = {{SSRN} {Scholarly} {Paper}}, title = {Citizen-{Centered} {Governance}: {The} {Mayor}'s {Office} of {New} {Urban} {Mechanics} and the {Evolution} of {CRM} in {Boston}}, shorttitle = {Citizen-{Centered} {Governance}}, url = {http://papers.ssrn.com/abstract=2307158}, abstract = {Over the last three years, the Boston Mayor's Office of New Urban Mechanics, the innovative, collaborative ethos within City Hall fostered by Mayor Menino and h}, number = {ID 2307158}, urldate = {2013-08-25}, institution = {Social Science Research Network}, author = {Crawford, Susan P. and Walters, Dana}, month = aug, year = {2013}, } @book{bass_christian_2016, title = {Christian {Practical} {Wisdom}: {What} {It} {Is}, {Why} {It} {Matters}}, isbn = {978-0-8028-6873-2}, shorttitle = {Christian {Practical} {Wisdom}}, abstract = {Why is the very kind of knowledge that people need to live well ― practical wisdom ― often the least understood, the hardest to learn, and the most devalued kind of knowledge?In this book five distinguished practical theologians examine the wisdom that is basic for faithful Christian living, question why it has been largely devalued, and advocate for its renewal. After first showing several concrete situations in which this kind of wisdom is visible ― marriage, church, community, culture, and more ― the authors then delve into the reasons for the decline of practical wisdom and set forth constructive cases for its renewal through biblical imagination and spiritual practice.}, language = {English}, publisher = {Wm. B. Eerdmans Publishing Company}, author = {Bass, Dorothy C. and Cahalan, Kathleen A. and McLemore, Bonnie J. and Nieman, James R. and Scharen, Christian B.}, month = jun, year = {2016}, } @techreport{smith_chris_2013, title = {Chris {Argyris}: theories of action, double-loop learning and organizational learning}, shorttitle = {Chris {Argyris}}, url = {http://infed.org/mobi/chris-argyris-theories-of-action-double-loop-learning-and-organizational-learning/}, abstract = {Chris Argyris: theories of action, double-loop learning and organizational learning. The work of Chris Argyris (1923-2013) has influenced thinking about the relationship of people and organizations…}, urldate = {2016-10-09}, institution = {The encyclopedia of pedagogy and informal education}, author = {Smith, Mark K.}, year = {2013}, } @article{van_der_heide_cherry-picked_2013, title = {Cherry-{Picked} {Intelligence}. {The} {Weapons} of {Mass} {Destruction} {Dispositive} as a {Legitimation} for {National} {Security} in the {Post} 9/11 {Age}}, volume = {38}, issn = {01726404}, url = {http://www.jstor.org/stable/23644501}, abstract = {\&\#xbb;Geheimdienste mit Scheuklappen: Das Dispositiv der Massenvernichtungswaffen als Legitimation f\&\#xfc;r Nationale Sicherheit nach 9/11\&\#xab;. The claim that Iraq possessed Weapons of Mass Destruction (WMD) led to the invasion of Iraq in 2003 by the US army. For the George W. Bush administration, the likely presence of WMD in Iraq was the major justification for going to war. However, Bush' opponents suspected he used the WMD-dispositive as a legitimation for an invasion that was already set in motion for different reasons. The Iraq invasion and the underlying ideas about the presence of WMD thus provide a tangible case for the analysis of theories of conspiracy and security. The development of the WMD-dispositive will be contextualized using the toolkit of securitization theory. The article explores the notions of security and conspiracy that were used to build the dispositive and shows how it ultimately failed and turned into a counter-narrative in which the Bush administration itself became the Great Conspirator.}, number = {1 (143)}, journal = {Historical Social Research / Historische Sozialforschung}, author = {van der Heide, Liesbeth}, year = {2013}, pages = {286--307}, } @techreport{standish_group_chaos_2020, title = {Chaos {Report} 2020}, institution = {Standish Group}, author = {{Standish Group}}, year = {2020}, } @techreport{standish_group_chaos_2015, title = {Chaos {Report} 2015}, institution = {Standish Group}, author = {{Standish Group}}, year = {2015}, } @misc{aston_changing_2023, title = {Changing theories}, url = {https://thomasmtaston.medium.com/changing-theories-e857aa8fba05}, abstract = {You may, or may not, be surprised to hear that many theories of change lack what we might generally understand as a theory.}, language = {en}, urldate = {2023-10-17}, journal = {Medium}, author = {Aston, Thomas}, month = oct, year = {2023}, } @article{pascale_changing_1997, title = {Changing the way we change}, volume = {75}, issn = {0017-8012}, url = {https://hbr.org/1997/11/changing-the-way-we-change}, abstract = {More and more companies struggle with growing competition by introducing improvements into every aspect of performance. But the treadmill keeps moving faster, the companies keep working harder, and results improve slowly or not at all. The problem here is not the improvement programs. The problem is that the whole burden of change typically rests on so few people. Companies achieve real agility only when every function and process--when every person--is able and eager to rise to every challenge. This type and degree of fundamental change, commonly called revitalization or transformation, is what many companies seek but rarely achieve because they have never before identified the factors that produce sustained transformational change. The authors identify three interventions that will restore companies to vital agility and then keep them in good health: incorporating employees fully into the principal business challenges facing the company, leading the organization in a different way in order to sharpen and maintain incorporation and constructive stress, and instilling mental disciplines that will make people behave differently and then help them sustain their new behavior. The authors discovered these basic sources of revitalization by tracking the change efforts of Sears, Roebuck \& Company, Royal Dutch Shell, and the United States Army. The organizations used these interventions to alter the way their people experienced their own power and identity, as well as the way they dealt with conflict and learning. As at Sears, Shell, and the U.S. Army, any major shift in those four elements will create a landmark shift in any organization's operating state or culture.}, language = {eng}, number = {6}, journal = {Harvard Business Review}, author = {Pascale, R. and Millemann, M. and Gioja, L.}, month = dec, year = {1997}, pmid = {10174794}, keywords = {Commerce, Conflict (Psychology), Decision Making, Organizational, Economic Competition, Leadership, Military Personnel, Organizational Culture, Organizational Innovation, Personnel Management, Power, Psychology, United States}, pages = {126--139}, } @techreport{knox-clarke_changing_2017, address = {London}, title = {Changing humanitarian action?}, shorttitle = {Changing {Humanitarian} {Action}?}, url = {http://www.alnap.org/resource/23591}, abstract = {We live in times of profound change. This has had a great impact on humanitarian needs, and the approaches taken to meet these needs. Changes in technology, ecology, politics, economics and demographics have shaped, and will continue to shape, humanitarian action. Many humanitarians and observers of humanitarian action have suggested that change initiatives in the sector have been unambitious and unsuccessful. Indeed, many people think that the humanitarian system is unable, or unwilling, to make the changes that are required to remain effective and relevant in a rapidly changing world. Following the World Humanitarian Summit many stakeholders have made commitments to significant changes. But can the system change? And if so, how? As a network which exists to support change and improvement, it seems appropriate that ALNAP meets to consider how change occurs in the humanitarian system, and how it can be done better. Find out more about the 31st Annual Meeting by reading the concept note, or by visiting alnap.org/31am.}, urldate = {2017-02-15}, institution = {ALNAP/ODI}, author = {Knox-Clarke, Paul}, year = {2017}, } @techreport{chemonics_international_changes_2015, address = {Washington DC}, title = {Changes for {Justice} {Project} - {Final} {Report}}, institution = {USAID}, author = {Chemonics International}, month = may, year = {2015}, } @misc{changeroo_changeroo_2020, title = {Changeroo - {Theory} of {Change} platform}, url = {https://changeroo.com/}, abstract = {Changeroo assists organisations, programs and projects with a social mission to develop and manage high-quality Theories of Change. It allows you to - together with stakeholders co-create Theories of Change, and - present these in an interactive and engaging way. It helps keep a Theory of Change alive, enables reflective monitoring, and supports capacity building among social organisations. Changeroo helps you utilize your Theory of Change for strategic learning, communication, stakeholder engagement, impact measurement, scaling, planning, monitoring and evaluation. Thus you build a culture of critical thinking, constant analysis, co-creation and continuous learning. In sum, a truly strategic approach to societal value creation that helps you to assist your target groups to flourish!}, urldate = {2020-10-15}, author = {Changeroo}, year = {2020}, } @techreport{williamson_change_2015, address = {London}, title = {Change in challenging contexts}, url = {https://www.odi.org/publications/9877-change-challenging-contexts-how-does-it-happen}, abstract = {This report explores how genuine institutional change takes place in fragile and conflict-affected states reforms can be supported.}, language = {en}, institution = {ODI}, author = {Williamson, Tim}, year = {2015}, pages = {8}, } @book{centola_change_2021, address = {London}, title = {Change: {How} to {Make} {Big} {Things} {Happen}}, isbn = {978-0-316-45733-0}, shorttitle = {Change}, abstract = {How to create the change you want to see in the world using the paradigm-busting ideas in this "utterly fascinating" (Adam Grant) big-idea book.​ Most of what we know about how ideas spread comes from bestselling authors who give us a compelling picture of a world, in which "influencers" are king, "sticky" ideas "go viral," and good behavior is "nudged" forward. The problem is that the world they describe is a world where information spreads, but beliefs and behaviors stay the same. When it comes to lasting change in what we think or the way we live, the dynamics are beliefs and behaviors are not transmitted from person to person in the simple way that a virus is. The real story of social change is more complex. When we are exposed to a new idea, our social networks guide our responses in striking and surprising ways. Drawing on deep-yet-accessible research and fascinating examples from the spread of coronavirus to the success of the Black Lives Matter movement, the failure of Google+, and the rise of political polarization, Change presents groundbreaking and paradigm-shifting new science for understanding what drives change, and how we can change the world around us.}, language = {English}, publisher = {Little, Brown Spark}, author = {Centola, Damon}, year = {2021}, } @book{brown_change_2009, address = {New York}, title = {Change by {Design}: {How} {Design} {Thinking} {Transforms} {Organizations} and {Inspires} {Innovation}}, isbn = {978-0-06-176608-4}, shorttitle = {Change by {Design}}, abstract = {The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities. This book introduces the idea of design thinking‚ the collaborative process by which the designer′s sensibilities and methods are employed to match people′s needs not only with what is technically feasible and a viable business strategy. In short‚ design thinking converts need into demand. It′s a human−centered approach to problem solving that helps people and organizations become more innovative and more creative. Design thinking is not just applicable to so−called creative industries or people who work in the design field. It′s a methodology that has been used by organizations such as Kaiser Permanente to increase the quality of patient care by re−examining the ways that their nurses manage shift change‚ or Kraft to rethink supply chain management. This is not a book by designers for designers; this is a book for creative leaders seeking to infuse design thinking into every level of an organization‚ product‚ or service to drive new alternatives for business and society.}, language = {English}, publisher = {HarperBusiness}, author = {Brown, Tim}, month = sep, year = {2009}, keywords = {IMPORTANT}, } @article{gaventa_challenging_2006, title = {Challenging the {Boundaries} of the {Possible}: {Participation}, {Knowledge} and {Power}}, volume = {37}, issn = {02655012, 17595436}, shorttitle = {Challenging the {Boundaries} of the {Possible}}, url = {http://doi.wiley.com/10.1111/j.1759-5436.2006.tb00329.x}, doi = {10.1111/j.1759-5436.2006.tb00329.x}, language = {en}, number = {6}, urldate = {2016-03-23}, journal = {IDS Bulletin}, author = {Gaventa, John and Cornwall, Andrea}, month = nov, year = {2006}, pages = {122--128}, } @techreport{burkett_challenge-led_2023, address = {Logan}, title = {Challenge-led {Innovation} {Workbook}. {Organising} for {Systems} {Innovation} at {Scale}}, url = {https://www.griffith.edu.au/__data/assets/pdf_file/0033/1881573/GCSI-Challenge-Led-Innovation-Workbook.pdf}, abstract = {Organising for Systems Innovation at Scale Our team at Griffith Centre for Systems Innovation have been experimenting with and evolving a Challenge-led Innovation Approach (based on Mission-oriented approaches developed by Mariana Mazzucato at UCL IIPP and others internationally). We are using this approach to guide the way we work internally and engage with our systems innovation partners. We’ve facilitated intensive Re:Treats, worked with government bodies, businesses and civic organisations, and engaged deeply with others exploring this work. We have a bias for developing and testing HOW such approaches could be applied to respond to both local and global challenges rather than getting too caught up in the what and why of such approaches. We decided to openly share our learnings and thinking to date in this workbook, to spark conversations and innovation in both practice and thinking amongst those exploring how we work, and to learn together to address complex systems and challenges. We see this booklet as a first step in a longer learning journey. In it we share an overview of: the principles and processes that sparked our evolution to a Challenge-led Innovation framework (from Mission-oriented). examples of our learnings from other system innovators who are experimenting. an adaptable process to help guide the learning journey. learning tools and canvases to catalyse thinking, practice, and further adaptations. Part One sets out some foundations we’ve identified as important to Challenge-led Innovation. If you want to jump straight into the mapping process, we suggest you skip to Part Two. The final section, Part Three, focuses on what we have learnt about the conditions needed and how to get started on a Challenge-led initiative.}, language = {en}, urldate = {2024-02-29}, institution = {Griffith Centre for Systems Innovation}, author = {Burkett, Ingrid}, month = nov, year = {2023}, } @article{burkett_challenge-led_nodate, title = {Challenge-led {Innovation}: {Organising} for {Systems} {Innovation} at {Scale}}, language = {en}, author = {Burkett, Ingrid}, } @misc{noauthor_center_nodate, title = {Center for {Theory} of {Change}}, url = {https://www.theoryofchange.org/}, language = {en-US}, urldate = {2019-08-12}, journal = {Theory of Change Community}, } @techreport{barnes_celebrating_2023, address = {Brighton, UK}, title = {Celebrating {Adaptive} {Delivery}: {A} {View} from the {Frontline} in {Myanmar}}, shorttitle = {Celebrating {Adaptive} {Delivery}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17860}, abstract = {The conversation on adaptive management has grown fast amongst development actors. These conversations often focus on designing, commissioning, and managing large-scale development programmes. Exactly how this impacts the frontline, the implementers, and day-to-day project delivery is still being debated. Yet, perspectives drawn directly from practice are often largely missing within these debates. This paper is written by two development practitioners. Through this paper, we reflect on the difference between adaptive management and adaptive delivery, and how this interacts with risk and aid accountability, particularly in contexts of fragility. Drawing on examples of Oxfam in Myanmar work and our personal insights in relation to delivering programming across humanitarian, peace-building, and development, we suggest that in complex, conflict-affected, and highly political environments adaptive delivery already happens far more regularly than is currently recognised, as a necessity to get activities delivered. However, it happens despite the system, not because of it, and is therefore often hidden and carried out ‘under the radar’ rather than celebrated as a success in difficult environments. This paper was written in 2019, before the military seized control of Myanmar in February 2021. Whilst it draws on examples from pre-2021 Myanmar to illustrate real life cases, it is a contribution to a broader global debate on adaptive management in practice, specifically in fragile contexts. This is not specifically aimed at practitioners working in Myanmar at present, who are now working in a protracted crisis. This paper makes tangible recommendations on steps that donors, international non-governmental organisations, local staff, and partners could take to promote a system of encouraging and celebrating adaptability in programme delivery in fragile contexts.}, language = {en}, number = {586}, urldate = {2023-02-06}, institution = {IDS}, author = {Barnes, Katrina and Lonsdale, Jane}, month = feb, year = {2023}, note = {Accepted: 2023-02-02T14:48:03Z Publisher: Institute of Development Studies}, } @techreport{jenal_causality_2017, address = {London}, title = {Causality and attribution in market systems development}, url = {https://beamexchange.org/resources/950/}, abstract = {Resources that contain evidence of market systems interventions. Recently updated.}, urldate = {2017-04-25}, institution = {BEAM}, author = {Jenal, Marcus and Liesner, Mollie}, month = mar, year = {2017}, } @article{powell_causal_2023, title = {Causal mapping for evaluators}, copyright = {© The Author(s) 2023}, url = {https://journals.sagepub.com/eprint/K9VKYVWWVXZJCVCPNK9S/full}, doi = {10.1177/13563890231196601}, abstract = {Evaluators are interested in capturing how things causally influence one another. They are also interested in capturing how stakeholders think things causally i...}, language = {en}, urldate = {2023-10-20}, journal = {Evaluation}, author = {Powell, Steve and Copestake, James and Remnant, Fiona}, month = sep, year = {2023}, note = {Publisher: SAGE PublicationsSage UK: London, England}, } @misc{rushing_causal_2010, title = {Causal {Loop} {Diagrams}: {Little} {Known} {Analytical} {Tool} {\textbar} {iSixSigma}}, shorttitle = {Causal {Loop} {Diagrams}}, url = {https://www.isixsigma.com/tools-templates/cause-effect/causal-loop-diagrams-little-known-analytical-tool/}, abstract = {The causal loop diagram is an analytical tool that is seldom used in Six Sigma but nonetheless is still very valuable. It is a foundational tool used in system dynamics, a method of analysis used to develop an understanding of complex systems.}, language = {en-US}, urldate = {2019-02-06}, author = {Rushing, William}, year = {2010}, } @misc{better_evaluation_causal_nodate, title = {Causal {Link} {Monitoring}}, url = {https://www.betterevaluation.org/en/approach/causal_link_monitoring}, abstract = {Causal Link Monitoring (CLM) integrates design and monitoring to support adaptive management of projects. CLM helps project planners and managers identify the processes that are required to achieve desired results, and then to observe whether those processes take place, and how. Result-producing processes specify the causal links between results in a logic model or results framework—in other words, the processes between results. CLM focuses on how specific individuals or organizations use one result to achieve another result. Steps in Causal Link Monitoring In CLM, planners start by creating a logic model to help document predictable, agreed-upon elements of the project. Next, they refine the causal links by describing the processes that will transform results at one point in the causal chain to the next. Planners are often less certain about these result-producing processes. Finally, the CLM logic model is enhanced with information about two important sources of uncertainty, contextual factors that may influence the project and diverse perspectives on the problem and its solution. The process can be broken down into seven steps, three for project design, three for monitoring, and a final step in which monitoring data informs redesign: Build a logic model. Identify assumptions about causal links. Enhance the logic model with diverse perspectives and contextual factors. Prioritize areas of observation. Collect monitoring data. Interpret and use monitoring data for adaptive management. Revise the logic model.}, urldate = {2018-10-13}, journal = {Better Evaluation}, author = {{Better Evaluation}}, } @techreport{britt_causal_2017, title = {Causal {Link} {Monitoring}}, url = {https://www.betterevaluation.org/sites/default/files/CLM%20Brief_20170615_1528%20FINAL.pdf}, abstract = {Causal Link Monitoring (CLM) 1 integrates design and monitoring to support adaptive management of projects. CLM helps project planners and managers identify the processes that are required to achieve desired results, and then to observe whether those processes take place, and how. Result-producing processes specify the causal links between results in a logic model or results framework—in other words, the processes between results.2 CLM focuses on how specific individuals or organizations use results to achieve other results. In CLM, planners start by creating a logic model to help document predictable, agreed-upon elements of the project. Next, they refine the causal links by describing the processes that will transform results at one point in the causal chain to the next. Planners are often less certain about these resultproducing processes. Finally, the CLM logic model is enhanced with information about two important sources of uncertainty, contextual factors that may influence the project and diverse perspectives on the problem and its solution.}, urldate = {2018-09-22}, author = {Britt, Heather and Hummelbrunner, Richard and Greene, Jacqueline}, month = apr, year = {2017}, pages = {41}, } @article{chatterji_causal_2016, title = {Causal inferences on the effectiveness of complex social programs: {Navigating} assumptions, sources of complexity and evaluation design challenges}, volume = {59}, issn = {0149-7189}, shorttitle = {Causal inferences on the effectiveness of complex social programs}, url = {http://www.sciencedirect.com/science/article/pii/S0149718916301094}, doi = {10.1016/j.evalprogplan.2016.05.009}, abstract = {This paper explores avenues for navigating evaluation design challenges posed by complex social programs (CSPs) and their environments when conducting studies that call for generalizable, causal inferences on the intervention’s effectiveness. A definition is provided of a CSP drawing on examples from different fields, and an evaluation case is analyzed in depth to derive seven (7) major sources of complexity that typify CSPs, threatening assumptions of textbook-recommended experimental designs for performing impact evaluations. Theoretically-supported, alternative methodological strategies are discussed to navigate assumptions and counter the design challenges posed by the complex configurations and ecology of CSPs. Specific recommendations include: sequential refinement of the evaluation design through systems thinking, systems-informed logic modeling; and use of extended term, mixed methods (ETMM) approaches with exploratory and confirmatory phases of the evaluation. In the proposed approach, logic models are refined through direct induction and interactions with stakeholders. To better guide assumption evaluation, question-framing, and selection of appropriate methodological strategies, a multiphase evaluation design is recommended.}, urldate = {2018-02-04}, journal = {Evaluation and Program Planning}, author = {Chatterji, Madhabi}, month = dec, year = {2016}, keywords = {Causal inferences, Complex social programs, Experimental designs, Impact evaluations, Mixed methods}, pages = {128--140}, } @techreport{save_the_children_cash_2017, address = {London}, title = {“{Cash} {Plus}” programmes for children}, url = {https://resourcecentre.savethechildren.net/document/cash-plus-programmes-children/}, abstract = {This paper provides a resource on “Cash Plus” interventions for children. These interventions combine household cash transfers with complementary, context-relevant interventionsn in order to address the multiple drivers of childhood deprivations and generate more powerful impacts for children across Save the Children’s Breakthroughs, in both development and humanitarian contexts.}, urldate = {2023-12-05}, institution = {Save the Children}, author = {Save the Children}, year = {2017}, } @book{yin_case_2018, address = {Los Angeles}, edition = {Sixth edition}, title = {Case {Study} {Research} and {Applications}: {Design} and {Methods}}, isbn = {978-1-5063-3616-9}, shorttitle = {Case {Study} {Research} and {Applications}}, url = {https://uk.sagepub.com/en-gb/eur/case-study-research-and-applications/book250150}, abstract = {Winner of the 2019 McGuffey Longevity Award from the Textbook \& Academic Authors Association (TAA) Recognized as one of the most cited methodology books in the social sciences, the Sixth Edition of Robert K. Yin′s bestselling text provides a complete portal to the world of case study research. With the integration of 11 applications in this edition, the book gives readers access to exemplary case studies drawn from a wide variety of academic and applied fields. Ultimately, Case Study Research and Applications will guide students in the successful use and application ofthe case study research method.}, language = {English}, publisher = {SAGE Publications, Inc}, author = {Yin, Dr Robert K.}, month = feb, year = {2018}, } @techreport{uk_aid_direct_case_2017, address = {London}, title = {Case study - {Lepra} - {Adaptive} programming in “reaching the unreached”}, url = {https://www.ukaiddirect.org/wp-content/uploads/2017/03/UK-Aid-Direct-Lepra_291217.pdf}, urldate = {2019-02-08}, institution = {DFID}, author = {UK Aid Direct}, month = dec, year = {2017}, } @techreport{united_states_general_accounting_office_case_1990, title = {Case {Study} {Evaluations}}, url = {https://www.gao.gov/special.pubs/10_1_9.pdf}, abstract = {his guide from the US General Accounting Office outlines good practice in case study evaluation and establishes a set of principles for applying case studies to evaluations. The paper outlines new ways of thinking about case studies and examines the methodology necessary to get the best from a case study analysis.}, urldate = {2018-10-13}, institution = {GAO}, author = {{United States General Accounting Office}}, year = {1990}, pages = {154}, } @techreport{manuel_case_2016, title = {Case study: {Embedding} reform and exiting: {LASER}’s application of the hourglass approach to achieve sustainable results}, url = {http://www.laserdev.org/media/1172/laser-case-study-embedding-reform-and-exiting-final.pdf}, abstract = {This case study describes how LASER has gone about enabling systemic change and sustainable uptake of reforms that address complex institutional problems in Kenya, Rwanda, Sierra Leone, Somaliland and Uganda. In each of these countries LASER has designed-in a sustainable approach from the start based on: (i) local ownership and leadership of reforms based on developing country (rather than donor) priorities; (ii) use of country (rather than donor programme) systems; and (iii) an understanding that the role of the donor / development practitioner is to support (rather than buy) reform. The case study uses LASER’s hour glass methodology, illustrated with examples from LASER interventions, to show how these principles guide LASER operations every step of the way.}, urldate = {2016-09-07}, institution = {DFID-LASER Programme}, author = {Manuel, Clare}, month = jan, year = {2016}, keywords = {IMPORTANT, Practice}, } @misc{better_evaluation_case_nodate, title = {Case {Study}}, url = {https://www.betterevaluation.org/en/plan/approach/case_study}, abstract = {A case study focuses on a particular unit - a person, a site, a project. It often uses a combination of quantitative and qualitative data. Case studies can be particularly useful for understanding how different elements fit together and how different elements (implementation, context and other factors) have produced the observed impacts. There are different types of case studies, which can be used for different purposes in evaluation. The GAO (Government Accountability Office) has described six different types of case study: 1. Illustrative: This is descriptive in character and intended to add realism and in-depth examples to other information about a program or policy. (These are often used to complement quantitative data by providing examples of the overall findings). 2. Exploratory: This is also descriptive but is aimed at generating hypotheses for later investigation rather than simply providing illustration. 3. Critical instance: This examines a single instance of unique interest, or serves as a critical test of an assertion about a program, problem or strategy. 4. Program implementation. This investigates operations, often at several sites, and often with reference to a set of norms or standards about implementation processes. 5. Program effects. This examines the causal links between the program and observed effects (outputs, outcomes or impacts, depending on the timing of the evaluation) and usually involves multisite, multimethod evaluations. 6. Cumulative. This brings together findings from many case studies to answer evaluative questions.}, urldate = {2018-10-13}, journal = {Better Evaluation}, author = {{Better Evaluation}}, } @techreport{oecd_case_2017, type = {{OECD} {Development} {Cooperation} {Policy} {Papers}}, title = {Case studies of results-based management by providers: {World} {Bank} {Group}}, url = {https://www.oecd.org/dac/results-development/results-based-approaches/}, language = {en}, urldate = {2019-03-08}, institution = {OECD}, author = {OECD}, month = jul, year = {2017}, doi = {10.1787/544032a1-en}, } @techreport{oecd_case_2017, type = {{OECD} {Development} {Cooperation} {Policy} {Papers}}, title = {Case studies of results-based management by providers: {United} {Kingdom}}, url = {https://www.oecd.org/dac/results-development/results-based-approaches/}, language = {en}, urldate = {2019-03-08}, institution = {OECD}, author = {OECD}, month = may, year = {2017}, doi = {10.1787/544032a1-en}, } @techreport{oecd_case_2017, type = {{OECD} {Development} {Cooperation} {Policy} {Papers}}, title = {Case studies of results-based management by providers: {The} {Netherlands}}, url = {https://www.oecd.org/dac/results-development/results-based-approaches/}, language = {en}, urldate = {2019-03-08}, institution = {OECD}, author = {OECD}, month = may, year = {2017}, doi = {10.1787/544032a1-en}, } @techreport{oecd_case_2017, type = {{OECD} {Development} {Cooperation} {Policy} {Papers}}, title = {Case studies of results-based management by providers: {Switzerland}}, url = {https://www.oecd.org/dac/results-development/results-based-approaches/}, language = {en}, urldate = {2019-03-08}, institution = {OECD}, author = {OECD}, month = may, year = {2017}, doi = {10.1787/544032a1-en}, } @techreport{oecd_case_2017, type = {{OECD} {Development} {Cooperation} {Policy} {Papers}}, title = {Case studies of results-based management by providers: {Sweden}}, url = {https://www.oecd.org/dac/results-development/results-based-approaches/}, language = {en}, urldate = {2019-03-08}, institution = {OECD}, author = {OECD}, month = may, year = {2017}, doi = {10.1787/544032a1-en}, } @techreport{oecd_case_2017, type = {{OECD} {Development} {Cooperation} {Policy} {Papers}}, title = {Case studies of results-based management by providers: {New} {Zealand}}, url = {https://www.oecd.org/dac/results-development/results-based-approaches/}, language = {en}, urldate = {2019-03-08}, institution = {OECD}, author = {OECD}, month = may, year = {2017}, doi = {10.1787/544032a1-en}, } @techreport{oecd_case_2017, type = {{OECD} {Development} {Cooperation} {Policy} {Papers}}, title = {Case studies of results-based management by providers: {Canada}}, url = {https://www.oecd.org/dac/results-development/results-based-approaches/}, language = {en}, urldate = {2019-03-08}, institution = {OECD}, author = {OECD}, month = jul, year = {2017}, doi = {10.1787/544032a1-en}, } @article{prieto-martin_caracterizando_2014, title = {Caracterizando la participación ciudadana en el marco del {Gobierno} {Abierto}}, volume = {58}, url = {http://old.clad.org/portal/publicaciones-del-clad/revista-clad-reforma-democracia/articulos/058-Febrero-2014/caracterizando-la-participacion-ciudadana-en-el-marco-del-gobierno-abierto}, abstract = {Este artículo profundiza conceptualmente en las dimensiones del Gobierno Abierto, centrándose en el análisis y caracterización de su dimensión participativa. Se propone, en primer lugar, una tipología de actos participativos que muestra el efecto potenciador que las TIC ejercen sobre las distintas formas de participación. En segundo lugar, se presentan los denominados “Esquemas de participación” (EdP), un instrumento conceptual que facilita el análisis y la representación estandarizada de las dimensiones más importantes de la participación. Los EdP proporcionan así, por un lado, un modelo de categorización que extiende nuestra comprensión crítica de la participación y, por otro lado, una herramienta potente y flexible para la comunicación, el diseño y la evaluación de diversos tipos de iniciativas participativas.}, journal = {Revista del CLAD. Reforma y Democracia}, author = {Prieto-Martín, Pedro and Ramírez-Alujas, Álvaro V.}, year = {2014}, } @techreport{giz_capacity_2014, title = {Capacity {Works} - online training}, url = {https://gc21.giz.de/ibt/usr/wbt/gc21/public/wbt_capacity_works_en/uk/index.htm}, urldate = {2019-05-17}, institution = {GIZ}, author = {GIZ}, year = {2014}, } @misc{giz_capacity_2014, title = {Capacity {WORKS}}, url = {https://www.giz.de/expertise/html/4619.html}, abstract = {One of GIZ’s core competencies is understanding how cooperation works in societies, and supporting that process. The kind of process we mean is cooperation between state, civil society and private-sector actors who wish to jointly shape societal changes. GIZ has systematised its knowledge on how to achieve this, and made it available in the Capacity WORKS management model. The model describes how to manage cooperation systems.}, urldate = {2019-01-29}, author = {GIZ}, year = {2014}, } @techreport{widmer_capacity_2022, address = {Brighton}, title = {Capacity {Development} in a {Participatory} {Adaptive} {Programme}: the {Case} of the {Clarissa} {Consortium}}, copyright = {http://creativecommons.org/licenses/by/4.0/}, shorttitle = {Capacity {Development} in a {Participatory} {Adaptive} {Programme}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/17351}, abstract = {Doing development differently rests on deliberate efforts to reflect and learn, not just about what programmes are doing and achieving, but about how they are working. This is particularly important for an action research programme like Child Labour: Action- Research-Innovation in South and South-Eastern Asia (CLARISSA), which is implemented by a consortium of organisations from across the research and development spectrum, during a rapidly changing global pandemic. Harnessing the potential of diverse skills and complementary strengths across partners in responding to the complex challenge of the worst forms of child labour, requires capacity to work together in novel ways. This Research and Evidence Paper documents how CLARISSA approached capacity development, and what we learnt from our challenges and successes. From the start, the programme incorporated a capacity development strategy resting on self-assessment of a wide range of behavioural and technical competencies that were deemed important for programme implementation, formal training activities, and periodic review of progress through an after-action review (AAR) process. An inventory of capacity development activities that took place during the first year of implementation reveals a wide range of additional, unplanned activities, enabled by the programme’s flexibility and adaptive management strategy. These are organised into eight modalities, according to the individual or collective nature of the activity, and its sequencing – namely, whether capacity development happens prior to, during, or after (from) implementation. We conclude with some reflections on the emergent nature of capacity development. Planning capacity development in an adaptive programme provides a scaffolding in terms of time, resources, and legitimacy that sustains adaptiveness. We also recognise the gaps that remain to be addressed, particularly on scaling up individual learning to collective capabilities, and widening the focus from implementation teams to individuals working at consortium level.}, language = {en}, number = {1}, urldate = {2022-07-04}, institution = {IDS}, author = {Widmer, Mireille and Apgar, Marina and Afroze, Jiniya and Malla, Sudhir and Healey, Jill and Constant, Sendrine}, month = apr, year = {2022}, note = {Accepted: 2022-04-25T10:25:54Z Publisher: Institute of Development Studies}, } @techreport{gac_canadas_2017, address = {Ottawa}, title = {Canada's {Feminist} {International} {Assistance} {Policy}}, url = {https://international.gc.ca/world-monde/assets/pdfs/iap2-eng.pdf}, urldate = {2019-05-31}, institution = {Global Affairs Canada}, author = {{GAC}}, year = {2017}, } @book{chambers_can_2017, address = {Rugby, UK}, title = {Can we know better? {Reflections} for {Development}}, isbn = {978-1-85339-945-9 978-1-78044-944-9}, shorttitle = {Can {We} {Know} {Better}?}, url = {http://www.developmentbookshelf.com/doi/book/10.3362/9781780449449}, abstract = {This book is intended for all who are committed to human wellbeing and who want to make our world fairer, safer and more fulfilling for everyone, especially those who are 'last'. It argues that to do better we need to know better. It provides evidence that what we believe we know in international development is often distorted or unbalanced by errors, myths, biases and blind spots. Undue weight has been attached to standardised methodologies such as randomized control trials, systematic reviews, and competitive bidding: these are shown to have huge transaction costs which are rarely if ever recognized in their enormity. Robert Chambers contrasts a Newtonian paradigm in which the world is seen and understood as controllable with a paradigm of complexity which recognizes that the real world of social processes and power relations is messy and unpredictable. To confront the challenges of complex and emergent realities requires a revolutionary new professionalism. This is underpinned by a new combination of canons of rigour expressed through eclectic methodological pluralism and participatory approaches which reverse and transform power relations. Promising developments include rapid innovations in participatory ICTs, participatory statistics, and the Reality Check Approach with its up-to-date and rigorously grounded insights. Fundamental to the new professionalism, in every country and context, are reflexivity, facilitation, groundtruthing, and personal mindsets, behaviour, attitudes, empathy and love. Robert Chambers surveys the past world of international development, and his own past views, with an honest and critical eye, and then launches into the world of complexity with a buoyant enthusiasm. He draws on almost six decades of experience in varied roles in Africa, South Asia and elsewhere as practitioner, trainer, manager, teacher, evaluator and field researcher, also working in UNHCR and the Ford Foundation. He is a Research Associate and Emeritus Professor at the Institute of Development Studies, University of Sussex, his base for many years. Can We Know Better? is essential reading for researchers and students of development, for policy makers and evaluators, and for all those working towards the better world of the Sustainable Development Goals.}, language = {en}, urldate = {2017-09-08}, publisher = {Practical Action}, author = {Chambers, Robert}, month = aug, year = {2017}, doi = {10.3362/9781780449449}, } @article{freer_cant_2019, title = {Can’t {See} the {Wood} {For} the {Logframe}: {Integrating} {Logframes} and {Theories} of {Change} in {Development} {Evaluation}}, volume = {33}, issn = {1496-7308, 0834-1516}, shorttitle = {Can’t {See} the {Wood} {For} the {Logframe}}, url = {https://journalhosting.ucalgary.ca/index.php/cjpe/article/view/53007}, doi = {10.3138/cjpe.53007}, abstract = {There are numerous ways in which to model the underlying theory of programs. In the context of international development evaluation, the most ubiquitous are likely “logframes” and to some extent “theories of change,” both of which may serve to guide program development and management, monitoring, and evaluation. While logframes and theories of change are often developed in parallel, they are rarely fully integrated in their practical application. Drawing on lessons from a recent theory-based evaluation, this article argues that fully integrating the program theory of change within the program logframe provides for a stronger and more holistic understanding of program progress.}, language = {en}, number = {3}, urldate = {2019-08-12}, journal = {Canadian Journal of Program Evaluation}, author = {Freer, Gordon and Lemire, Sebastian}, month = mar, year = {2019}, } @article{grossman_can_2015, title = {Can {SMS}-{Mobilization} {Increase} {Citizen} {Reporting} of {Public} {Service} {Deficiencies} to {Politicians}?}, url = {https://sites.sas.upenn.edu/sites/default/files/ggros/files/gmm_v12.pdf}, urldate = {2016-04-27}, author = {Grossman, Guy and Michelitch, Kristin and Santamaria, Marta}, year = {2015}, } @inproceedings{adler_can_2014, address = {Cambridge, MA}, title = {Can policy-makers think like designers?}, url = {https://bsc.cid.harvard.edu/files/bsc/files/harvard_odi_poster_-_adler2.pdf}, abstract = {This is the poster used by Natalia Adler, from Unicef, at the Doing Development Differently workshop in 2014. Can policy-makers think like designers? Since 2012, UNICEF has been supporting two autonomous governments in Nicaragua to develop empathy-driven policies for children. While policies are the final product, the goal of the Designing for Children Initiative is to make government officials think like designers. A good policy or service is nothing without active and engaged frontline workers. From the onset, our objective was to transform public employees into ‘public entrepreneurs.’ In doing so, we have disrupted the traditional assumptions about participatory governance, where it normally suffices to hold a meeting and have people talk about their needs and aspirations. For participation to work, government officials have to relearn how to listen. They have to let go of pre-determined assumptions and their expert status, and put themselves in the shoes of the people they are trying to reach. This is the process of empathy-driven policy-making. For the past two years, we have used a Human Centered Design (HCD) approach to make this happen. While HCD is often seen as an innovation in itself, for us, it’s just a means to an end: common-sense development.}, urldate = {2022-07-18}, author = {Adler, Natalia}, month = oct, year = {2014}, } @misc{harrington_can_2022, title = {Can {PDIA} become a regular part of how a government works? - {Building} {State} {Capability}}, shorttitle = {Can {PDIA} become a regular part of how a government works?}, url = {https://buildingstatecapability.com/2022/05/05/can-pdia-become-a-regular-part-of-how-a-government-works/}, abstract = {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.}, language = {en-US}, urldate = {2022-07-15}, journal = {Building State Capability}, author = {Harrington, Peter}, month = may, year = {2022}, } @misc{wattersho_calvin_1995, title = {Calvin and {Hobbes} on {Learning}}, url = {https://www.gocomics.com/calvinandhobbes/1995/12/17}, author = {Wattersho, Bill}, month = dec, year = {1995}, } @article{kapos_calibrating_2008, title = {Calibrating conservation: new tools for measuring success}, volume = {1}, copyright = {©2008 Wiley Periodicals, Inc.}, issn = {1755-263X}, shorttitle = {Calibrating conservation}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1755-263X.2008.00025.x}, doi = {10.1111/j.1755-263X.2008.00025.x}, abstract = {Conservation practitioners, policy makers, and donors agree that there is an urgent need to identify which conservation approaches are most likely to succeed in order to use more effectively the limited resources available for conservation. While recently developed standards of good practice in conservation are helpful, a framework for evaluation is needed that supports systematic analysis of conservation effectiveness. A conceptual framework and scorecard developed by the Cambridge Conservation Forum help to address common constraints to evaluating conservation success: unclear objectives, ineffective information management, the long time frames of conservation outcomes, scarcity of resources for evaluation, and lack of incentives for such evaluation. For seven major categories of conservation activity, the CCF tools help clarify conservation objectives and provide a standardized framework that is a useful basis for managing information about project outcomes and existing conservation experience. By identifying key outcomes that can predict conservation success and can be assessed in relatively short time frames, they help to make more efficient use of scarce monitoring and evaluation resources. With wide application, the CCF framework and evaluation tool can provide a powerful platform for drawing on the experience of past and ongoing conservation projects to identify quantitatively factors that contribute to conservation success.}, language = {en}, number = {4}, urldate = {2019-02-25}, journal = {Conservation Letters}, author = {Kapos, Valerie and Balmford, Andrew and Aveling, Rosalind and Bubb, Philip and Carey, Peter and Entwistle, Abigail and Hopkins, John and Mulliken, Teresa and Safford, Roger and Stattersfield, Alison and Walpole, Matt and Manica, Andrea}, year = {2008}, keywords = {Conservation effect, Conservation outcomes, Evaluation, Evidence-based conservation, Monitoring, conservation impact, framework, indicators, scorecard}, pages = {155--164}, } @misc{gray_calibrating_2019, title = {Calibrating adaptive programming across multi-country, multi-partner programs}, url = {https://adaptpeacebuilding.org/blog/calibrating-adaptive-programming-across-multi-country-multi-partner-programs}, abstract = {This past week Andy Carl and I joined the international NGO Christian Aid Ireland team in Dublin to reflect on progress in a key feature of their work - adaptive programming. This post presents what Andy Carl and I learned in reflecting this week with the international NGO Christian Aid Ireland r}, language = {en-US}, urldate = {2019-08-08}, journal = {Adapt Peacebuilding}, author = {Gray, Stephen and Carl, Andy}, month = jul, year = {2019}, } @techreport{samji_caja_2018, title = {Caja de {Herramientas} {PDIA} - {Un} enfoque “hazlo tú mismo” para resolver problemas complejos}, url = {https://bsc.cid.harvard.edu/PDIAtoolkit}, abstract = {(Spanish version of he PDIA toolkit) The PDIAtoolkit is designed to guide you through the process of solving complex problems which requires working in teams. We call it a Do-it-Yourself (DIY) kit, where the ‘you’ is a committed team of 4-6 people mobilized to work together to solve a complex problem that cannot be solved by one person.}, language = {en}, urldate = {2018-10-26}, institution = {Center for International Development at Harvard University}, author = {Samji, Salimah and Andrews, Matt and Pritchett, Lant and Woolcock, MIchael}, month = oct, year = {2018}, } @article{cornwall_buzzwords_2007, title = {Buzzwords and fuzzwords: deconstructing development discourse}, volume = {17}, issn = {0961-4524}, shorttitle = {Buzzwords and fuzzwords}, url = {http://dx.doi.org/10.1080/09614520701469302}, doi = {10.1080/09614520701469302}, number = {4-5}, urldate = {2017-04-11}, journal = {Development in Practice}, author = {Cornwall, Andrea}, month = aug, year = {2007}, pages = {471--484}, } @book{millington_buzzing_2012, title = {Buzzing {Communities}: {How} to build bigger, better, and more active online communities}, abstract = {How to Build Bigger, Better, and More Active Online CommunitiesBuzzing Communities cuts through the fluff to offer a clear process for creating thriving online communities. This book combines a century of proven science, dozens of real-life examples, practical tips, and trusted community-building methods. This step-by-step guide includes a lifecycle for tracking your progress and a framework for managing your organization's community efforts. This Book Will Help You to Understand what the members of your community really want. Dramatically increase the number of newcomers that become regulars. Avoid the mistakes most organizations make when they try to build online communities. Develop a fantastic, user-friendly website for your members. Grow your online community to critical mass and beyond Keep members engaged and active in your community. Measure the community's return on investment and explain the benefits to your organization.}, language = {English}, publisher = {Feverbee}, author = {Millington, Richard}, month = oct, year = {2012}, } @misc{noauthor_busan_2011, title = {Busan {Outcome} {Document}}, url = {http://effectivecooperation.org/wp-content/uploads/2016/03/OUTCOME_DOCUMENT_-_FINAL_EN.pdf}, urldate = {2016-11-15}, month = dec, year = {2011}, } @techreport{skelton_built_2016, title = {Built to improve: {Leveraging} realtime {M}\&{E} for adaptive youth employment programming}, abstract = {Recognising that aid and development programming takes place in complex contexts, Mercy Corps is increasingly seeking to understand how best to manage programs which iterate, adapt and respond to the consistently evolving settings in which we work. This brief Practice Paper provides some examples of what adaptive management looks like in practice on the Prospects youth employment program in Liberia. It does not seek to function as a manual or set of guidelines, but simply provides some practical examples and insights into how a youth employment program governed by principles of adaptive management operates.}, language = {en}, institution = {Mercy Corps}, author = {Skelton, John}, month = apr, year = {2016}, pages = {20}, } @techreport{bickerstaffe_building_2013, address = {London}, title = {Building tech-powered public services}, url = {http://www.ippr.org/publications/building-tech-powered-public-services}, abstract = {Given the rapid pace of technological change and take up by the public it is a question of when not if public services become tech powered This new paper asks how we can ensure that innovations are successfully introduced and deployed}, urldate = {2017-02-20}, institution = {Institute for Public Policy Research}, author = {Bickerstaffe, Sarah}, month = dec, year = {2013}, } @book{andrews_building_2017, address = {Oxford}, title = {Building {State} {Capability}: {Evidence}, {Analysis}, {Action}}, shorttitle = {Building {State} {Capability}}, url = {http://bsc.cid.harvard.edu/files/bsc/files/bsc_book.pdf}, abstract = {This is an open access title available under the terms of a CC BY-NC-ND 4.0 licence. It is free to read at Oxford Scholarship Online and offered as a free PDF download from OUP and selected open access locations. Governments play a major role in the development process, and constantly introduce reforms and policies to achieve developmental objectives. Many of these interventions have limited impact, however; schools get built but children don't learn, IT systems areintroduced but not used, plans are written but not implemented. These achievement deficiencies reveal gaps in capabilities, and weaknesses in the process of building state capability.This book addresses these weaknesses and gaps. It starts by providing evidence of the capability shortfalls that currently exist in many countries, showing that many governments lack basic capacities even after decades of reforms and capacity building efforts. The book then analyses this evidence, identifying capability traps that hold many governments back - particularly related to isomorphic mimicry (where governments copy best practice solutions from other countries that make them look morecapable even if they are not more capable) and premature load bearing (where governments adopt new mechanisms that they cannot actually make work, given weak extant capacities). The book then describes a process that governments can use to escape these capability traps. Called PDIA (problem driveniterative adaptation), this process empowers people working in governments to find and fit solutions to the problems they face. The discussion about this process is structured in a practical manner so that readers can actually apply tools and ideas to the capability challenges they face in their own contexts. These applications will help readers devise policies and reforms that have more impact than those of the past.}, language = {English}, urldate = {2017-04-18}, publisher = {Oxford University Press}, author = {Andrews, Matt and Pritchett, Lant and Woolcock, Michael}, month = jan, year = {2017}, keywords = {IMPORTANT}, } @techreport{valters_building_2016, title = {Building justice and peace from below? {Supporting} community dispute resolution in {Asia}}, url = {https://asiafoundation.org/wp-content/uploads/2016/10/Building-Justice-and-Peace-from-Below.pdf}, number = {9}, urldate = {2018-12-10}, institution = {ODI}, author = {Valters, Craig}, month = oct, year = {2016}, pages = {46}, } @misc{mohr_building_2016, title = {Building intentional networks that drive impact (part 2)}, url = {https://blog.kumu.io/building-intentional-networks-that-drive-impact-part-2-2f5621c5efbe}, abstract = {This is part 2 of our series on building intentional networks. Make sure you’ve read part 1 before diving into this article!}, urldate = {2018-11-13}, journal = {In Too Deep}, author = {Mohr, Jeff}, month = jul, year = {2016}, } @misc{mohr_building_2016, title = {Building intentional networks that drive impact}, url = {https://blog.kumu.io/building-intentional-networks-that-drive-impact-part-1-90a7271c7a2a}, abstract = {These days everyone is familiar with some type of network — whether that’s their professional network on LinkedIn, their social network on…}, urldate = {2018-12-19}, journal = {In Too Deep}, author = {Mohr, Jeff}, month = jul, year = {2016}, } @misc{quaggiotto_building_2016, title = {Building elevators for development mutants}, url = {https://disrupt-and-innovate.org/building-elevators-development-mutants/}, abstract = {I recently had the opportunity to learn about General Mill’s (the US food giant) “emerging brands elevator” program (also known as 301 Inc). Traditionally, General Mills has grown either through mergers and acquisitions, or by building new businesses from the ground up. Increasingly, however, it found that small brands were much faster at innovation, so … Continue reading Building elevators for development mutants}, urldate = {2016-09-16}, journal = {Disrupt \& Innovate}, author = {Quaggiotto, Giulio}, month = aug, year = {2016}, } @techreport{mendizabal_building_2006, address = {London}, type = {Working {Paper}}, title = {Building effective research policy networks: linking function and form}, shorttitle = {Building effective research policy networks}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/146.pdf}, abstract = {This paper looks at the factors that affect the key structural characteristics of research policy networks in an attempt to develop a methodology for studying and understanding what networks do and how. It builds on previous work on the roles and functions that networks carry out and focuses on their structural characteristics. The literature on networks is explored to identify the main and most common factors affecting their structure, and then the paper considers the possible effects of these structural factors on a network's ability to perform one or more of these functions based on some of the lessons learned from a study of seven research policy networks in Peru. The paper provides a menu of factors and characteristics worth considering when intending to build effective networks.}, language = {en}, number = {276}, institution = {ODI}, author = {Mendizabal, Enrique}, month = oct, year = {2006}, note = {OCLC: 183914885}, } @article{king_building_2016, title = {Building {Democracy} from {Below}: {Lessons} from {Western} {Uganda}}, volume = {0}, issn = {0022-0388}, shorttitle = {Building {Democracy} from {Below}}, url = {http://dx.doi.org/10.1080/00220388.2016.1214719}, doi = {10.1080/00220388.2016.1214719}, abstract = {How to achieve democratisation in the neo-patrimonial and agrarian environments that predominate in sub-Saharan Africa continues to present a challenge for both development theory and practice. Drawing on intensive fieldwork in Western Uganda, this paper argues that Charles Tilly’s ‘democratisation as process’ provides us with the framework required to explain the ways in which particular kinds of association can advance democratisation from below. Moving beyond the current focus on how elite-bargaining and certain associational forms may contribute to liberal forms of democracy, this approach helps identify the intermediate mechanisms involved in building democracy from below, including the significance of challenging categorical inequalities, notably through the role of producer groups, and of building trust networks, cross-class alliances and synergistic relations between civil and political society. The evidence and mode of analysis deployed here help suggest alternative routes for supporting local efforts to build democracy from below in sub-Saharan Africa.}, number = {0}, urldate = {2017-03-24}, journal = {The Journal of Development Studies}, author = {King, Sophie and Hickey, Sam}, month = aug, year = {2016}, keywords = {FRUGAL}, pages = {1--16}, } @misc{begovic_building_2023, title = {Building {Capacity} for {Strategic} {Innovation}: an {Emerging} {Competency} {Framework} for {Portfolio} {Work}}, shorttitle = {Building {Capacity} for {Strategic} {Innovation}}, url = {https://medium.com/@undp.innovation/building-capacity-for-strategic-innovation-an-emerging-competency-framework-for-portfolio-work-fadb768242be}, abstract = {In a previous post we reflected on how a key learning from our “project to portfolio” journey to date is that it is ultimately about mustering the organizational will to transform. If the early days of our innovation work were about demonstrating results quickly and creating space for experimentation, now the challenge is of a different order. Eventually this means helping UNDP transition to a different value proposition and business model, as eloquently articulated by Gerd Trogemann: “No matter how well conceived and relevant in their own right, projects tend to pursue single point rather than systemic solutions, limit strategic space and the ability to adapt continuously and to connect the dots systemically. Systemic solutions need adaptive ways of working, strategic space, iterative learning, and radical collaboration.”}, language = {en}, urldate = {2023-11-07}, journal = {Medium}, author = {Begovic, Milica and Colville, Jenniffer and Quaggiotto, Giulio and Vester, Søren and Naatujuna, Deborah and Oprunenco, Alex and Sadiku and Lejla and Uusikyla, Ida and Uriartt, Simone and Zorouali, Kawtar}, month = apr, year = {2023}, } @incollection{whaites_building_2015, title = {Building capability by delivering results: {Putting} {Problem}-{Driven} {Iterative} {Adaptation} ({PDIA}) principles into practice}, url = {http://www.oecd.org/dac/governance-peace/governance/governance-practitioners-notebook.htm}, abstract = {The Governance Practitioner’s Notebook takes an unusual approach for the OECD-DAC Network on Governance (GovNet). It brings together a collection of specially written notes aimed at those who work as governance practitioners within development agencies. It does so, however, without attempting to offer definitive guidance – instead aiming to stimulate thinking and debate. To aid this process the book is centred on a fictional Governance Adviser. The Notebook’s format provides space for experts to speak on today’s governance issues: politics, public sector reform and stakeholder engagement. It encourages debate, charts the evolution of donor thinking, and highlights future challenges in the age of the Sustainable Development Goals. Each section introduces both technical issues and major areas of debate, providing ideas for future development support to institutional reform.}, urldate = {2019-06-10}, booktitle = {A {Governance} {Practitioner}’s {Notebook}: {Alternative} {Ideas} and {Approaches}}, publisher = {OECD}, author = {Andrews, Matt and Pritchett, Lant and Samji, Salimah and Woolcock, Michael}, editor = {Whaites, Alan and Gonzalez, Eduardo and Fyson, Sara and Teskey, Graham}, month = nov, year = {2015}, keywords = {IMPORTANT}, } @article{avila_building_2016, title = {Building {Bridges} to an {Uncertain} {Future} {Lived} {Now}: {Lessons} from the {Use} of {Participatory} {Action} {Research} and {Theory} of {Change} {Towards} {A} {Realistic} {Community}-{Based} {Participatory} {Monitoring} and {Evaluation} {System}}, volume = {4}, copyright = {Copyright (c) 2016 International Journal of Agriculture System}, issn = {2580-6815}, shorttitle = {Building {Bridges} to an {Uncertain} {Future} {Lived} {Now}}, url = {http://pasca.unhas.ac.id/ojs/index.php/ijas/article/view/248}, doi = {10.20956/ijas.v4i1.248}, abstract = {Building on experience from the CGIAR Research Program on Aquatic Agricultural Systems implemented by WorldFish in the Visayas and Mindanao regions of the Philippines, known as the VisMin Hub, we describe the development and evolution of a monitoring and evaluation (M\&E) system emerging from the facilitated action-reflection cycles of testing and adopting theories of change carried out with community partners through participatory action research (PAR). The former guides our community partners and us, as members of the potentially emergent PAR groups, towards the realization of the community’s vision; the latter facilitates learning to understand what, how and why change is unfolding. Unlike the conventional M\&E system where indicators are pre-set at the beginning of program implementation, these processes result in an organically-evolved, communitybased participatory M\&E system that is continuously revised according to contexts to guide communities towards realizing their visions. Its ultimate outcome is enhanced people’s capacity to own the product and process, giving rise to an internally-driven change. Towards the end, the paper offers an iterative discussion of learnings from implementing such an approach.}, language = {en}, number = {1}, urldate = {2018-07-27}, journal = {International Journal of Agriculture System}, author = {Avila, Enrique M. and Tolentino, Lutgarda L. and Binondo, Claudia B. and Perez, Maripaz L. and Apgar, J. Marina}, month = jun, year = {2016}, keywords = {Aquatic agricultural systems, CGIAR, Community-based participatory MEL, Learning, Participatory action research, research in development, theory of change}, pages = {85--106}, } @techreport{winhall_building_2020, address = {København K}, title = {Building {Better} {Systems} - {An} introduction to {System} {Innovation}}, url = {https://www.systeminnovation.org/article-building-better-systems}, abstract = {This paper lays out a series of steps people can take to create the new systems we need to meet shared, public challenges. Systems are ubiquitous and powerful. We rely on them to support our daily lives: every time we turn on a tap, flick a switch for electricity, drop our child at school, jump on a bus or visit a doctor we rely on a wider system. There is a widespread sense, among decision makers and citizens that in the coming decades society will need not just new products, software and services, but new systems for living sustainably in a socially inclusive society. The need for better, different systems will be heightened by the impact and lessons of the Covid-19 pandemic. Systems are productive precisely because they are more than standalone products. A system pulls together all the different ingredients needed to meet a need or to produce an outcome: the shipping container is a product, containerisation is a system; a contactless payment card is a product which only works as part of a payments system; an operation in a hospital can only take place because it is part of a wider health system. To understand how a system works it has to be seen as a whole, from the macro policy frameworks of social security systems right down to how a citizen goes about finding a job. Many of the systems we rely on for care and work, energy and transport, education and health are under pressure to change. Society faces both deeply entrenched and growing challenges that are outpacing the systems we have. We also have opportunities to create new, alternative systems as new knowledge, values and technologies emerge, from artificial intelligence and bitcoin, to circular and renewable systems of production. Rising to the challenge of fixing an existing system and exploring the possibility of creating a new system are different undertakings. The first is about optimising what exists, the second is about creating something different and better. We want this project to yield practical insights for those who want to respond to the systemic challenges of today by stepping into the possibilities of the future. Acting to change systems depends on new ways of seeing both challenge and opportunity: why systems come under strain and what unlocks the potential for alternatives. It depends on better understanding how new systems form, and what and who is part of initiating and driving the transition to them. In putting together this paper and the ones that will follow from it we want to clarify how to assess the need for, invest in and act on the process of deliberate system change.}, language = {en-GB}, urldate = {2022-06-17}, institution = {The Rockwool Foundation}, author = {Winhall, Jennie and Leadbeater, Charles}, month = oct, year = {2020}, } @techreport{gover_building_2023, title = {Building a team culture for {Adaptive} {Management} in {MSD}: 5 {Strategies} {MEL} {Managers} {Say} {Work}}, url = {https://agrilinks.org/sites/default/files/media/file/MSD%20in%20MEL%20Brief%202_Building%20Culture_508.pdf}, language = {en}, number = {2}, urldate = {2023-10-02}, institution = {USAID}, author = {Gover, Dun and Nasution, Zulka and Okutu, David and Bolder, Meghan and Henao, Lina}, year = {2023}, keywords = {Bolder Meghan, Gover Dun, Henao Lina, Nasution Zulka, Okutu David}, } @misc{samji_building_2021, title = {Building a {Movement} of {Public} {Problem} {Solvers} - {Building} {State} {Capability}}, url = {https://buildingstatecapability.com/2021/04/18/building-a-movement-of-public-problem-solvers/}, abstract = {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?}, language = {en-US}, urldate = {2022-07-15}, journal = {Building State Capability}, author = {Samji, Salimah}, month = apr, year = {2021}, } @article{garvin_building_1993, title = {Building a {Learning} {Organization}}, url = {https://hbr.org/1993/07/building-a-learning-organization}, abstract = {Beyond high philosophy and grand themes lie the gritty details of practice.}, urldate = {2018-04-05}, journal = {Harvard Business Review}, author = {Garvin, David A.}, month = jul, year = {1993}, } @techreport{miehlbradt_building_2015, title = {Building a {Learning} {Culture} – {The} case of the {Market} {Development} {Facility} in {Fiji}}, url = {http://www.enterprise-development.org/wp-content/uploads/2015/12/RMCase_4_Using_Info_in_Samarth.pdf}, urldate = {2016-12-13}, institution = {The Donor Committee for Enterprise Development}, author = {Miehlbradt, Alexandra}, month = sep, year = {2015}, keywords = {Case Report}, } @techreport{icampus_building_2018, address = {Washington DC}, title = {Building a {Learning} {Community} in {Liberia} {Through} {Partnerships} at {iCampus}}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/building_a_learning_community_in_liberia_through_partnerships_at_icampus.pdf}, abstract = {Accountability Lab Liberia (ALab) and iLab Liberia established iCampus- a shared innovation, co-working and community space for organizations focusing on the intersection of technology, accountability and social change in Liberia. ALab implements DAI’s Learning activities at iCampus, and it is referred to as the Strategic Learning Partner of USAID Liberia Accountability and Voice Initiative (LAVI). LAVI is a five year USAID program with an overarching goal to strengthen multi-stakeholder partnerships to advocate for and monitor policy and accountability reforms. The iCampus CLA case scenario captures joint efforts of Accountability Lab Liberia, iLab Liberia and USAID LAVI, to ensure that learning and methodologies are shared and applied by development actors; address common capacity challenges that particularly hinder civil society from engaging in evidence-based and issues-based advocacy using various approaches, including network-building, creation of a cross-sectoral learning space- through collaboration and learning. In 2017, iCampus conducted a learning mapping survey to understand how organizations are learning in Liberia. The result indicated that frameworks and concepts of organizational learning are not yet well understood or used to guide strategic or programmatic practices, by either Liberian or international organizations. ALab, iLab and USAID LAVI then adopted a set of strategies, that led to the implementation of a CLA, enabling the establishment of the first multi-sectoral learning community in Liberia.}, urldate = {2019-02-11}, institution = {USAID LEARN}, author = {iCampus}, year = {2018}, } @techreport{wild_building_2018, address = {London}, title = {Building a global learning alliance on adaptive management}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/12327.pdf}, language = {en}, urldate = {2018-12-21}, institution = {ODI}, author = {Wild, Leni and Ramalingam, Ben}, month = sep, year = {2018}, } @techreport{mckenzie_building_2021, title = {Building a culture of learning at scale: learning networks for systems change.}, url = {https://www.orangecompass.com.au/images/Scoping_Paper_Culture_of_Learning.pdf}, abstract = {This scoping paper explores the question ‘what would it take to build a culture of learning at scale?’. It focuses on systems-wide learning that can help to inform systems change efforts in complex contexts. To answer this question, literature was reviewed from across diverse disciplines and the realms of education, innovation systems, systems thinking and knowledge management. This inquiry was also supported by in-depth interviews with numerous specialists from the for-purpose sector and the examination of several case studies of learning across systems. The goal was to derive common patterns to inform a ‘learning for systems change’ framework. Learning for systems change is critical when working with complexity. The dynamic nature of complex adaptive systems requires an ability to continually sense and learn from the system and adapt accordingly. This is because the nature of the challenge and ‘what works’ to meet the challenge is continually shifting (Lowe and Plimmer, 2019). This requires an ongoing process of iterative inquiry that draws upon wisdom and insights from across the system. Such learning challenges traditional siloes of expertise and organisational boundaries (Clarke et al., 2019). Learning is not simply a nice to have. It is critical for greater impact and improved outcomes, particularly in mission-driven organisations and initiatives (Price et al., 2019). In this paper, a ‘learning networks’ approach is proposed, one that draws upon individual, group and systems-wide learning to build capacity and resilience for systems change in uncertain environments. This fills a gap in the literature where the focus is largely on learning within organisations. Instead, the focus here is on what is required to support learning to occur across scales and boundaries - from the individual to system-wide. A simple meta-framework for developing learning networks is proposed that includes high level guidance on the enabling conditions - the mindsets, relationships, processes and structures- that would enable learning networks to flourish.}, urldate = {2021-10-28}, institution = {Orange Compass \& Paul Ramsay Foundation}, author = {McKenzie, Fiona}, month = oct, year = {2021}, } @book{crowley_building_2013, address = {Boulder}, title = {Building a {Better} {International} {NGO}: {Greater} than the {Sum} of the {Parts}?}, isbn = {978-1-56549-583-8}, shorttitle = {Building a {Better} {International} {NGO}}, abstract = {In the wake of tremendous growth in the size and scope of their activities, as well as the increased complexity of their programs, how can large international NGOs work effectively―so that the whole is greater than the sum of the parts? James Crowley and Morgana Ryan address this question, drawing on their extensive hands-on experience to offer a practical and even provocative guide. The authors cover a range of essential topics, among them: What are INGOs good at? What should they be good at? Where does new technology fit in? What about accountability? What’s the best way to tackle strategic planning? In the process, they challenge those in leadership positions to recognize and implement the changes that are needed so that their organizations can perform better―and stay relevant―in the decades to come.}, language = {English}, publisher = {Kumarian Press}, author = {Crowley, James and Ryan, Morgana}, month = jul, year = {2013}, } @techreport{better_evaluation_budgeting_2012, title = {Budgeting for {Developmental} {Evaluation}: {An} {Interview} with {Michael} {Quinn} {Patton}}, url = {https://www.betterevaluation.org/sites/default/files/Budgeting_for_Developmental_Evaluation.pdf}, urldate = {2023-03-28}, author = {{Better Evaluation}}, month = apr, year = {2012}, pages = {2}, } @techreport{stern_broadening_2012, address = {London}, title = {Broadening the range of designs and methods for impact evaluations}, url = {http://repository.fteval.at/id/eprint/126}, language = {en}, urldate = {2018-09-26}, institution = {DFID}, author = {Stern, Elliot and Stame, Nicoletta and Mayne, John and Forss, Kim and Davies, Rick and Befani, Barbara}, month = apr, year = {2012}, doi = {10.22163/fteval.2012.100}, } @techreport{usaid_broad_2019, address = {Washington DC}, title = {Broad {Agency} {Announcement} for {Locally} {Led} {Development} {Innovation}}, url = {https://www.grants.gov/web/grants/view-opportunity.html?oppId=316600}, abstract = {This BAA allows USAID Operating Units (OUs) to co-create, co-design, co-invest, and collaborate in the research, development, piloting, testing, and scaling of innovative, practical, and cost-effective interventions to catalyze locally led development. The BAA aligns with a number of Agency priorities and policies, including the Journey to Self-Reliance, resilience, procurement innovation, and expanding and diversifying the partner base - as well as the New Partnerships Initiative and Acquisition and Assistance Strategy. E3/LS has put up the BAA’s first Addendum, "New Directions in Advancing Locally Led Development," which seeks Expressions of Interest on the following: - Engaging the Local Private Sector - Conflict, Post-Conflict, and Non-Permissive Environments - Effective Partnerships - The Changing Role of the Donor - Local Giving, Philanthropy, and Other Private Resources}, urldate = {2019-06-04}, institution = {USAID}, author = {USAID}, month = may, year = {2019}, } @article{leftwich_bringing_1995, title = {Bringing politics back in: {Towards} a model of the developmental state}, volume = {31}, issn = {0022-0388}, shorttitle = {Bringing politics back in}, url = {http://dx.doi.org/10.1080/00220389508422370}, doi = {10.1080/00220389508422370}, abstract = {The few cases of rapid economic growth in the Third World in the last 30 years have occurred in democratic, quasi‐democratic and non‐democratic polities. They are thus clearly not a function of common regime type. I suggest that they are best explained by the special character of their states, understood ‘as developmental states’. This article outlines some common characteristics of these states. However the forms and features of these states are not simply a function of their administrative structures or principles of governance, but of their politics. The article thus also underlines the importance of political analysis in both development theory and policy, from where it has been extruded for too long.}, number = {3}, urldate = {2016-08-19}, journal = {The Journal of Development Studies}, author = {Leftwich, Adrian}, month = feb, year = {1995}, pages = {400--427}, } @misc{apgar_bringing_2018, address = {Thessaloniki}, title = {Bringing {Participation} into {Complexity}-{Aware} {MEL}: {What} is the evidence?}, language = {en}, author = {Apgar, Marina and Higdon, Grace Lyn}, month = oct, year = {2018}, } @misc{shrestha_bringing_2021, title = {Bringing children into the life story collection process}, url = {https://clarissa.global/bringing-children-into-the-life-story-collection-process/}, abstract = {The CLARISSA Social Protection (SP) intervention provided six months of unconditional cash transfers to every household in the Gojmohol neighbourhood,...}, language = {en-US}, urldate = {2024-02-16}, journal = {CLARISSA}, author = {Shrestha, Kapil}, month = apr, year = {2021}, } @techreport{arora_bringing_2019, address = {Oxford}, title = {Bringing adaptive management to life: {Insights} from practice}, url = {http://www.acclimatise.uk.com/2019/03/26/bringing-adaptive-management-to-life-insights-from-practice/}, language = {en}, urldate = {2019-05-15}, institution = {Oxford Policy Management}, author = {Arora, Anmol and Gogoi, Elizabeth and Joy, Divya and Kumar, Pankaj and Luthra, Rajni and Pal, Uma and Pervaiz, Arif}, month = mar, year = {2019}, } @techreport{roelen_bridging_2016, title = {Bridging the {Gap}: {Synthesising} {Evidence} from {Secondary} {Quantitative} and {Primary} {Qualitative} {Data}}, url = {http://cdimpact.org/blog/%E2%80%98your-story%E2%80%99-versus-%E2%80%98my-story%E2%80%99-finding-truth-disagreement}, number = {15}, urldate = {2016-05-12}, institution = {IDS}, author = {Roelen, Keetie}, month = feb, year = {2016}, } @techreport{ben_ramalingam_bridging_2017, address = {Washington DC}, title = {Bridging the {Gap}: {How} {Real}-{Time} {Data} {Can} {Contribute} to {Adaptive} {Management} in {International} {Development}}, shorttitle = {Bridging the {Gap}}, url = {https://www.usaid.gov/digital-development/rtd4am/briefing-paper}, abstract = {The ongoing digital revolution has seen rapid growth in the deployment of technology enabled real-time data initiatives in international development and humanitarian work, developed with the goal of accelerating decision-making processes and enhancing aid effectiveness and efficiency.}, language = {en}, urldate = {2018-04-04}, institution = {USAID}, author = {{Ben Ramalingam} and {Inka Barnett} and {Kevin Hernandez} and {Panthea Lee} and {Anna Levy} and {Carrie Oppenheimer} and {Dennis Whittle} and {Craig Valters} and {Leni Wild}}, month = jun, year = {2017}, } @techreport{ben_ramalingam_bridging_2017, address = {Washington DC}, type = {Policy and {Design} {Lessons} {Paper}}, title = {Bridging {Real}-{Time} {Data} and {Adaptive} {Management}: {Ten} {Lessons} for {Policy} {Makers} and {Practitioners}}, shorttitle = {Bridging the {Gap}}, url = {https://www.usaid.gov/digital-development/rtd4am/briefing-paper}, abstract = {The ongoing digital revolution has seen rapid growth in the deployment of technology enabled real-time data initiatives in international development and humanitarian work, developed with the goal of accelerating decision-making processes and enhancing aid effectiveness and efficiency.}, language = {en}, urldate = {2018-04-04}, institution = {USAID}, author = {{Ben Ramalingam} and {Inka Barnett} and {Kevin Hernandez} and {Panthea Lee} and {Anna Levy} and {Carrie Oppenheimer} and {Dennis Whittle} and {Craig Valters} and {Leni Wild}}, month = oct, year = {2017}, } @techreport{ramalingam_bridging_2017, address = {Brighton}, title = {Bridging {Real}-{Time} {Data} and {Adaptive} {Management} in {International} {Devepment} - {Case} {Study} {Report}}, institution = {IDS}, author = {Ramalingam, Ben and Barnett, Inka and Valters, Craig and Oppenheimer, Carrie and Levy, Anna and Hernandez, Kevin}, year = {2017}, } @techreport{wanjiku_kelbert_bridging_2014, title = {Bridging \& {Bonding}: {Improving} {Links} between {Transparency} \& {Accountability} {Actors}}, url = {http://www.makingallvoicescount.org/publication/bridging-and-bonding-improving-the-links-between-transparency-and-accountability-actors/}, urldate = {2016-04-22}, author = {Wanjiku Kelbert, Alexandra}, month = nov, year = {2014}, } @techreport{dillon_breaking_2019, address = {London}, title = {Breaking the {Mould}: {Alternative} approaches to monitoring and evaluation}, url = {https://reliefweb.int/report/world/breaking-mould-alternative-approaches-monitoring-and-evaluation}, abstract = {This paper looks at a range of M\&E innovations that are designed specifically to provide input to ongoing iterative decision-making and learning at the project level. It identifies three key areas for potential innovation: 1) timing of M\&E data provision; 2) flexibility of M\&E frameworks to evolve with programme change; and 3) approaches to integrate diverse perspectives on project implementation in a meaningful way. It then looks at a collection of approaches currently being used in each of these three areas through a series of ‘practice examples’, considering the key lessons learned. Finally, the paper discusses the major opportunities and challenges for applying and scaling up the use of these approaches inside the humanitarian sector.}, urldate = {2023-10-17}, institution = {ALNAP}, author = {Dillon, Neil}, year = {2019}, } @article{reynolds_breaking_2015, title = {({Breaking}) {The} {Iron} {Triangle} of {Evaluation}}, volume = {46}, issn = {1759-5436}, url = {http://bulletin.ids.ac.uk/idsbo/article/view/125}, doi = {10.1111/1759-5436.12122}, language = {en}, number = {1}, urldate = {2017-05-07}, journal = {IDS Bulletin}, author = {Reynolds, Martin}, month = jan, year = {2015}, keywords = {Evaluation, impact}, } @misc{apgar_breaking_2024, title = {Breaking free from the theory of change straight jacket}, url = {https://clarissa.global/getting-out-of-the-theory-of-change-straight-jacket-the-freedom-and-challenges-of-a-reflexive-approach/}, abstract = {The CLARISSA Social Protection Intervention was set us as an innovative social policy intervention for tackling social ills, with a...}, language = {en-US}, urldate = {2024-02-06}, journal = {CLARISSA}, author = {Apgar, Marina and Snijder, Mieke and Paul, Sukanta}, month = jan, year = {2024}, } @misc{king_bradford_2015, address = {Auckland}, title = {Bradford {Hill} {Criteria} for {Causal} {Inference}}, url = {https://www.julianking.co.nz/wp-content/uploads/2014/09/150602-BHC-jk5-web.pdf}, abstract = {We think we’re good at determining causality, but we suck at it One of the great challenges in evaluation is determining whether the results we’re seeing are because of the program we’re evaluating, some other influences out there in the big world, or random chance. At one level, this is an everyday, common sense task. As a species we’ve been making judgments about causation for a million years or so. Unfortunately, though, the way we are wired does not predispose us to logical thinking. We are inclined to be led astray by all sorts of biases and heuristics. Over time, the rocket science for dealing with causation has become more sophisticated – a key example being the experimental study design or randomised controlled trial (RCT). And our evidence base about what works has been enriched as a result. But deep down we’re still biased, heuristical beings and not very good at thinking things through. We’ve become so enthusiastic about experimental designs we’re a little inclined to think they are the only way to determine whether A causes B. Such a rigid view is no much use in the real world, where there are all sorts of ethical, conceptual, practical and economic barriers that mean we can’t always conduct RCTs. Even where technically possible, they are not necessarily the best tool for every job.}, urldate = {2023-09-29}, author = {King, Julian}, year = {2015}, } @book{d.school_bootcamp_2010, address = {Stanford}, title = {Bootcamp {Bootleg} {Design} {Thinking} {Toolkit}}, url = {https://static1.squarespace.com/static/57c6b79629687fde090a0fdd/t/58890239db29d6cc6c3338f7/1485374014340/METHODCARDS-v3-slim.pdf}, urldate = {2016-09-21}, publisher = {Institute of Design, Stanford University}, author = {d.school}, year = {2010}, keywords = {IMPORTANT}, } @misc{green_book_2020, title = {Book {Review}: ‘{Thinking} and {Working} {Politically} in {Development}’}, shorttitle = {Book {Review}}, url = {https://oxfamblogs.org/fp2p/book-review-thinking-and-working-politically-in-development/}, abstract = {Review of a new book that explores the 'secret sauce' of Coalitions for Change - an unusually successful governance programme in the Philippines}, language = {en-GB}, urldate = {2020-10-15}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = sep, year = {2020}, } @misc{noauthor_book_2016, title = {Book {Review}: {Branko} {Milanovic}'s brilliant take on {Global} {Inequality}}, shorttitle = {Book {Review}}, url = {http://oxfamblogs.org/fp2p/book-review-branko-milanovics-brilliant-take-on-global-inequality/}, abstract = {Some of my favourite development economists are nomads, people with feet in different regions, which seems to make them better able to identify interesting patterns and similarities/differences bet...}, urldate = {2016-04-22}, journal = {From Poverty to Power}, month = apr, year = {2016}, } @article{benequista_blurring_2011, title = {Blurring the {Boundaries}: {Citizen} {Action} {Across} {States} and {Societies}}, shorttitle = {Blurring the {Boundaries}}, url = {https://opendocs.ids.ac.uk/opendocs/bitstream/handle/123456789/12499/cdrc_2011_blurring.pdf}, urldate = {2017-10-05}, journal = {Brighton: Citizenship DRC, 11.}, author = {Benequista, Nicholas and Gaventa, John}, year = {2011}, } @book{syed_black_2015, title = {Black {Box} {Thinking}: {The} {Surprising} {Truth} {About} {Success}}, isbn = {978-1-4736-1379-9}, shorttitle = {Black {Box} {Thinking}}, abstract = {The Sunday Times No.1 Bestseller From the Bestselling Author of BounceWhat links the Mercedes Formula One team with Google?What links Team Sky and the aviation industry?What connects James Dyson and David Beckham?They are all Black Box Thinkers.Black Box Thinking is a new approach to high performance, a means of finding an edge in a complex and fast-changing world. It is not just about sport, but has powerful implications for business and politics, as well as for parents and students. In other words, all of us.Drawing on a dizzying array of case studies and real-world examples, together with cutting-edge research on marginal gains, creativity and grit, Matthew Syed tells the inside story of how success really happens - and how we cannot grow unless we are prepared to learn from our mistakes.}, language = {en}, publisher = {Hachette UK}, author = {Syed, Matthew}, month = sep, year = {2015}, note = {Google-Books-ID: f1eNBQAAQBAJ}, keywords = {Psychology, Sports \& Recreation / Sports Psychology, Strategic Planning}, } @techreport{usaid_biodiversity_2016, address = {Washington DC}, title = {Biodiversity {How}-{To} {Guide} 3: {Defining} {Outcomes} \& {Indicators} for {Monitoring}, {Evaluation}, and {Learning} in {USAID} {Biodiversity} {Programming}}, shorttitle = {Biodiversity {How}-{To} {Guide} 1}, url = {https://rmportal.net/biodiversityconservation-gateway/resources/projects/measuring-impact/how-to-guides-for-usaid-biodiversity-programming/biodiversity-how-to-guide-1-developing-situation-models-in-usaid-biodiversity-programming}, abstract = {The Biodiversity How-To Guide 3: Defining Outcomes and Indicators for Monitoring, Evaluation, and Learning in USAID Biodiversity Programming is the third in a series of three guides that provide in-depth guidance on key tools and practices to support design teams as they design and manage biodiversity programs within the Program Cycle and in accordance with the USAID Biodiversity Policy. It uses the results chains developed in the second guide and provides help identifying key results for developing outcome statements and indicators, as required by USAID’s Biodiversity Code, updated in the Biodiversity Policy.}, language = {en}, urldate = {2019-03-22}, institution = {USAID}, author = {{USAID}}, month = aug, year = {2016}, } @techreport{usaid_biodiversity_2016, address = {Washington DC}, title = {Biodiversity {How}-{To} {Guide} 2: {Using} {Results} {Chains} to {Depict} {Theories} of {Change} in {USAID} {Biodiversity} {Programming}}, shorttitle = {Biodiversity {How}-{To} {Guide} 1}, url = {https://rmportal.net/biodiversityconservation-gateway/resources/projects/measuring-impact/how-to-guides-for-usaid-biodiversity-programming/biodiversity-how-to-guide-1-developing-situation-models-in-usaid-biodiversity-programming}, abstract = {The Biodiversity How-To Guide 2: Using Results Chains to Depict Theories of Change in USAID Biodiversity Programming is the second in a series of three guides that provide in-depth guidance on key tools and practices to support design teams as they design and manage biodiversity programs within the Program Cycle and in accordance with the USAID Biodiversity Policy. It builds off the situation model guide to help design teams clearly state the expected results and assumptions behind the proposed strategic approaches that make up the program’s theory of change. The situation model provides the foundation to identify necessary results to reduce threats; brainstorm and prioritize strategic approaches; and then develop results chains to clarify assumptions behind selected approaches.}, language = {en}, urldate = {2019-03-22}, institution = {USAID}, author = {{USAID}}, month = aug, year = {2016}, } @techreport{usaid_biodiversity_2016, address = {Washington DC}, title = {Biodiversity {How}-{To} {Guide} 1: {Developing} {Situation} {Models} in {USAID} {Biodiversity} {Programming}}, shorttitle = {Biodiversity {How}-{To} {Guide} 1}, url = {https://rmportal.net/biodiversityconservation-gateway/resources/projects/measuring-impact/how-to-guides-for-usaid-biodiversity-programming/biodiversity-how-to-guide-1-developing-situation-models-in-usaid-biodiversity-programming}, abstract = {The Biodiversity How-To Guide 1: Developing Situation Models in USAID Biodiversity Programming is the first in a series of three guides that provide in-depth guidance on key tools and practices to support design teams as they design and manage biodiversity programs within the Program Cycle and in accordance with the USAID Biodiversity Policy. It focuses on how to develop situation models to map out the biodiversity conservation problem context to be addressed.}, language = {en}, urldate = {2019-03-22}, institution = {USAID}, author = {{USAID}}, month = aug, year = {2016}, } @techreport{bertermann_big_2020, title = {Big {Data} to {Data} {Science} - {Moving} from “{What}” to “{How}” in the {MERL} {Tech} {Space}}, abstract = {This paper probes trends in the use of big data by a community of early adopters working in monitoring, evaluation, research, and learning (MERL) in the development and humanitarian sectors. Qualitative analysis was conducted on data from MERL Tech conference records and key informant interviews. Findings indicate that MERL practitioners are in a fragmented, experimental phase, with use and application of big data varying widely, accompanied by shifting terminologies. We take an in-depth look at barriers to and enablers of use of big data within MERL, as well as benefits and drawbacks. Concerns about bias, privacy, and the potential for big data to magnify existing inequalities arose frequently. The research surfaced a need for more systematic and broader sharing of big data use cases and case studies in the development sector.}, language = {en}, institution = {MERL Tech}, author = {Bertermann, Kecia and Robinson, Alexandra and Bamberger, Michael and Higdon, Grace Lyn and Raftre, Linda}, month = jul, year = {2020}, pages = {20}, } @article{banuri_biased_2019, title = {Biased {Policy} {Professionals}}, volume = {33}, issn = {0258-6770}, url = {https://academic.oup.com/wber/article/33/2/310/5530388}, doi = {10.1093/wber/lhy033}, abstract = {Although the decisions of policy professionals are often more consequential than those of individuals in their private capacity, there is a dearth of studies on the biases of policy professionals: those who prepare and implement policy on behalf of elected politicians. Experiments conducted on a novel subject pool of development policy professionals (public servants of the World Bank and the Department for International Development in the UK) show that policy professionals are indeed subject to decision-making traps, including the effects of framing outcomes as losses or gains, and, most strikingly, confirmation bias driven by ideological predisposition, despite having an explicit mission to promote evidence-informed and impartial decision making. These findings should worry policy professionals and their principals in governments and large organizations, as well as citizens themselves. A further experiment, in which policy professionals engage in discussion, shows that deliberation may be able to mitigate the effects of some of these biases.}, language = {en}, number = {2}, urldate = {2019-08-12}, journal = {The World Bank Economic Review}, author = {Banuri, Sheheryar and Dercon, Stefan and Gauri, Varun}, month = jun, year = {2019}, keywords = {bias}, pages = {310--327}, } @techreport{aina_beyond_2019, address = {Brighton}, type = {{IDS} {Working} {Paper}}, title = {Beyond {Tweets} and {Screams}: {Action} for {Empowerment} and {Accountability} in {Nigeria} – {The} {Case} of the \#{BBOG} {Movement}}, copyright = {This is an Open Access paper distributed under the terms of the Creative Commons Attribution 4.0 International licence (CC BY), which permits unrestricted use, distribution, and reproduction in any medium, provided the original authors and source are credited and any modifications or adaptations are indicated. http://creativecommons.org/licenses/by/4.0/legalcode}, shorttitle = {Beyond {Tweets} and {Screams}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/14559}, abstract = {This paper explores the nature, role and dynamics of new forms of social and political action as pathways to empowerment and accountability in fragile conflict- and violence-affected settings in Africa. Through an in-depth analysis of the case of the Bring Back Our Girls (\#BBOG) movement in Nigeria and a multi-methods approach, the paper provides new knowledge that addresses evidence gaps in the following areas: (1) the multiple ways through which social and political action play out in fragile, conflict- and violence-affected settings; (2) whether the conditions in which new forms of social and political action applicable to fragile, conflict- and violence-affected settings – the settings most dominant in African countries – emerge as currently projected in the literature; and (3) whether these social and political actions necessarily produce accountability and empowerment in fragile, conflict- and violence-affected settings. Although often expressed as contentious and/or unruly politics, experiences from the BBOG movement suggest that the new forms of social and political action possess a wide range of implications for citizen action and governance, including leading to multiple forms of empowerment in fragile settings.}, language = {en}, number = {529}, urldate = {2019-08-08}, institution = {IDS}, author = {Aina, Tade Akin and Atela, Martin and Ojebode, Ayo and Dayil, Plangsat and Aremu, Fatai}, month = jun, year = {2019}, } @article{funfgeld_beyond_2018, title = {Beyond the tools: supporting adaptation when organisational resources and capacities are in short supply}, issn = {1573-1480}, shorttitle = {Beyond the tools}, url = {https://doi.org/10.1007/s10584-018-2238-7}, doi = {10.1007/s10584-018-2238-7}, abstract = {Climate change adaptation is increasingly concerned with how organisations develop capacity to adapt to uncertain futures. A participatory action research project conducted in Victoria, Australia, examined how health and social service organisations developed their organisational adaptive capacity through the use of adaptation decision-support tools. It can be challenging for any organisation to select and apply a decision-support tool, but this is particularly the case where resources and capacities are limited. For most organisations, climate change is only one of a complex set of dynamic stressors they must consider in meeting organisational goals. This paper shows that while decision-support tools can help co-generate knowledge and facilitate customised organisational adaptation processes, for them to be practically helpful for organisations with limited resources and capacities, intensive collaborative and discursive processes are needed to adjust such tools to fit specific organisational contexts and needs. Facilitators and participatory approaches that enable co-inquiry can play a critical role in supplementing scarce resources and initiating adaptation processes that go well beyond the scope and purpose of the decision-support tool used. Organisations working effectively with decision-support tools to adapt to climate change will need to feel ownership of them and have confidence in modifying them to suit their particular adaptation needs and organisational goals.}, language = {en}, urldate = {2019-05-02}, journal = {Climatic Change}, author = {Fünfgeld, Hartmut and Lonsdale, Kate and Bosomworth, Karyn}, month = jul, year = {2018}, keywords = {Adaptive capacity, Climate change, Community services, Decision-support tools, Facilitation, Health and social services, Organizational change}, } @techreport{denney_beyond_2015, title = {Beyond the toolkit: supporting peace processes in {Asia}}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/10177.pdf}, number = {4}, urldate = {2018-12-10}, institution = {The Asia Foundation}, author = {Denney, Lisa and Barron, Patrick}, month = oct, year = {2015}, pages = {38}, } @techreport{koh_beyond_2014, title = {Beyond the {Pioneer}: {Getting} inclusive industries to scale}, url = {http://www.beyondthepioneer.org/wp-content/themes/monitor/Beyond-the-Pioneer-Report.pdf}, urldate = {2016-10-10}, institution = {Deloitte Touche Tohmatsu India Private Ltd (DTTIPL)}, author = {Koh, Harvey and Hedge, Nidhi and Karamchandani, Ashish}, month = apr, year = {2014}, } @article{grove_beyond_2008, title = {Beyond the log frame: a new tool for examining health and peacebuilding initiatives}, volume = {18}, issn = {0961-4524}, shorttitle = {Beyond the log frame}, url = {https://doi.org/10.1080/09614520701778850}, doi = {10.1080/09614520701778850}, abstract = {How do we move from identifying ethical principles to enhancing development practice? How can donors and NGOs move beyond the reporting of technical outputs to explore less tangible aspects of their health projects: contributions to rebuilding trust, promoting social cohesion, and enhancing good governance at community level? This article considers these questions in relation to health and peace-building activities in conflicted settings. It describes difficulties facing practitioners and donors seeking to undertake health and peace work, in particular focusing on the lack of appropriate tools for screening, monitoring, and evaluating projects. It critiques the logical framework, a tool commonly used in project planning, monitoring, and evaluation, and considers it alongside a new tool, the Health and Peace Building Filter, which has been designed to reflect on health programming in fragile or conflicted settings. The authors argue that such tools can help to move us beyond focusing on inputs and outputs to examining processes, relationships, and the indirect consequences of aid programmes.}, number = {1}, urldate = {2023-01-12}, journal = {Development in Practice}, author = {Grove, Natalie J. and Zwi, Anthony B.}, month = feb, year = {2008}, note = {Publisher: Routledge \_eprint: https://doi.org/10.1080/09614520701778850}, pages = {66--81}, } @inproceedings{buisson_beyond_2014, address = {Lausanne, Switzerland}, title = {Beyond '{Technology} for {Development}' and '{Sustainability}' towards {Systemic} and {Holistic} {Rural} {Innovation}: {Success} {Factors} from the {Southern} {African} {Experience} over 20 years}, shorttitle = {Beyond " {Technology} for {Development} " and " {Sustainability} " towards {Systemic} and {Holistic} {Rural} {Innovation}}, url = {https://www.researchgate.net/publication/280010659_Beyond_Technology_for_Development_and_Sustainability_towards_Systemic_and_Holistic_Rural_Innovation_Success_Factors_from_the_Southern_African_Experience_over_20_years}, abstract = {Abstract: This paper describes essential, real-world activities and processes needed to develop and deploy people-centred networks enabled with innovative technologies that in turn produce "...}, urldate = {2016-06-23}, author = {Buisson, Uys Du and Cronje, Braam and Marais, Mario and Haruperi, Emmanuel and Rensburg, Johann}, month = jun, year = {2014}, } @article{fischer_beyond_2016, title = {Beyond {Participation} and {Accountability}: {Theorizing} {Representation} in {Local} {Democracy}}, volume = {86}, issn = {0305750X}, shorttitle = {Beyond {Participation} and {Accountability}}, url = {http://linkinghub.elsevier.com/retrieve/pii/S0305750X15307919}, doi = {10.1016/j.worlddev.2016.05.003}, abstract = {Recent decades have seen growing emphasis on enhancing public participation and accountability in governance processes. Yet the valence of these discussions has focused almost entirely on the character of citizen engagement itself, with little attention to the ways in which citizens’ agency is constituted in relation to changing forms of public authority. In this paper, I advance a theoretical account of political representation, a concept that is central to analysis of democracy, but which has seen only limited attention in the scholarship on democratic decentralization. I draw on two contrasting models—selection and sanction—to elaborate an understanding of representation that recognizes both mechanisms that enable citizens to hold their leaders to account as well as the character of leaders’ own intrinsic motivations. Through a qualitative account of three decades’ political change from a locality in the Indian Himalayas, I document a gradual process of institutional and social change that has enabled a new generation of more diverse elected leaders to ascend to positions of elected authority, including many from historically marginalized sections of society. By examining the experiences of three such individuals in detail, I demonstrate the importance of understanding who leaders are and what they do—their skills and aspirations, their identity and affiliations, and the kinds of representative relationships that they embody. Placing the selection and sanction models in dialog reveals new and productive avenues to explore the interplay between external incentive structures and leaders’ intrinsic motivations in shaping broader process of political change.}, language = {en}, urldate = {2018-07-26}, journal = {World Development}, author = {Fischer, Harry W.}, month = oct, year = {2016}, pages = {111--122}, } @article{biggs_beyond_1998, title = {Beyond methodologies: {Coalition}-building for participatory technology development}, volume = {26}, issn = {0305-750X}, shorttitle = {Beyond methodologies}, url = {https://www.sciencedirect.com/science/article/pii/S0305750X97100419}, doi = {10.1016/S0305-750X(97)10041-9}, abstract = {Participatory and other approaches to technology development have shared a recent preoccupation with specific methods and doubts about just how much can be expected of the methods themselves, as opposed to how they are applied, by whom, and in what circumstances. Detailed analysis of historical cases suggests that the development of both technologies and methodologies is highly dependent on local context. Such processes are characterized by conflicts over the direction of change and affected by the activities of a particular type of grouping, the development coalition. These coalitions are examined and implications are considered for training, education and Participatory technology development.}, language = {en}, number = {2}, urldate = {2021-08-05}, journal = {World Development}, author = {Biggs, Stephen and Smith, Grant}, month = feb, year = {1998}, keywords = {agricultural research, methods, participatory development, research and development, rural development, science and technology}, pages = {239--248}, } @techreport{de_gramont_beyond_2014, address = {Washington}, title = {Beyond magic bullets in governance reform}, url = {http://carnegieendowment.org/files/governanace_magic_bullets.pdf}, urldate = {2017-05-05}, institution = {Carnegie Endowment for International Peace}, author = {de Gramont, Diane}, month = oct, year = {2014}, } @techreport{simister_beyond_2017, title = {Beyond {Logframes}}, url = {https://www.intrac.org/wpcms/wp-content/uploads/2017/01/Beyond-Logframes.pdf}, abstract = {The logical framework, otherwise known as a logframe, is a commonly used planning tool. Initially designed for use within simple projects, it is increasingly being applied to complex programmes and organisations. In these cases the logical framework has limitations. There are several options that can help overcome these limitations. These include expanding the logframe, and using multiple logframes.}, urldate = {2023-01-12}, institution = {Intrac}, author = {Simister, Nigel}, month = jan, year = {2017}, } @incollection{hummelbrunner_beyond_2010, address = {Tokyo}, title = {Beyond {Logframe}: {Critique}, {Variations} and {Alternatives}}, url = {http://www.perfeval.pol.ulaval.ca/sites/perfeval.pol.ulaval.ca/files/publication_129.pdf#page=8}, abstract = {Over the last decades, the Logical Framework Approach (LFA) has become universally known and has assumed a key role for planning and managing development interventions. LFA, however, is not uncontroversial and the approach has been subject to criticism, concerning both its theoretical foundations and practical use. Despite these criticisms LFA’s position has not been fundamentally weakened and while many donors acknowledge its limits and weaknesses, they maintain (some would say impose) its use as a planning and monitoring tool. This chapter reviews some of the experience gained with LFA and outlines major attempts to develop variations – or move beyond it altogether. The first section briefly describes the LFA concept and summarizes the main points of critique. Section 2 then explores some variations which have been developed in response to this critique and to improve LFA as a management tool. Section 3 proposes a systemic alternative to logframe and Section 4 outlines alternatives to LFA which have recently been introduced in German development aid.}, urldate = {2022-01-28}, booktitle = {Beyond {Logframe}; {Using} {Systems} {Concepts} in {Evaluation}}, publisher = {Foundation for Advanced Studies on International Development.}, author = {Hummelbrunner, Richard}, editor = {Fujita, Nobuko}, year = {2010}, pages = {1--33}, } @article{ssennyonjo_beyond_2022, title = {Beyond "{Lack} of {Political} {Will}": {Elaborating} {Political} {Economy} {Concepts} to {Advance} "{Thinking} and {Working} {Politically}" {Comment} on "{Health} {Coverage} and {Financial} {Protection} in {Uganda}: {A} {Political} {Economy} {Perspective}"}, issn = {2322-5939}, shorttitle = {Beyond "{Lack} of {Political} {Will}"}, url = {https://www.ijhpm.com/article_4264.html}, doi = {10.34172/ijhpm.2022.7297}, abstract = {Political economy analysis (PEA) has been advanced as critical to understanding the political dimensions of policy change processes. However, political economy (PE) is not a theory on its own but draws on several concepts. Nannini et al, in concert with other scholars, emphasise that politics is characterised by conflict, contestation and negotiation over interests, ideas and power as various agents attempt to influence their context. This commentary reflects how Nannini et al wrestled with these PEA concepts - summarised in their conceptual framework used for PEA of the Ugandan case study on financial risk protection reforms. The central premise is that a common understanding of the PEA concepts (mainly structure-agency interactions, ideas, interests, institutions and power) forms a basis for strategies to advance thinking and working politically. Consequently, I generate several insights into how we can promote politically informed approaches to designing, implementing and evaluating policy reforms and development efforts.}, language = {en}, urldate = {2022-09-29}, journal = {International Journal of Health Policy and Management}, author = {Ssennyonjo, Aloysius}, month = may, year = {2022}, pages = {1}, } @techreport{roe_beyond_2015, title = {Beyond enforcement: communities, governance, incentives and sustainable use in combating wildlife crime. {Symposium} {Report}.}, shorttitle = {Beyond enforcement}, url = {http://pubs.iied.org/G03903/}, urldate = {2019-02-25}, institution = {IIED}, author = {Roe, Dilys}, month = mar, year = {2015}, } @article{tadros_beyond_2014, title = {Beyond {Ballotocracy}: {Citizens}' {Voices} and the {Many} {Faces} of {Unruly} {Politics}}, volume = {45}, shorttitle = {Beyond {Ballotocracy}}, url = {http://onlinelibrary.wiley.com/doi/10.1111/1759-5436.12103/full}, doi = {10.1111/1759-5436.12103}, number = {5}, urldate = {2016-09-29}, journal = {IDS Bulletin}, author = {Tadros, Mariz}, year = {2014}, pages = {48--57}, } @article{prinsen_between_2015, title = {Between logframes and theory of change: reviewing debates and a practical experience}, volume = {25}, issn = {0961-4524}, shorttitle = {Between logframes and theory of change}, url = {https://doi.org/10.1080/09614524.2015.1003532}, doi = {10.1080/09614524.2015.1003532}, abstract = {Theory of Change (ToC) is an emerging methodology in the practice of development programmes, often contrasted with the dominant logical framework. This article reviews current debates around ToC before identifying five aspects that are appreciated in practice. It appears that these aspects mostly cover areas where the logical framework is not – or is no longer – meeting the needs of practitioners. Subsequently, the article analyses experiences in ToC training for NGO staff and concludes that ToC can address shortcomings of the logical framework – if only by going back to some of the roots of the logical framework.}, number = {2}, urldate = {2023-01-12}, journal = {Development in Practice}, author = {Prinsen, Gerard and Nijhof, Saskia}, month = feb, year = {2015}, note = {Publisher: Routledge \_eprint: https://doi.org/10.1080/09614524.2015.1003532}, pages = {234--246}, } @misc{proud_berkana_2023, title = {Berkana {Two} {Loop} {Model}: {A} quick introduction to an accessible model for systems change}, url = {https://www.linkedin.com/pulse/berkana-two-loop-model-quick-introduction-accessible-systems-proud/?ref=hellobrink.co}, abstract = {A model I've been using a lot recently, to bring systems thinking to life, is the Berkana Two Loop model. It doesn't describe complexity or systems thinking. But it does describe systems change in a way that's simple and oriented to action.}, urldate = {2023-10-31}, journal = {LinkedIn - Emma Proud}, author = {Proud, Emma}, month = mar, year = {2023}, } @techreport{hayman_beneficiary_2020, title = {Beneficiary {Feedback} {Mechanisms}}, abstract = {There is a growing emphasis among NGOs and donors on ensuring that the voices of beneficiaries are heard. A range of beneficiary feedback mechanisms (BFMs) exist which enable beneficiary perspectives and suggestions to be gathered and used within an M\&E system. BFMs are tools designed to enable a continuous cycle of interaction between those receiving and those delivering aid-funded interventions.}, institution = {INTRAC}, author = {Hayman, Rachel}, year = {2020}, } @techreport{uk_aid_beneficiary_2022, address = {London}, title = {Beneficiary feedback mechanisms}, abstract = {This guidance seeks to ensure that UK Aid Direct applicants and grant holders understand what the Foreign, Commonwealth \& Development Office (FCDO) means by beneficiary feedback mechanisms, and more specifically, that they: • Understand the terms used that relate to beneficiary feedback mechanisms in UK Aid Direct guidance and templates • Understand beneficiary feedback mechanisms and why they are a useful tool for project monitoring and learning • Learn how to use beneficiary feedback mechanisms during project implementation. • Can demonstrate that using beneficiary feedback mechanisms can lead to greater accountability.}, language = {en}, institution = {FCDO}, author = {UK Aid}, month = nov, year = {2022}, } @techreport{salmen_beneficiary_2002, title = {Beneficiary {Assessment}: {An} {Approach} {Described}}, url = {http://siteresources.worldbank.org/INTPCENG/1143333-1116505682469/20509250/BAAPProach.pdf}, abstract = {Beneficiary assessment is a tool for managers who wish to improve the quality of development operations. This is an approach to information gathering which assesses the value of an activity as it is perceived by its principal users. The approach is qualitative in that it attempts to derive understanding from shared experience as well as observation, and gives primacy to the centrality of the other person’s point of view. As the Bank and others engaged in development activities seek to do their work better, one key indicator will need to be how the ultimate customer, or intended beneficiary, assesses the value of this work, project or policy, as it affects his or her life. The illumination of how an intended beneficiary appreciates a planned or ongoing developmental activity is the primary objective of this approach. Beneficiary assessment is a systematic inquiry into people’s values and behavior in relation to a planned or ongoing intervention for social and economic change. This method draws heavily from the tradition in social science known as "qualitative research...that fundamentally depends on watching people in their own territory and interacting with them in their own language, on their own terms" (Kirk and Miller). Yet beneficiary assessment also includes direct observation, incorporating simple counting, and is expressed in quantitative terms. The ultimate goal of beneficiary assessment is to reveal the meaning people give to particular aspects of their lives so that development activities may better enhance people’s ability to improve their own living conditions, as they see fit. This demands close rapport between the practitioner of this approach, the beneficiary and the development manager. The beneficiary assessment approach is not intended to supplant the questionnaire survey but to provide reliable qualitative, indepth information on the socio-cultural conditions of a beneficiary population which is intended to be of immediate use to managers and policymakers responsible for improving people’s lives.}, number = {10}, urldate = {2018-10-13}, institution = {World Bank}, author = {Salmen, Lawrence}, month = aug, year = {2002}, pages = {29}, } @book{lawson_being_2004, edition = {1st edition}, title = {Being {Spherical}: {Reshaping} {Our} {Lives} and {Our} {World} for the 21st {Century}}, isbn = {978-0-9761910-0-1}, shorttitle = {Being {Spherical}}, abstract = {In this concise, illustrated work exploring the dynamics of living in the 21st century, Phil Lawson and Robert L. Lindstrom show us how we individually and collectively shape the future - a future no longer dominated by traditional hierarchies and concentrated power centers. The authors explain why, in this dawning era of interconnection and interdependency, we require a dramatic transformation in the way we see, think and act. Using mythological imagery in the form of The Sphere and an innovative and adaptive vocabulary, they introduce us to concepts and processes for reshaping our lives, our organizations and our world for the better. In addition, they introduce the Spherical Modeling Tool (SMT), a practical hands-on awareness application. BEING SPHERICAL GUIDES US AS WE LEARN TO: * Prepare for a future we cannot even vaguely predict. * Raise our children well in a climate of moral uncertainty. * Create viable organizations in an era of extreme complexity. * Come to the aid of an abused and ailing planet. AS WE LEARN TO SEE THE SPHERE WE: * Understand why we do what we do and what to do differently. * Discover creative solutions to longstanding problems. * Connect and reconnect within ourselves and with others. * Ready ourselves of quantum leaps in inspiration and awareness. THE GREATER OUR SPHERICAL INTEGRITY THE BETTER WE: * Flex with internal and external pressures. * Adapt to disorienting and accelerating change. * Respond to unpredictable and uncontrollable conditions. * Roll through hard times and bounce forward from adversity. Excerpted from Being Spherical: Reshaping Our Lives and Our World for the 21st Century by Phil Lawson, Robert L. Lindstrom. Copyright 2004. Reprinted by permission. All rights reserved.}, language = {English}, publisher = {Sphericity Press}, author = {Lawson, Phil and Lindstrom, Robert L.}, month = apr, year = {2004}, } @article{storeng_behind_2019, title = {Behind the scenes: {International} {NGOs}’ influence on reproductive health policy in {Malawi} and {South} {Sudan}}, volume = {14}, issn = {1744-1692, 1744-1706}, shorttitle = {Behind the scenes}, url = {https://www.tandfonline.com/doi/full/10.1080/17441692.2018.1446545}, doi = {10.1080/17441692.2018.1446545}, abstract = {Global health donors increasingly embrace international nongovernmental organisations (INGOs) as partners, often relying on them to conduct political advocacy in recipient countries, especially in controversial policy domains like reproductive health. Although INGOs are the primary recipients of donor funding, they are expected to work through national affiliates or counterparts to enable ‘locally-led’ change. Using prospective policy analysis and ethnographic evidence, this paper examines how donor-funded INGOs have influenced the restrictive policy environments for safe abortion and family planning in South Sudan and Malawi. While external actors themselves emphasise the technical nature of their involvement, the paper analyses them as instrumental political actors who strategically broker alliances and resources to shape policy, often working ‘behind the scenes’ to manage the challenging circumstances they operate under. Consequently, their agency and power are hidden through various practices of effacement or concealment. These practices may be necessary to rationalise the tensions inherent in delivering a global programme with the goal of inducing locally-led change in a highly controversial policy domain, but they also risk inciting suspicion and foreign-national tensions.}, language = {en}, number = {4}, urldate = {2020-10-15}, journal = {Global Public Health}, author = {Storeng, Katerini T. and Palmer, Jennifer and Daire, Judith and Kloster, Maren O.}, month = apr, year = {2019}, pages = {555--569}, } @article{datta_behavioral_2014, title = {Behavioral {Design}: {A} {New} {Approach} to {Development} {Policy}}, volume = {60}, issn = {00346586}, shorttitle = {Behavioral {Design}}, url = {http://doi.wiley.com/10.1111/roiw.12093}, doi = {10.1111/roiw.12093}, language = {en}, number = {1}, urldate = {2019-03-12}, journal = {Review of Income and Wealth}, author = {Datta, Saugato and Mullainathan, Sendhil}, month = mar, year = {2014}, pages = {7--35}, } @article{lee_before_2015, title = {Before the {Backlash}, {Let}’s {Redefine} {User}-{Centered} {Design}}, volume = {13}, url = {https://ssir.org/articles/entry/before_the_backlash_lets_redefine_user_centered_design}, abstract = {We must better understand user-centered design\&\#8217;s limitations\&\#8212;not just its strengths\&\#8212;in the context of international development. And we must adapt it from its original uses designing commercial products to solving for social good.}, number = {3}, urldate = {2017-02-19}, journal = {Stanford Social Innovation Review}, author = {Lee, Panthea}, year = {2015}, } @article{sharp_be_2022, title = {Be a participant not a spectator}, url = {https://research-for-real.co.uk/wp-content/uploads/2022/06/Cathy-Sharp-Be-a-participant-not-a-spectator-Winner-Dione-Hills-Tavistock-UKES-prize.pdf}, abstract = {My focus here is on the realities of evaluating in complexity where ‘nothing is clear, and everything keeps changing’. I outline how I use a series of ‘provocations’ that allow people to choose their own starting point. Sharing those choices fuels conversations that discover, explore, and co-create (rather than manage) our mutual expectations and assumptions and track how these might themselves be influenced by the work as it unfolds. This account draws on a review of literature and my practice experience, including reflections from others brought into local, national, and international conversations about what it means for evaluation to recognise complexity.}, number = {Spring}, urldate = {2023-05-22}, journal = {The Evaluator - UK Evaluation Society}, author = {Sharp, Cathy}, year = {2022}, } @techreport{campbell_barrio_2019, address = {London}, title = {Barrio {Mio} and {Katye}: {PCI}’s neighbourhood approach in cities}, language = {en}, institution = {ALNAP/ODI}, author = {Campbell, Leah}, month = may, year = {2019}, } @article{yanguas_barriers_2015, title = {Barriers to {Political} {Analysis} in {Aid} {Bureaucracies}: {From} {Principle} to {Practice} in {DFID} and the {World} {Bank}}, volume = {74}, issn = {0305-750X}, shorttitle = {Barriers to {Political} {Analysis} in {Aid} {Bureaucracies}}, url = {http://www.sciencedirect.com/science/article/pii/S0305750X15001187}, doi = {10.1016/j.worlddev.2015.05.009}, abstract = {Politics has become a central concern in development discourse, and yet the use of political analysis as a means for greater aid effectiveness remains limited and contested within development agencies. This article uses qualitative data from two governance “leaders” – the United Kingdom Department for International Development and the World Bank – to analyze the administrative hurdles facing the institutionalization of political analysis in aid bureaucracies. We find that programing, management, and training practices across headquarters and country offices remain largely untouched by a political analysis agenda which suffers from its identification with a small cross-national network of governance professionals.}, language = {en}, urldate = {2020-10-15}, journal = {World Development}, author = {Yanguas, Pablo and Hulme, David}, month = oct, year = {2015}, keywords = {DFID, United Kingdom, World Bank, aid effectiveness, foreign aid, political economy analysis}, pages = {209--219}, } @article{phuong_barriers_2018, title = {Barriers and enablers to climate change adaptation in hierarchical governance systems: the case of {Vietnam}}, volume = {20}, issn = {1523-908X, 1522-7200}, shorttitle = {Barriers and enablers to climate change adaptation in hierarchical governance systems}, url = {https://www.tandfonline.com/doi/full/10.1080/1523908X.2018.1447366}, doi = {10.1080/1523908X.2018.1447366}, abstract = {Governments fulfil important roles in increasing the adaptive capacity of local communities to respond to climate change impacts, particularly in developing countries. Existing studies on how governments enable and constrain the ways in which local level communities learn and build their adaptive capacity, however, generally adopt network or market-oriented types of governance. However, the most vulnerable regions to climate change impact in the world are generally governed through hierarchical policy systems. This research aims to understand how the hierarchical policy system in Vietnam creates enables and/or constrains the policy capacity of policy actors to contribute to effective climate change adaptation. We conducted interviews (n = 26) with key actors at multiple levels of government. Our findings show the importance of clear legal institutions, available financing for implementing policies, and the training of governmental staff, particularly at district and commune levels where the policy capacities are generally too low to deal with climate change impacts. We conclude that any efforts to support local actors (i.e. smallholder farmers) should include investments in policy capacity to ensure uptake and upscaling of adaptation actions more broadly.}, language = {en}, number = {4}, urldate = {2019-05-02}, journal = {Journal of Environmental Policy \& Planning}, author = {Phuong, Le Thi Hong and Biesbroek, G. Robbert and Wals, Arjen E. J.}, month = jul, year = {2018}, pages = {518--532}, } @misc{noauthor_bark_2023, title = {Bark {AI}: {Text}-to-{Speech} {Artificial} {Intelligence} {Voice} {Cloning} {App} \& {Text}-{Prompted} {Generative} {Audio}}, shorttitle = {Bark {AI}}, url = {https://serp.ai/tools/bark-text-to-speech-ai-voice-clone-app/}, abstract = {🎁Get our BARK Text-to-Speech Model Free at the bottom of this post! Bark is a revolutionary text-to-audio model created by Suno, based on the GPT-style models, which can generate highly realistic, multilingual speech as well as other audio — including music, background noise, and simple sound effects. With Bark, users can}, language = {en}, urldate = {2024-01-21}, journal = {SERP AI}, month = apr, year = {2023}, } @techreport{van_hemelrijck_balancing_2016, address = {Brighton}, title = {Balancing {Inclusiveness}, {Rigour} and {Feasibility}: {Insights} from {Participatory} {Impact} {Evaluations} in {Ghana} and {Vietnam}}, url = {https://opendocs.ids.ac.uk/opendocs/bitstream/handle/123456789/8888/CDI_PracticePaper_14.pdf?sequence=1}, abstract = {This paper by Adinda Van Hemelrijck and Irene Guijt explores how impact evaluation can live up to standards broader than statistical rigour in ways that address challenges of complexity and enable stakeholders to engage meaningfully. A Participatory Impact Assessment and Learning Approach (PIALA) was piloted to assess and debate the impacts on rural poverty of two government programmes in Vietnam and Ghana funded by the International Fund for Agricultural Development (IFAD). We discuss the trade-offs between rigour, inclusiveness and feasibility encountered in these two pilots. Trade-offs occur in every impact evaluation aiming for more than reductionist rigour, but the pilots suggest that they can be reduced by building sufficient research and learning capacity.}, urldate = {2019-03-12}, institution = {CDI}, author = {van Hemelrijck, Adinda and Guijt, Irene}, month = feb, year = {2016}, } @techreport{dillon_back_2019, address = {London}, title = {Back to the {Drawing} {Board}: {How} to improve monitoring of outcomes}, language = {en}, institution = {ODI/ALNAP}, author = {Dillon, Neil and Sundberg, Amelie}, year = {2019}, pages = {43}, } @article{archibald_assumptions_2016, title = {Assumptions, conjectures, and other miracles: {The} application of evaluative thinking to theory of change models in community development}, volume = {59}, issn = {0149-7189}, shorttitle = {Assumptions, conjectures, and other miracles}, url = {http://www.sciencedirect.com/science/article/pii/S0149718916301021}, doi = {10.1016/j.evalprogplan.2016.05.015}, abstract = {Unexamined and unjustified assumptions are the Achilles’ heel of development programs. In this paper, we describe an evaluation capacity building (ECB) approach designed to help community development practitioners work more effectively with assumptions through the intentional infusion of evaluative thinking (ET) into the program planning, monitoring, and evaluation process. We focus specifically on one component of our ET promotion approach involving the creation and analysis of theory of change (ToC) models. We describe our recent efforts to pilot this ET ECB approach with Catholic Relief Services (CRS) in Ethiopia and Zambia. The use of ToC models, plus the addition of ET, is a way to encourage individual and organizational learning and adaptive management that supports more reflective and responsive programming.}, urldate = {2018-02-04}, journal = {Evaluation and Program Planning}, author = {Archibald, Thomas and Sharrock, Guy and Buckley, Jane and Cook, Natalie}, month = dec, year = {2016}, keywords = {Assumptions, Community development, Critical thinking, Evaluation capacity building, Evaluative thinking, International Development, Theory of change}, pages = {119--127}, } @misc{aston_assumptions_2021, title = {Assumptions and triple loop learning}, url = {https://thomasmtaston.medium.com/assumptions-and-triple-loop-learning-c9699dacbeab}, abstract = {Triple loop learning}, language = {en}, urldate = {2021-02-18}, journal = {Medium}, author = {Aston, Thomas}, month = jan, year = {2021}, } @article{morrow_assumption-aware_2016, title = {Assumption-aware tools and agency; an interrogation of the primary artifacts of the program evaluation and design profession in working with complex evaluands and complex contexts}, volume = {59}, issn = {0149-7189}, url = {http://www.sciencedirect.com/science/article/pii/S0149718916301057}, doi = {10.1016/j.evalprogplan.2016.05.011}, abstract = {Like artisans in a professional guild, we evaluators create tools to suit our ever evolving practice. The tools we use as evaluators are the primary artifacts of our profession, reflect our practice and embody an amalgamation of paradigms and assumptions. With the increasing shifts in evaluation purposes from judging program worth to understanding how programs work, the evaluator’s role is changing to that of facilitating stakeholders in a learning process. This involves clarifying purposes and choices, as well as unearthing critical assumptions. In such a role, evaluators become major tool-users and begin to innovate with small refinements or produce completely new tools to fit a specific challenge or context. We interrogate the form and function of 12 tools used by evaluators when working with complex evaluands and complex contexts. The form is described in terms of traditional qualitative techniques and particular characteristics of the elements, use and presentation of each tool. Then the function of each tool is analyzed with respect to articulating assumptions and affecting the agency of evaluators and stakeholders in complex contexts.}, urldate = {2018-02-04}, journal = {Evaluation and Program Planning}, author = {Morrow, Nathan and Nkwake, Apollo M.}, month = dec, year = {2016}, keywords = {Agency, Assumption-aware, Complex context, Complex programs, Participatory approaches, Program design, Program evaluation, Program tools, Theory-based}, pages = {141--153}, } @techreport{king_assessing_2023, address = {Oxford}, title = {Assessing {Value} for {Money}: the {Oxford} {Policy} {Management} {Approach}}, url = {http://www.opml.co.uk/publications/opm%E2%80%99s-approach-assessing-value-money}, abstract = {This document offers practical guidance for assessing the Value for Money (VfM) of government- and donor-financed programmes and policy interventions. In line with OPM’s focus and mission, it has been predominantly applied in the international development sector, but the approach upon which it is based is also used in the context of domestic public policy and programmes.1 There is increasing scrutiny on VfM in international development, but a lack of appropriate methods to support its assessment. There is a risk of reaching invalid conclusions if VfM evaluation is tied to a narrow set of indicators devoid of any evaluative judgement—for example, by emphasising the most readily quantifiable measures rather than the most important (but harder to quantify) aspects of performance, or by focusing on the quantification of outputs and outcomes at the expense of more nuanced consideration of their quality, value, and importance. The approach presented in this guide combines theory and practice from evaluation and economics to respond to requirements for accountability and good resource allocation, as well as to support reflection, learning, and adaptive management. It involves developing and implementing a framework for: • organising evidence of performance and VfM; • interpreting the evidence on an agreed basis; and • presenting a clear and robust performance story. This guide sets out a framework for making and presenting judgements in a way that opens both the reasoning process and the evidence to scrutiny. The approach is designed to be used in alignment with broader monitoring, evaluation, and learning (MEL) systems—both for efficiency's sake, and to ensure conceptual coherence between VfM evaluation and wider MEL work. The VfM framework achieves these aims by: • using explicit criteria (aspects of performance) and standards (levels of performance) to provide a transparent basis for making sound judgements about performance and VfM; • combining quantitative and qualitative forms of evidence to support a richer and more nuanced understanding than can be gained from the use of indicators alone; • accommodating economic evaluation (where feasible and appropriate) without limiting the analysis to economic methods and metrics alone; and • incorporating and building on an approach to VfM evaluation which is familiar to international aid donors.}, language = {en}, urldate = {2018-03-16}, institution = {Oxford Policy Management}, author = {King, Julian and {Daniel Wate} and {Esther Namukasa} and {Alex Hurrell} and {Frances Hansford} and {Patrick Ward} and {Shiva Faramarzifar}}, year = {2023}, } @techreport{the_engine_room_assessing_2014, title = {Assessing the use of technological tools and strategies by {Oxfam} {Novib} partners in {Angola}, {Burundi}, {Egypt}, {Niger}, {Pakistan}, {Rwanda} and {Uganda}}, url = {https://www.theengineroom.org/piloting-civil-society-and-technology-assessments-new-techscape-report/}, abstract = {This report presents findings and insights from the Oxfam Novib pilot module of TechScape, which assessed how Oxfam Novib partners in seven countries related to the use of technology in their work. This report does not aim to draw conclusions about the nature of technology use by Oxfam Novib partners per se, or even the partners included in this assessment. The dramatic difference in organizational activities, contexts and objectives are too great for that. Detailed analysis of how partners are relating to technology in their work, and specific recommendations for greater efficiency and impact are presented in the TechScape Country Briefs. This report aims instead: • to describe the context in which the assessments took place, • to propose insights gained from the cumulative process about measurement, learning and capacity development, and • to identify opportunities for Oxfam Novib to pursue capacity development and knowledge sharing between countries and across the network, through mechanisms that minimize resource demands and directly target documented needs.}, urldate = {2016-04-05}, author = {The Engine Room}, month = jan, year = {2014}, } @techreport{dfid_assessing_2014, title = {Assessing the strength of {Evidence}}, url = {https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/291982/HTN-strength-evidence-march2014.pdf}, urldate = {2019-06-26}, author = {{DFID}}, month = mar, year = {2014}, } @techreport{brockmyer_assessing_2015, title = {Assessing the {Evidence}: {The} {Effectiveness} and {Impact} of {Public} {Governance}-{Oriented} {Multi}-{Stakeholder} {Initiatives}}, shorttitle = {Assessing the {Evidence}}, url = {http://papers.ssrn.com/abstract=2693608}, abstract = {Transnational multi-stakeholder initiatives (MSIs) – voluntary partnerships between governments, civil society, and the private sector – are an increasingly prevalent strategy for promoting government responsiveness and accountability to citizens. While most transnational MSIs involve using voluntary standards to encourage socially and environmentally responsible private sector behavior, a handful of these initiatives – the Extractive Industries Transparency Initiative (EITI), the Construction Sector Transparency Initiative (CoST), the Open Government Partnership (OGP), the Global Initiative on Fiscal Transparency (GIFT) and the Open Contracting Partnership (OCP) – focus on information disclosure and participation in the public sector. Unlike private sector MSIs, which attempt to supplement weak government capacity to enforce basic social and environmental standards through partnerships between businesses and civil society, public sector MSIs ultimately seek to bolster public governance. But how exactly are these MSIs supposed to work? And how much has actually been achieved?The purpose of this study is to identify and consolidate the current state of the evidence for public governance-oriented MSI effectiveness and impact. Researchers collected over 300 documents and interviewed more than two-dozen MSI stakeholders about their experiences with five public governance oriented multi-stakeholder initiatives.This report provides a ‘snapshot’ of the evidence related to these five MSIs, and suggests that the process of leveraging transparency and participation through these initiatives for broader accountability gains remains uncertain. The report highlights the ongoing process of defining MSI success and impact, and how these initiatives intersect with other accountability actors and processes in complex ways. The study closes with key recommendations for MSI stakeholders.}, urldate = {2016-03-24}, institution = {Transparency \& Accountability Initiative}, author = {Brockmyer, Brandon and Fox, Jonathan A.}, month = sep, year = {2015}, keywords = {Accountability, Participation, Program evaluation, Transparency, global governance, multi-stakeholder}, } @techreport{gandolfo_assessing_2018, address = {Washington DC}, title = {Assessing the {Demand} for a {Global} {Evidence} {Network}. {Mapping} {Existing} {Initiatives} and {Understanding} {Network} {Lessons} and {Opportunities}}, url = {https://results4america.org/wp-content/uploads/2018/07/Results-for-All-Network-Mapping-Report-1-3.pdf}, language = {en}, urldate = {2020-08-19}, institution = {Results for all}, author = {Gandolfo, Ari and Taddese, Abeba}, month = jun, year = {2018}, } @techreport{copestake_assessing_2014, title = {Assessing {Rural} {Transformations}: {Piloting} a {Qualitative} {Impact} {Protocol} in {Malawi} and {Ethiopia}}, url = {http://www.bath.ac.uk/cds/publications/bpd35.pdf}, number = {35}, urldate = {2018-10-19}, institution = {Centre for Development Studies (CDS)}, author = {Copestake, James and Remnant, Fiona}, year = {2014}, pages = {30}, } @techreport{global_knowledge_initiative_assessing_2016, title = {Assessing {Innovation} {Potential} for {Social} {Impact}: {Overview} for {Social} {Sector} {Leaders}}, url = {http://globalknowledgeinitiative.org/wp-content/uploads/2016/10/AIIP-Toolset-Overview-With-Tools_GKI-FINAL.pdf}, urldate = {2018-09-22}, author = {{Global Knowledge Initiative}}, year = {2016}, pages = {26}, } @techreport{burns_assessing_2014, address = {Brighton}, title = {Assessing {Impact} in {Dynamic} and {Complex} {Environments}: {Systemic} {Action} {Research} and {Participatory} {Systemic} {Inquiry}}, shorttitle = {Assessing {Impact} in {Dynamic} and {Complex} {Environments}}, url = {http://www.ids.ac.uk/publication/assessing-impact-in-dynamic-and-complex-environments-systemic-action-research-and-participatory-systemic-inquiry}, abstract = {This CDI Practice Paper is about the uses of Systemic Action Research (SAR) and Participatory Systemic Inquiry (PSI) for impact assessment (Burns 2006, 2007, 2011, 2012, 2013; Wadsworth 2001, 2010).}, urldate = {2017-01-18}, institution = {IDS}, author = {Burns, Danny}, year = {2014}, } @misc{herringshaw_are_2017, title = {Are you doing what’s needed to get the state to respond to its citizens? {Or} are you part of the problem?}, shorttitle = {Are you doing what’s needed to get the state to respond to its citizens?}, url = {http://www.makingallvoicescount.org/blog/whats-needed-get-state-respond-citizens-part-problem/}, abstract = {Three challenges from Making All Voices Count research on responsive governance}, urldate = {2017-10-24}, journal = {Making All Voices Count}, author = {Herringshaw, Vanessa}, month = oct, year = {2017}, } @techreport{baguios_are_2021, address = {London}, title = {Are we there yet? {Localisation} as the journey towards locally  led practice: models, approaches and challenges}, url = {https://odi.org/en/publications/are-we-there-yet-localisation-as-the-journey-towards-locally-led-practice/}, abstract = {Localisation and locally led international development practice has long been discussed, but has still not been delivered. Systemic barriers have posed challenges, and the term itself is contested. Now, the last tumultuous 18 months could provide a critical juncture to finally move forward with this crucial agenda. The pandemic has highlighted structural inequalities in the global system, and disrupted ways of working in the international development sector. The Black Lives Matter movement has brought conversations about racism and colonialism to the fore. And the climate crisis has highlighted the need for global action on humanity’s challenges that remain rooted in local realities. The emerging analysis in this review aims to set out the key issues in this agenda, building on a wealth of existing knowledge. It aims to span sectors, highlighting many new and existing models and approaches in the humanitarian, development, philanthropic and private sectors. It reviews the barriers and challenges to localisation and locally led practice, with a view to informing a campaign for systemic change to move forward with this agenda. The review is based on: a rapid review of the literature and evidence on localisation and locally led practice; two consultations with over 100 total participants, targeted at Global South actors; and analysis of 28 existing models and approaches.}, language = {en}, urldate = {2024-01-31}, institution = {ODI}, author = {Baguios, Arbie and King, Maia and Martins, Alex and Pinnington, Rose}, month = oct, year = {2021}, pages = {70}, } @misc{pasanen_are_2019, title = {Are we suffering from obsessive measurement disorder?}, url = {https://oxfamblogs.org/fp2p/are-we-suffering-from-obsessive-measurement-disorder/}, abstract = {ODI’s Tiina Pasanen argues that more data doesn’t necessarily mean we make better decisions, and sets out some ideas for how we count what counts.}, language = {en-GB}, urldate = {2020-10-15}, journal = {From Poverty to Power}, author = {Pasanen, Tiina}, month = aug, year = {2019}, } @article{linchant_are_2015, title = {Are unmanned aircraft systems ({UASs}) the future of wildlife monitoring? {A} review of accomplishments and challenges}, volume = {45}, copyright = {© 2015 The Mammal Society and John Wiley \& Sons Ltd}, issn = {1365-2907}, shorttitle = {Are unmanned aircraft systems ({UASs}) the future of wildlife monitoring?}, url = {http://onlinelibrary.wiley.com/doi/abs/10.1111/mam.12046}, doi = {10.1111/mam.12046}, abstract = {Regular monitoring of animal populations must be established to ensure wildlife protection, especially when pressure on animals is high. The recent development of drones or unmanned aircraft systems (UASs) opens new opportunities. UASs have several advantages, including providing data at high spatial and temporal resolution, providing systematic, permanent data, having low operational costs and being low-risk for the operators. However, UASs have some constraints, such as short flight endurance. We reviewed studies in which wildlife populations were monitored by using drones, described accomplishments to date and evaluated the range of possibilities UASs offer to provide new perspectives in future research. We focused on four main topics: 1) the available systems and sensors; 2) the types of survey plan and detection possibilities; 3) contributions towards anti-poaching surveillance; and 4) legislation and ethics. We found that small fixed-wing UASs are most commonly used because these aircraft provide a viable compromise between price, logistics and flight endurance. The sensors are typically electro-optic or infrared cameras, but there is the potential to develop and test new sensors. Despite various flight plan possibilities, mostly classical line transects have been employed, and it would be of great interest to test new methods to adapt to the limitations of UASs. Detection of many species is possible, but statistical approaches are unavailable if valid inventories of large mammals are the purpose. Contributions of UASs to anti-poaching surveillance are not yet well documented in the scientific literature, but initial studies indicate that this approach could make important contributions to conservation in the next few years. Finally, we conclude that one of the main factors impeding the use of UASs is legislation. Restrictions in the use of airspace prevent researchers from testing all possibilities, and adaptations to the relevant legislation will be necessary in future.}, language = {en}, number = {4}, urldate = {2019-05-04}, journal = {Mammal Review}, author = {Linchant, Julie and Lisein, Jonathan and Semeki, Jean and Lejeune, Philippe and Vermeulen, Cédric}, year = {2015}, keywords = {detection, drone, survey, wildlife}, pages = {239--252}, } @book{blankenbey_approprite_1991, address = {New Delhi}, title = {Approprite {Technologies} for {Rural} {Development} in {India}}, isbn = {978-81-7022-371-9}, language = {English}, publisher = {Concept Publishing Co}, author = {Blankenbey, Floris P.}, month = may, year = {1991}, } @techreport{mcgee_appropriating_2018, address = {Brighton}, type = {{MAVC} {Research} {Report}}, title = {Appropriating technology for accountability: messages from {Making} {All} {Voices} {Count}}, copyright = {Attribution-NonCommercial-NoDerivs 2.0 UK: England \& Wales}, shorttitle = {Appropriating technology for accountability}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/13452}, abstract = {Making All Voices Count was a programme designed to solve the ‘grand challenge’ of creating more effective democratic governance and accountability around the world. It used funding from four donors to support the development and spread of innovative ideas for solving governance problems – many of them involving tools and platforms based on mobile phone and web technologies. Between 2013 and 2017, the programme made grants for innovation and scaling projects that aimed to amplify the voices of citizens and enable governments to listen and respond. It also conducted research and issued research grants to explore the roles that technology can play in securing responsive, accountable government and building an evidence base. This synthesis report reviews the Making All Voices Count’s four-and-a-half years of operational experience and learning. It shares 14 key messages on the roles technologies can play in enabling citizen voice and accountable and responsive governance. These messages are presented in four sections: (1) Applying technologies as technical fixes to solve service delivery problems; (2) Applying technologies to broader, systemic governance challenges ; (3) Applying technologies to build the foundations of democratic and accountable governance systems; (4) Applying technologies for the public ‘bad’, when tech can be dangerous for democracy. The tech optimism of the era in which the programme was conceived can now be reappraised from the better-informed vantage point of hindsight. Making All Voices Count’s wealth of diverse and grounded experience and documentation provides an evidence base that should enable a more sober and mature position of tech realism as the field of tech for accountable governance continues to evolve.}, language = {en}, urldate = {2018-03-23}, institution = {IDS}, author = {McGee, Rosemary and Edwards, Duncan and Hudson, Hannah and Anderson, Colin and Feruglio, Francesca}, month = jan, year = {2018}, } @book{darrow_appropriate_1986, address = {Fort Collins}, title = {Appropriate {Technology} {Sourcebook}}, shorttitle = {Appropriate {Technology} {Sourcebook}}, url = {http://www.villageearth.org/appropriate-technology/appropriate-technology-sourcebook}, urldate = {2017-02-22}, publisher = {Village Earth}, author = {Darrow, Ken and Saxenian, Mike}, year = {1986}, keywords = {IMPORTANT}, } @article{reijswoud_appropriate_2009, title = {Appropriate {ICT} as a {Tool} to {Increase} {Effectiveness} in {ICT4D}: {Theoretical} considerations and illustrating cases}, volume = {38}, issn = {16814835}, shorttitle = {Appropriate {ICT} as a {Tool} to {Increase} {Effectiveness} in {ICT4D}}, abstract = {The need to bridge the digital divide is no longer a point of discussion and therefore focus has shifted to the design and implementation of programs that have the potential to close the information and knowledge gap between the developing and developed nations. Unfortunately, the majority of these programs are small and mimic what has been successful in the developed world. It has become increasingly clear that these successes do not necessarily translate well in the context of developing nations. This paper develops the hypothesis that Information and Communication Technology (ICT) projects in developing countries will become successful only when they are adapted to local conditions. The general concept of Appropriate Technology (AT) will be explored for the field of ICT. AT has already been embraced by fields like architecture, building technology and agriculture, but has not yet been rooted in ICT. The paper proposes a preliminary theory of Appropriate ICT along the lines of existing theories in AT and System development. The theory identifies Appropriate Technology principles at three levels: hardware, software and ICT change management. By means of real life mini cases in the ICT for Development context in Africa, the guiding principles for Appropriate ICT are illustrated. The paper will conclude with an agenda for further research in the three identified levels. The research agenda targets academia, governments, NGO's and industry.}, language = {en}, journal = {The Electronic Journal of Information Systems in Developing Countries}, author = {Reijswoud, Victor van}, month = jul, year = {2009}, keywords = {IMPORTANT}, } @inproceedings{koleros_approaches_2018, title = {Approaches for addressing complexity in programme theory: {Experiences} in applying the {Actor}-based {Change} ({ABC}) {Framework} to a variety of international development programmes and evaluations}, language = {en}, author = {Koleros, Andrew and Oldenbeuving, Mark}, month = may, year = {2018}, pages = {15}, } @article{godwin_appreciative_2016, title = {Appreciative {Inquiry}: {Three} decades of generative impact}, volume = {18}, issn = {17418224}, shorttitle = {Appreciative {Inquiry}}, url = {https://aipractitioner.com/product/appreciative-inquiry-three-decades-of-generative-impact/}, doi = {10.12781/978-1-907549-26-7-3}, number = {1}, urldate = {2023-10-17}, journal = {AI Practitioner}, author = {Godwin, Lindsey N.}, month = feb, year = {2016}, pages = {24--29}, } @misc{coaching_leaders_appreciative_2015, title = {Appreciative {Inquiry} {Principles}}, url = {https://coachingleaders.co.uk/category/appreciative-inquiry/appreciative-inquiry-principles/}, abstract = {This article, written by Emotional Intelligence Coach Andy Smith, describes the anticipatory principle which is one of the underpinnings of Appreciative Inquiry (AI). It argues that it is easier and more effective to move towards a positive imagined future than away from a negative one. It is principle number 4 in a series of principles outlined. More principle are listed below.}, urldate = {2018-10-13}, author = {Coaching Leaders}, year = {2015}, } @incollection{rothwell_appreciative_2015, edition = {1}, title = {Appreciative {Inquiry}: {Organization} {Development} and the {Strengths} {Revolution}}, isbn = {978-1-118-94770-8 978-1-119-17662-6}, shorttitle = {Appreciative {Inquiry}}, url = {https://onlinelibrary.wiley.com/doi/10.1002/9781119176626.ch6}, abstract = {A ppreciative Inquiry (AI) is a theory and practice of inquiry-and-changethat shifts the perspective of organization development (OD) methodsby suggesting that the very act of asking generative questions has pro-found impact in organizational systems. Inquiry and change are not separatemoments. Our questions focus our attention on what is “there” to be noticed.Reflecting its social constructionist roots (Cooperrider, Barrett, and Srivastva1995; Gergen 1995), which suggest that words create worlds, AI offers a newchange imperative by suggesting that we be aware of the negativity bias thatpervades our investigations into organizational life and instead shift our focusto the good, the better, and the possibilities that often go undernoticed in oursystems. Building on Gergen (1995) and Cooperrider and Avital (2003), Cooper-rider and Godwin (2012) summarize, “AI posits that human systems move in thedirection of the questions they most frequently and authentically ask; knowl-edge and organizational destiny are intimately interwoven; what we know andhow we study it has a direct impact on where we end up” (740).Leveraging the power of generative questions, AI changes the focus of whatwe typically study in organizational life, questioning the prevailing mindset that“organizations are problems to be solved,” (Cooperrider and Srivastva 1987).Instead, AI suggests that “organizations are mysteries and miracles of humanrelatedness; they are living systems, alive and embedded in ever-wideningwebs of infinite strength and limitless human imagination. Organizations, ascenters of human connectivity and collaboration, are ‘universes of strengths,’” (Cooperrider and Godwin 2010, 10). AI invites change agents to look intotheir organizations with “appreciative eyes”—scanning the system for thingsfor which to be grateful, seeking out what is next and what is possible, andfocusing on valuing those things of value worth valuing. AI theorists posit thatsuch a shift in our approach to organizational change is needed if we are toinspire our imaginative capacities to their fullest potential.}, language = {en}, urldate = {2023-10-17}, booktitle = {Practicing {Organization} {Development}}, publisher = {Wiley}, author = {Stavros, Jacqueline M. and Godwin, Lindsey N. and Cooperrider, David L.}, editor = {Rothwell, William J. and Stavros, Jackie and Sullivan, Roland L.}, month = oct, year = {2015}, doi = {10.1002/9781119176626.ch6}, pages = {96--116}, } @misc{appreciative_inquiry_australia_appreciative_2015, title = {Appreciative {Inquiry} {Australia}}, url = {http://appreciativeinquiry.com.au/}, abstract = {The site provides news and information on AI events and learning opportunities in Australia and also provides an archive of articles and discussions centred on the use of AI.}, urldate = {2018-12-10}, author = {{Appreciative Inquiry Australia}}, year = {2015}, } @techreport{acosta_appreciative_2005, title = {Appreciative {Inquiry}: {An} approach for learning and change based on our own best practices​}, url = {https://www.betterevaluation.org/sites/default/files/ILAC_Brief06_inquiry.pdf}, abstract = {Since it was conceptualized in the late 1980s as a research methodology and change paradigm, the technique of ‘appreciative inquiry’ (AI) has proved to be highly effective for capturing the positive features of an organization or social system and energizing the members to strive for higher levels of performance. This Brief outlines the basic principles and methods of AI, describes various domains in which it has been undertaken and provides a recent example of its use in a centre affiliated with the Consultative Group on International Agricultural Research (CGIAR).}, number = {6}, urldate = {2018-12-10}, institution = {Institute of Learning and Change}, author = {Acosta, Anne and Douthwaite, Boru}, month = jul, year = {2005}, } @misc{better_evaluation_appreciative_nodate, title = {Appreciative {Inquiry}}, url = {https://www.betterevaluation.org/en/plan/approach/appreciative_inquiry}, abstract = {Appreciative Inquiry is an approach to organisational change which focuses on strengths rather than on weaknesses - quite different to many approaches to evaluation which focus on deficits and problems. "Appreciative Inquiry is about the coevolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives “life” to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms. AI involves, in a central way, the art and practice of asking questions that strengthen a system’s capacity to apprehend, anticipate, and heighten positive potential." (Cooperrider \& Whitney 2005, p.3) Appreciative Inquiry is often presented in terms of a 4 step process around an affirmative topic choice: 1. DISCOVER: What gives life? What is the best? Appreciating and identifying processes that work well. 2. DREAM: What might be? What is the world calling for? Envisioning results, and how things might work well in the future. 3. DESIGN: What should be--the ideal? Co-constructing - planning and prioritizing processes that would work well. 4. DESTINY (or DELIVER): How to empower, learn and adjust/improvise? Sustaining the change While Appreciative Inquiry has always had an evaluative focus (working out what is working well and seeking to improve performance and conditions), in recent years there have been explicit efforts to embed AI principles and processes in formal evaluation processes: "Appreciative Inquiry (AI) is a group process that inquires into, identifies and further develops the best of “what is” in organizations in order to create a better future. Often used in the organization development field as an approach to large-scale change, it is a means for addressing issues, challenges, changes and concerns of an organization in ways that builds on the successful, effective and energizing experiences of its members. Underlying AI is a belief that the questions we ask are critical to the world we create." (Preskill \& Catsambas 2006 p2)}, urldate = {2018-12-10}, journal = {Better Evaluation}, author = {{Better Evaluation}}, } @article{lee_appraising_1999, title = {Appraising {Adaptive} {Management}}, volume = {3}, copyright = {© 1999 by the author(s)}, issn = {1195-5449}, url = {https://www.ecologyandsociety.org/vol3/iss2/art3/}, doi = {10.5751/ES-00131-030203}, abstract = {Lee, K. N. 1999. Appraising adaptive management. Conservation Ecology 3(2): 3. https://doi.org/10.5751/ES-00131-030203}, language = {en}, number = {2}, urldate = {2017-07-18}, journal = {Conservation Ecology}, author = {Lee, Kai}, month = sep, year = {1999}, } @techreport{karki_applying_2023, address = {Brighton}, title = {Applying the {River} of {Life} {Method} to {Support} {Reflection} and {Learning} in {Terre} des hommes {Nepal}}, copyright = {http://creativecommons.org/licenses/by/4.0/}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/18112}, abstract = {The RoL method is a visual narrative method that helps people tell stories of the past, present, and future. Individuals can use this method to introduce themselves in a fun and descriptive way. A group can use it to understand and reflect on the past and imagine the future of a project. Besides, it can also be used to build a shared view of a process over time while acknowledging different and perhaps contradictory perspectives. The method uses drawings rather than text, making it useful in groups that do not share a common language. Metaphors from a river are used to explore aspects of a story – such as whirlpools depicting challenges or lakes suggesting a sense of calm etc. When used in a group, it is an active method, engaging people in the process of storytelling and listening through visualising their experiences and using metaphors to explore in depth. In CLARISSA, we adapted the RoL method to document our collective understanding of the story of implementation of the programme as part of the programme’s monitoring, evaluation and learning component. The purpose was to surface the details of our process of the systemic Action Research that we are undertaking with children in the worst forms of child labour and business owners. We used the same river metaphors as is often applied when the method is used with individuals.}, language = {en}, number = {4}, urldate = {2023-10-05}, institution = {Institute of Development Studies}, author = {Karki, Shanta and Giri, Roju and Neupane, Sudarshan and Snijder, Mieke and Apgar, Marina}, month = sep, year = {2023}, note = {Accepted: 2023-09-18T10:13:55Z Publisher: Institute of Development Studies}, } @article{squires_applying_2010, title = {Applying {Systems} {Thinking} via {Systemigrams}™ for {Defining} the {Body} of {Knowledge} and {Curriculum} to {Advance} {Systems} {Engineering} ({BKCASE}) {Project}}, volume = {20}, copyright = {© 2010 The Authors}, issn = {2334-5837}, url = {https://apps.dtic.mil/dtic/tr/fulltext/u2/a522654.pdf}, doi = {10.1002/j.2334-5837.2010.tb01101.x}, abstract = {Systems thinking is commonly accepted as the backbone of a successful systems engineering approach. As such, the Body of Knowledge and Curriculum to Advance Systems Engineering (BKCASE) team chose to leverage a systems thinking based tool, called Systemitool, to describe our project to the vast audience that would potentially become involved directly or indirectly in the success of the project. This paper describes the process and steps used by the authors and the BKCASE team to develop the project's systemic diagram, or Systemigram™, and the story behind the project, the products, and the vision of the BKCASE project. The goal of the paper is to provide guidance so that readers can leverage the lessons learned from this effort to successfully develop their own project definitions and stories.}, language = {en}, number = {1}, urldate = {2020-10-09}, journal = {INCOSE International Symposium}, author = {Squires, Alice and Pyster, Art and Sauser, Brian and Olwell, David and Enck, Stephanie and Gelosh, Don and Anthony, Jim}, year = {2010}, pages = {739--753}, } @techreport{spivack_applying_2021, title = {Applying {Systems} {Thinking} to {Education}: {The} {RISE} {Systems} {Framework}}, shorttitle = {Applying {Systems} {Thinking} to {Education}}, url = {https://riseprogramme.org/publications/applying-systems-thinking-education-rise-systems-framework}, abstract = {Many education systems in low- and middle-income countries are experiencing a learning crisis. Many efforts to address this crisis do not account for the system features of education, meaning that they fail to consider the ways that interactions and feedback loops produce outcomes. Thinking through the feedback relationships that produce the education system can be challenging. The RISE Education Systems Framework, which is sufficiently structured to give boundaries to the analysis but sufficiently flexible to be adapted to multiple scenarios, can be helpful. The RISE Framework identifies four key relationships in an education system: politics, compact, management, and voice and choice; and five features that can be used to describe these relationships: delegation, finance, information, support, and motivation. This Framework can be a useful approach for characterising the key actors and interactions in the education system, thinking through how these interactions produce systems outcomes, and identifying ways to intervene that can shift the system towards better outcomes.}, language = {en}, urldate = {2021-12-16}, institution = {Research on Improving Systems of Education (RISE)}, author = {Spivack, Marla}, month = may, year = {2021}, doi = {10.35489/BSG-RISE-RI_2021/028}, } @article{le_borgne_applying_2016, title = {Applying social learning where ‘business-as-usual’ solutions no longer work for complex problems and programs}, volume = {17}, url = {https://cgspace.cgiar.org/handle/10568/79864}, abstract = {Key messages • Social learning facilitates sharing and learning beyond individuals to networks and systems. Through a facilitated, iterative process of joint work, dialogue and reflection, new shared ways of knowing emerge that lead to changes in practice. • Social learning has real potential to unlock change and transform relationships between actors involved in complex programs and/or dealing with ‘wicked problems’. Adversely it is not advisable to pursue for simple initiatives. • Social learning offers many thematic and pragmatic entry points to be embedded in the CGIAR research programs around partnerships, innovation systems, monitoring and evaluation.}, language = {en}, urldate = {2019-05-02}, journal = {CCSL Learning Brief}, author = {Le Borgne, Ewen}, month = dec, year = {2016}, } @techreport{von_schiller_applying_2020, address = {Bonn}, title = {Applying {Rigorous} {Impact} {Evaluation} in {GIZ} {Governance} {Programmes}: {Results} of a {GIZ} {Initiative} on {Impacts} in {Governance}}, url = {https://www.idos-research.de/uploads/media/giz2021-0020en-rigorous-impact-evaluation-giz-governance-programmes-results.pdf}, abstract = {Pressure is mounting on international development cooperation agencies to prove the impact of their work. Private and public commissioners as well as the general public are increasingly asking for robust evidence of impact. In this context, rigorous impact evaluation (RIE) methods are increasingly receiving attention within the broader German development system and in GIZ. Compared to other implementing agencies such as DFID or USAid, the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH has so far relatively little experience in systematically applying rigorous methods of impact evaluation. This is particularly true in the governance sector. In order to gain more experience and to understand which methods and formats are best suited for GIZ governance programmes, the Governance and Conflict division and the Africa department launched the ‘Impact Initiative Africa’ in 2016, a cooperative effort with several programmes in Africa. The Initiative set out to apply the experiences from GIZ governance programmes to design and conduct RIEs, and to use the results to steer programme implementation. Initially, the Initiative included three countries: Benin (Programme for Decentralisation and Local Development), Malawi (Support to Public Financial and Economic Management) and Mozambique (Good Financial Governance in Mozambique). During its implementation, the Initiative also benefitted from the experience of two additional governance programmes which had already undertaken RIEs, namely Peru (Citizen-oriented State Reform Programme) and Pakistan (Support to Local Governance Programme II). This report summarizes the insights gained from these experiences and discusses opportunities and limitations regarding the use and usability of RIEs in GIZ governance programmes as well as proposals on how to organise RIEs to maximise learning potential and benefits for the specific programmes and the GIZ Governance sector at large.}, urldate = {2023-03-28}, institution = {GIZ GmbH}, author = {von Schiller, Armin}, year = {2020}, } @incollection{gaventa_applying_2019, address = {London ; New York}, title = {Applying {Power} {Analysis}: {Using} the ‘{Powercube}’ to explore forms, levels and spaces}, isbn = {978-1-138-57531-8}, url = {https://www.routledge.com/Power-Empowerment-and-Social-Change-1st-Edition/McGee-Pettit/p/book/9781138575318}, abstract = {In a complex, globalised and rapidly changing world, power dynamics are multidimensional, constantly evolving, and full of complexity. The ‘powercube’ (Gaventa, 2006) is an approach to power analysis which can be used to examine the multiple forms, levels and spaces of power, and their interactions. Building on earlier work on power, and elaborated and popularised in collaboration with other colleagues through the web site powercube.net and numerous other resources, the powercube has been widely used around the world for analysis of power, education and awareness building, context analysis, programme and strategy development, and monitoring and evaluation. This article briefly outlines the evolution of the powercube, and provides examples of the issue areas in which it has been used, and for what purposes. Drawing on these, we then offer eight lessons of how to apply the powercube framework for analysing and transforming power relations.}, language = {Inglés}, booktitle = {Power, {Empowerment} and {Social} {Change}}, author = {Gaventa, John}, editor = {McGee, Rosie and Pettit, Jethro}, month = nov, year = {2019}, } @book{oecd_applying_2021, address = {Paris}, title = {Applying {Evaluation} {Criteria} {Thoughtfully}}, url = {https://www.oecd-ilibrary.org/content/publication/543e84ed-en}, abstract = {Relevance, coherence, effectiveness, efficiency, impact, and sustainability are widely used evaluation criteria, particularly in international development co-operation. They help to determine the merit or worth of various interventions, such as strategies, policies, programmes or projects. This guidance aims to help evaluators and others to better understand those criteria, and improve their use. It starts by describing what they are, and how they are meant to be used. Then the definitions and concepts underpinning each criterion are explained. Finally, examples provide the reader with concrete ideas for using them. The criteria were originally laid out in the early 2000s by the Network on Development Evaluation (EvalNet) of the OECD Development Assistance Committee (DAC). Although they have been widely used in evaluation, and beyond, this document is the first to comprehensively explore the concepts in detail, explain their intended use and offer practical guidance. It captures current thinking and best practice in evaluation, drawing on the inputs of internationally renowned evaluation experts from EvalNet and beyond.}, publisher = {OECD}, author = {OECD}, month = mar, year = {2021}, note = {Type: doi:https://doi.org/10.1787/543e84ed-en}, } @techreport{lonsdale_applying_2023, title = {Applying {Adaptive} {Management} in a {Fragile} {Context} – {Case} {Study}}, url = {https://dt-global.com/assets/files/dt-global-applying-adaptive-management-in-fragile-contexts-case-study.pdf}, abstract = {DT Global is proud to introduce our new Guidance Note: Practical Introduction to Adaptive Management There is a growing consensus around adaptive management as an effective (even necessary) approach when programs are tackling complex development problems. While there is no standard definition of adaptive management, there is general agreement that such programs need to routinely engage with and respond to program context; constantly test what works in that context; and adjust approaches, plans, and activities based on continuous learning. However, there remains a more limited body of evidence about what this looks like in practice—the enabling conditions, systems, resourcing, skills, and attitudes to effectively operationalise adaptive management. There is also limited guidance around when adaptive management is required, and to what extent—both critical and often overlooked considerations when planning for successful adaptive management. This Guidance Note draws together lessons and good practice in adaptive management from across DT Global’s diverse portfolio of donor-funded programs. It outlines our conceptual framework for adaptive management, with practical guidance on how it can be applied by our program teams. It is also designed to help our teams distinguish adaptive management from good (non adaptive) project management, consider when adaptive management is most useful on a program, and how adaptive a program (or part of a program) should be.}, urldate = {2023-01-24}, institution = {DT Global}, author = {Lonsdale, Jane and Green, Duncan and Robertson, Kelly}, month = jul, year = {2023}, } @techreport{pact_applied_2023, address = {Washington DC}, title = {Applied political economy analysis for human rights programs and campaigns: {A} guide for practitioners (second edition)}, shorttitle = {Applied political economy analysis for human rights programs and campaigns}, url = {https://www.pactworld.org/library/applied-political-economy-analysis-human-rights-programs-and-campaigns-guide-practitioners}, abstract = {This updated guide provides practical guidance to practitioners in the human rights sector and beyond on how to integrate Applied Political Economy Analysis}, language = {en}, urldate = {2023-10-06}, institution = {Pact}, author = {Pact}, month = jul, year = {2023}, } @techreport{vogel_appendix_2012, title = {Appendix 3. {ToC} {Examples}}, shorttitle = {{DFID}}, url = {https://assets.publishing.service.gov.uk/media/57a08a66ed915d622c000703/Appendix_3_ToC_Examples.pdf}, urldate = {2020-10-15}, institution = {DFID}, author = {Vogel, Isabel and Stephenson, Zoe}, year = {2012}, } @book{ferguson_anti-politics_1994, address = {Minneapolis}, edition = {First edition}, title = {Anti-{Politics} {Machine}: {Development}, {Depoliticization}, and {Bureaucratic} {Power} in {Lesotho}}, isbn = {978-0-8166-2437-9}, shorttitle = {Anti-{Politics} {Machine}}, url = {https://www.cambridge.org/gb/academic/subjects/anthropology/social-and-cultural-anthropology/anti-politics-machine-development-depoliticization-and-bureaucratic-power-lesotho?format=HB&isbn=9780521373821}, abstract = {Development, it is generally assumed, is good and necessary, and in its name the West has intervened, implementing all manner of projects in the impoverished regions of the world. When these projects fail, as they do with astonishing regularity, they nonetheless produce a host of regular and unacknowledged effects, including the expansion of bureaucratic state power and the translation of the political realities of poverty and powerlessness into "technical" problems awaiting solution by "development" agencies and experts. It is the political intelligibility of these effects, along with the process that produces them, that this book seeks to illuminate through a detailed case study of the workings of the "development" industry in one country, Lesotho, and in one "development" project.Using an anthropological approach grounded in the work of Foucault, James Ferguson analyzes the institutional framework within which such projects are crafted and the nature of "development discourse," revealing how it is that, despite all the "expertise" that goes into formulating development projects, they nonetheless often demonstrate a startling ignorance of the historical and political realities of the locale they are intended to help. In a close examination of the attempted implementation of the Thaba-Tseka project in Lesotho, Ferguson shows how such a misguided approach plays out, how, in fact, the "development" apparatus in Lesotho acts as an "anti-politics machine," everywhere whisking political realities out of sight and all the while performing, almost unnoticed, its own pre-eminently political operation of strengthening the state presence in the local region.James Ferguson is an associate professor of anthropology at the University of California at Irvine.}, language = {English}, publisher = {University Of Minnesota Press}, author = {Ferguson, James}, month = feb, year = {1994}, } @misc{lab_announcement_2016, title = {Announcement of {CLA} {Learning} {Network} {Launch}}, url = {https://usaidlearninglab.org/lab-notes/announcement-cla-learning-network-launch}, abstract = {USAID’s Bureau for Policy, Planning and Learning (PPL), together with the Bureau for Economic Growth, Education, and Environment’s localworks program, is pleased to announce the launch of a Learning Network focused on building the evidence base for Collaborating, Learning and Adapting (CLA).}, language = {und}, urldate = {2016-10-07}, journal = {USAID Learning Lab}, author = {Lab, Learning}, month = sep, year = {2016}, } @inproceedings{marais_analysis_2011, title = {Analysis of the factors affecting the sustainability of {ICT4D} initiatives}, url = {https://www.researchgate.net/publication/228442343_Analysis_of_the_factors_affecting_the_sustainability_of_ICT4D_initiatives}, urldate = {2016-06-23}, booktitle = {{IDIA2011} {Conference} {Proceedings}}, author = {Marais, Mario}, year = {2011}, } @article{coelho_analysing_2015, title = {Analysing {ICT} and {Development} from the {Perspective} of the {Capabilities} {Approach}: {A} {Study} in {South} {Brazil}}, volume = {67}, copyright = {An author submitting a paper agrees to license EJISDC to publish the paper if and when the manuscript is accepted. Papers published in EJISDC are protected by copyright, which is retained by the authors. Authors control translation and reproduction rights to their works published in EJISDC. Permission of the author must be secured if a paper originally published in EJISDC is being considered for reprinting or translation. Authors are expected to ensure that any reprinting or translation contains a reference or pointer to the original paper published in EJISDC. Authors submitting papers to EJISDC do so with the understanding that with Internet publishing authors and publishers do not always have the means to prevent unauthorized copying or editing of copyrighted works. Downloads of papers in EJISDC are permitted for personal and educational use only. Commercial use requires explicit permission from the Editor in Chief. EJISDC has made arrangements with Proquest and Scopus to have published articles available for indexing.}, issn = {16814835}, shorttitle = {Analysing {ICT} and {Development} from the {Perspective} of the {Capabilities} {Approach}}, url = {http://www.ejisdc.org/ojs2/index.php/ejisdc/article/view/1458}, abstract = {Certain international agencies propose that Information and Communication Technology (ICT) allows development to be reached more efficiently and quickly. While there are success stories galore, there is acknowledgement of not all investments in ICT bringing positive effects towards development. Following the Capabilities Approach, this paper discusses how the use of ICT can promote a more effective development by studying the case of Sudotec (association for technological and industrial development), a non-profit organization that saw in ICT the opportunity to change the local scenario. The results revealed positive effects of the use of ICT in social, economical and cultural spheres, but not presenting political effect.}, language = {en}, number = {0}, urldate = {2016-07-27}, journal = {The Electronic Journal of Information Systems in Developing Countries}, author = {Coelho, Taiane Ritta and Segatto, Andréa Paula and Frega, José Roberto}, month = feb, year = {2015}, } @techreport{ids_upside_2010, address = {Brighton}, title = {An {Upside} {Down} {View} of {Governance}}, url = {http://www.ids.ac.uk/idspublication/an-upside-down-view-of-governance}, abstract = {Informal institutions and personalised relationships are usually seen as governance problems. However the research presented in this synthesis paper suggests that they can also be part of the solution...}, urldate = {2017-05-17}, institution = {Centre for the Future State, IDS}, author = {IDS}, year = {2010}, } @book{unsworth_upside_2010, address = {Brighton}, title = {An {Upside} {Down} {View} of {Governance}}, url = {http://www.ids.ac.uk/idspublication/an-upside-down-view-of-governance}, abstract = {Informal institutions and personalised relationships are usually seen as governance problems. However the research presented in this synthesis paper suggests that they can also be part of the solution...}, language = {en}, urldate = {2018-01-15}, publisher = {Institute of Development Studies}, editor = {Unsworth, Sue}, year = {2010}, } @techreport{carter_inventory_2012, address = {Washington DC}, title = {An inventory and review of countering violent extremism and insurgency monitoring systems}, url = {https://pdf.usaid.gov/pdf_docs/PA00JSKQ.pdf}, urldate = {2019-09-17}, institution = {USAID}, author = {Carter, Lynn and Phyllis, Dinino}, collaborator = {Ulman, Jennifer and North, Lindsay}, month = dec, year = {2012}, pages = {92}, } @techreport{uk_government_introductory_2022, address = {London}, title = {An introductory systems thinking toolkit for civil servants}, url = {https://www.gov.uk/government/publications/systems-thinking-for-civil-servants/toolkit}, abstract = {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 approaches to solve complex problems and the reader is encourage to explore the wider systems thinking field further.}, language = {en}, urldate = {2023-02-08}, institution = {UK Government Office for Science}, author = {UK Government}, year = {2022}, } @techreport{hla_introduction_2017, address = {London}, title = {An introduction to the {Learning} {Architecture}}, url = {https://www.humanitarianleadershipacademy.org/our-learning-approach/social-learning/}, abstract = {The Learning Architecture is built on a flexible Learning Methodology and provides principles, technologies and behaviours of Scaffolded Social Learning.}, language = {en-US}, urldate = {2019-01-07}, institution = {Humanitarian Leadership Academy}, author = {HLA}, month = sep, year = {2017}, } @misc{bekkers_introduction_2018, address = {Nairobi}, title = {An {Introduction} to the {DCED} {Standard} for {Results} {Measurement}}, url = {https://www.enterprise-development.org/dced-beam-seminar-2018/}, abstract = {Introduction used in the DCED-BEAM seminar}, language = {en}, author = {Bekkers, Nabanita Sen}, month = feb, year = {2018}, } @techreport{allen_introduction_2018, address = {Wellington}, title = {An introduction to systems thinking and tools for systems thinking}, url = {https://learningforsustainability.net/systems-thinking/}, abstract = {Systems thinking is an approach to integration that is based on the belief that the component parts of a system will act differently when isolated from the system’s environment or other parts of the system. THIS PAGE PROVIDES PLENTY OF RESOURCES ON SYSTEM THINKING}, language = {en-US}, urldate = {2020-10-15}, institution = {Learning fro Sustainability}, author = {Allen, Will and Kilvington, Margaret}, year = {2018}, } @techreport{stibbe_introduction_2016, address = {Oxford}, title = {An introduction to multi-stakeholder partnerships}, url = {https://www.thepartneringinitiative.org/wp-content/uploads/2017/03/Introduction-to-MSPs-Briefing-paper.pdf}, abstract = {This briefing document for the GPEDC High Level Meeting in November 2016 offers a definition of multi-stakeholder partnerships (MSPs) and shows how they are being used, where they have come from, and what the different sectors bring to the table. It provides an overview of the challenges the present, what they require from individuals and organisations, and how they get started. The report was written with the support of the PEP Initiative, and funded by the Netherlands Ministry of Foreign Affairs.}, urldate = {2023-10-02}, institution = {The Partnering Initiative}, author = {Stibbe, Darian and Prescott, Dave}, year = {2016}, } @article{runge_introduction_2011, title = {An {Introduction} to {Adaptive} {Management} for {Threatened} and {Endangered} {Species}}, volume = {2}, issn = {1944-687X, 1944-687X}, url = {http://www.fwspubs.org/doi/abs/10.3996/082011-JFWM-045}, doi = {10.3996/082011-JFWM-045}, abstract = {Management of threatened and endangered species would seem to be a perfect context for adaptive management. Many of the decisions are recurrent and plagued by uncertainty, exactly the conditions that warrant an adaptive approach. But although the potential of adaptive management in these settings has been extolled, there are limited applications in practice. The impediments to practical implementation are manifold and include semantic confusion, institutional inertia, misperceptions about the suitability and utility, and a lack of guiding examples. In this special section of the Journal of Fish and Wildlife Management, we hope to reinvigorate the appropriate application of adaptive management for threatened and endangered species by framing such management in a decision-analytical context, clarifying misperceptions, classifying the types of decisions that might be amenable to an adaptive approach, and providing three fully developed case studies. In this overview paper, I define terms, review the past application of adaptive management, challenge perceived hurdles, and set the stage for the case studies which follow.}, language = {en}, number = {2}, urldate = {2019-02-25}, journal = {Journal of Fish and Wildlife Management}, author = {Runge, Michael C.}, month = dec, year = {2011}, pages = {220--233}, } @techreport{learning_lab_analysis_2017, address = {Washington DC}, title = {An analysis of what {CLA} looks like in {Development} {Programming}}, url = {https://usaidlearninglab.org/lab-notes/three-ways-collaborating,-learning,-and-adapting-make-difference-what-weve-learned-our}, urldate = {2017-02-09}, institution = {USAID}, author = {Learning Lab}, year = {2017}, } @article{musiyandaka_analysis_2013, title = {An analysis of factors influencing success of {ICT4D} projects: a case study of the {Schools} {Computerisation} {Programme} in {Mashonaland} {West} {Province}, {Zimbabwe}.}, volume = {9}, copyright = {All material submitted to the Journal of Community Informatics is protected by and subject to the Creative Commons Public License "Attribution-NonCommercial-ShareAlike 2.5". Subject to the following conditions, all material submitted to the Journal of Community Informatics may be freely copied, distributed, or displayed, or modified: Attribution. You must attribute the work in the manner specified by the author or licensor. Noncommercial. You may not use this work for commercial purposes. Share Alike. If you alter, transform, or build upon this work, you may distribute the resulting work only under a license identical to this one. See the Creative Commons Attribution-NonCommercial-ShareAlike 2.5 License for complete details. --{\textgreater}}, issn = {1712-4441}, shorttitle = {An analysis of factors influencing success of {ICT4D} projects}, url = {http://ci-journal.net/index.php/ciej/article/view/1016}, doi = {10.15353/joci.v9i4.3144}, language = {en}, number = {4}, urldate = {2016-06-23}, journal = {The Journal of Community Informatics}, author = {Musiyandaka, Donna and Ranga, Gideon and Kiwa, Jacqueline Fungai}, month = may, year = {2013}, keywords = {ICT4D programmes, success factors}, } @techreport{jacobs_adaptive_2015, type = {Report}, title = {An {Adaptive} {Capacity} {Guide} {Book}: assessing, building and evaluating the capacity of communities to adapt in a changing climate}, shorttitle = {An {Adaptive} {Capacity} {Guide} {Book}}, url = {https://opus.lib.uts.edu.au/handle/10453/36221}, abstract = {A capacity to adapt to change is essential for managing Australia’s natural resources. The individuals, communities and organisations who manage our natural resources all have an innate capacity to adapt to change. Changes in climate, markets and technology have shaped the way we adapt the management of natural resources in urban, rural and coastal landscapes. Some of these changes are predictable and easy to manage. Others are expected, but their timing and magnitude are uncertain. Whatever the future holds, this guide can be used to build our capacity to meet future change with confidence.}, urldate = {2019-05-04}, institution = {University of Technology and University of Tasmania}, author = {Jacobs, B. and Nelson, R. and Kuruppu, N. and Leith, P.}, month = jun, year = {2015}, } @article{dean_m_americas_1991, title = {America’s {Most} {Successful} {Export} to {Japan}: {Continuous} {Improvement} {Programs}}, shorttitle = {America’s {Most} {Successful} {Export} to {Japan}}, url = {https://sloanreview.mit.edu/article/americas-most-successful-export-to-japan-continuous-improvement-programs/}, abstract = {CONTINUOUS IMPROVEMENT Programs (CIPs) unleash employee experience and I creativity to improve both products and processes. They are often cited as the most important difference between the Japanese and Western management styles and as a major factor in Japan’s economic success.2Yet the CIP was conceived, developed, and brought to maturation in the United States. After World War II, the U.S. government helped to export it to Japan, where it was well received and promptly flourished. Despite the long history and well-documented benefits of such systems, few U.S. companies have invested effort in CIPs equivalent to that of their Japanese competitors. Japanese companies have put almost forty years into the development and refinement of CIPs, or kaizen programs as they are known in Japan, and have brought the art and science of managing them to new levels of sophistication. The aim of these programs is precisely to design and implement a system whose natural equilibrium is constant improvement and change. How can a company that does not have such a program compete with one that does? In this paper we give the historical background of CIPs, which we believe is essential for a useful understanding of these programs. We document their export across the Pacific immediately following World War II and illustrate their power as a competitive weapon when fully and properly deployed. We then identify and discuss requirements for successful implementation and suggest reasons why many U.S. firms find them difficult to start and maintain. We conclude by arguing that what is commonly perceived to be the “best practice” of CIP management is itself open to improvement. Throughout the article, we identify promising directions for companies to pursue so that all minds in the company, not just those of a few at the top, are actively solving problems, reducing costs, and eliminating waste.}, language = {en-US}, urldate = {2019-08-16}, journal = {MIT Sloan Management Review}, author = {Dean M., Schroeder and Robinson, Alan G.}, month = apr, year = {1991}, } @techreport{sidel_amateur_2017, title = {Amateur hour: {CfC}'s 'surprising' success in addressing school congestion in the philippines}, url = {http://asiafoundation.org/publication/strategy-testing-an-innovative-approach-to-monitoring-highly-flexible-aid-programs/}, abstract = {The international development community has increasingly embraced the idea that finding durable solutions to complex development problems requires new ways of working that move beyond industry norms. This paper makes an important contribution to the current debate by outlining an innovative monitoring system called Strategy Testing (ST). This is the third paper in the Working Politically in Practice paper series, launched together with the Australian Department of Foreign Affairs and Trade.}, urldate = {2016-03-23}, institution = {Asia Foundation}, author = {Sidel, John T.}, month = may, year = {2017}, keywords = {IMPORTANT}, } @techreport{guijt_alps_2004, title = {{ALPS} in action: a review of the shift in {ActionAid} towards a new {Accountability}, {Learning} and {Planning} {System} {\textbar} {Participatory} {Methods}}, url = {http://www.participatorymethods.org/resource/alps-action-review-shift-actionaid-towards-new-accountability-learning-and-planning-system}, urldate = {2017-07-17}, author = {Guijt, Irene}, year = {2004}, } @techreport{actionaid_alps_2011, title = {Alps - {Accountability}, {Learning} and {Planning} {System} - 2011 {Update}}, url = {http://www.alnap.org/resource/10295}, abstract = {Alps is ActionAid’s over arching accountability framework, containing within it our programme planning system. Alps is distinctive in that it is strongly driven by principles, and sets out necessary personal attitudes and behaviours alongside organisational processes for planning, strategy formulation, learning, monitoring reviews/evaluations and audit. Alps defines our standards, not only about what we do but also how we do it. Alps is part of ActionAid’s human rights-based work.}, urldate = {2017-07-11}, institution = {ActionAid International}, author = {ActionAid}, year = {2011}, } @techreport{actionaid_alps_2006, title = {Alps - {Accountability}, {Learning} and {Planning} {System}}, url = {http://www.alnap.org/resource/10295}, abstract = {Alps is ActionAid’s over arching accountability framework, containing within it our programme planning system. Alps is distinctive in that it is strongly driven by principles, and sets out necessary personal attitudes and behaviours alongside organisational processes for planning, strategy formulation, learning, monitoring reviews/evaluations and audit. Alps defines our standards, not only about what we do but also how we do it. Alps is part of ActionAid’s human rights-based work.}, urldate = {2017-07-11}, institution = {ActionAid International}, author = {ActionAid}, year = {2006}, } @techreport{berdou_all_2014, address = {Brighton}, title = {{ALL} - {The} question of inclusiveness in {ICT}-mediated citizen engagement}, url = {http://www.makingallvoicescount.org/publication/all/}, urldate = {2016-04-22}, institution = {MAVC}, author = {Berdou, Evangelia}, month = jun, year = {2014}, } @techreport{power_all_2016, address = {London}, title = {All about behaviour: {KAPE}, {Adaptation} and ' {Sticky}' {Institutional} {Change}}, url = {https://gpgovernance.net/wp-content/uploads/2021/02/PAP-3-KAPE.pdf}, abstract = {This paper describes Global Partners Governance’s (GPG’s) approach to institutional reform and political change. Developed over the last decade of working in some of the most complex and sensitive political environments with politicians and officials in parliaments, political parties, ministries and local government, it describes the KAPE® (knowledge-application-practice-effect) methodology that we adopt to get ‘sticky’ institutional and behavioural change. Contents 1) Two dimensions of ‘adaptive programmes’: Flexible delivery and getting behaviour change 2) Enabling Change: KAPE and The Logic of Institutional Reform (Knowledge-Application-Practice-Effect) - K: Knowledge – Defining the problem and what to do about it - A: Application – Making Systems Work in Practice - P: Practice – Pockets of good practice and establishing ‘the new normal’ - E: Effect – Improved performance and the ‘Ripple Effect’ 3) Measuring Impact: Monitoring and Evolving 4) Conclusion: Behavioural insights, adaptive management and sticky change}, number = {3}, urldate = {2024-01-29}, institution = {Global Partners Governance}, author = {Power, Greg}, year = {2016}, } @inproceedings{kniberg_alignment_2016, address = {Johannesburg}, title = {Alignment at {Scale}}, url = {http://blog.crisp.se/wp-content/uploads/2016/08/Agile-Africa-keynote-Alignment-at-Scale.pdf}, urldate = {2017-08-15}, author = {Kniberg, Henrik}, month = aug, year = {2016}, } @article{buntaine_aiming_2017, title = {Aiming at the {Wrong} {Targets}: {The} {Domestic} {Consequences} of {International} {Efforts} to {Build} {Institutions}}, volume = {61}, issn = {0020-8833}, shorttitle = {Aiming at the {Wrong} {Targets}}, url = {https://academic.oup.com/isq/article/61/2/471/3866882/Aiming-at-the-Wrong-Targets-The-Domestic}, doi = {10.1093/isq/sqx013}, abstract = {We explain why international development organizations have had so little success building and reforming public sector institutions in developing countries. They often fail despite their apparently strong commitment to achieving measurable results and extraordinary amounts of time, money, and effort. We demonstrate that, when donors and lenders make access to financing contingent upon achievement of performance targets, recipient countries tend to choose easy and shallow institutional targets. These targets measure the organization of public sector institutions, rather than their effectiveness at addressing public problems. Such targets provide countries with low-cost opportunities to signal commitment to institution-building to international development organizations. We demonstrate the explanatory and predictive power of our argument in the context of a sector of World Bank lending—environment and natural resource management—that focuses heavily on improving public sector institutions.}, number = {2}, urldate = {2017-09-22}, journal = {International Studies Quarterly}, author = {Buntaine, Mark T. and Parks, Bradley C. and Buch, Benjamin P.}, month = jun, year = {2017}, pages = {471--488}, } @techreport{booth_aiding_2014, title = {Aiding {Institutional} {Reform} in {Developing} {Countries}: {Lessons} from the {Philippines} on what works, what doesn't and why}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/8978.pdf}, number = {1}, urldate = {2018-12-10}, institution = {The Asia Foundation}, author = {Booth, David}, month = may, year = {2014}, pages = {64}, } @techreport{dfat_aid_2019, title = {{AID} {Programming} {Guide}}, url = {https://dfat.gov.au/about-us/publications/Pages/aid-programming-guide.aspx}, urldate = {2019-03-12}, institution = {Australian Government}, author = {DFAT}, month = feb, year = {2019}, } @book{ramalingam_aid_2014, address = {Oxford}, title = {Aid on the {Edge} of {Chaos}: {Rethinking} {International} {Cooperation} in a {Complex} {World}}, isbn = {978-0-19-957802-3}, shorttitle = {Aid on the {Edge} of {Chaos}}, abstract = {It is widely recognised that the foreign aid system - of which every country in the world is a part - is in need of drastic overhaul. There are conflicting opinions as to what should be done. Some call for dramatic increases to achieve longstanding promises. Others bang the drum for cutting it altogether, and suggest putting the fate of poor and vulnerable people in the hands of markets or business. A few argue that what is needed is creative, innovative transformation. The arguments in Aid on the Edge of Chaos are firmly in the third of these categories. In this ground-breaking book, Ben Ramalingam shows that the linear, mechanistic models and assumptions that foreign aid is built on are more at home in early twentieth century industry than in the dynamic, complex world we face today. The reality is that economies and societies are less like machines and more like ecosystems. Aid on the Edge of Chaos explores how thinkers and practitioners in economics, business, and public policy have started to embrace new, ecologically literate approaches to thinking and acting, informed by the ideas of complex adaptive systems research. It showcases insights, experiences, and dramatic results of a growing network of practitioners, researchers, and policy makers who are applying a complexity-informed approach to aid challenges. From transforming approaches to child malnutrition, to rethinking process of macroeconomic growth, from rural Vietnam to urban Columbia, Aid on the Edge of Chaos shows how embracing the ideas of complex systems thinking can help make foreign aid more relevant, more appropriate, more innovative, and more catalytic. It argues that taking on these ideas will be a vital part of the transformation of aid, from a post-WW2 mechanism of resource transfer, to a truly innovative and dynamic form of global cooperation fit for the twenty-first century.}, language = {English}, publisher = {Oxford University Press}, author = {Ramalingam, Ben}, month = jan, year = {2014}, } @misc{mercy_corps_agility_2017, title = {Agility and {Evolution}. {How} {Mercy} {Corps} {Adapts} at the {Organizational} {Level}}, url = {https://mercycorps.kumu.io/agility-and-evolution-f8eb7880-144f-4aeb-be44-d9628593825c}, abstract = {How Mercy Corps Adapts at the Organizational Level}, urldate = {2017-09-13}, author = {Mercy Corps}, month = jul, year = {2017}, } @inproceedings{kniberg_agile_2017, address = {Paris}, title = {Agile – where are we at?}, shorttitle = {Crisp's {Blog} » {Agile} – where are we at?}, url = {http://blog.crisp.se/2017/09/11/henrikkniberg/agile-where-are-we-at}, urldate = {2017-11-08}, author = {Kniberg, Henrik}, month = jun, year = {2017}, } @misc{gothelf_agile_2016, title = {Agile vs {Lean} vs {Design} {Thinking}}, url = {https://medium.com/@jboogie/agile-vs-lean-vs-design-thinking-2329df8ab53c#.8kcsajoul}, abstract = {There’s an unforgettable scene in my favorite movie, Goodfellas, where Joe Pesci, Robert DeNiro and Ray Liotta pay a late night visit to…}, urldate = {2016-11-14}, journal = {Medium}, author = {Gothelf, Jeff}, month = oct, year = {2016}, } @article{meso_agile_2006, title = {Agile {Software} {Development}: {Adaptive} {Systems} {Principles} and {Best} {Practices}}, volume = {23}, issn = {1058-0530}, shorttitle = {Agile {Software} {Development}}, url = {http://dx.doi.org/10.1201/1078.10580530/46108.23.3.20060601/93704.3}, doi = {10.1201/1078.10580530/46108.23.3.20060601/93704.3}, abstract = {Today's environments of increasing business change require software development methodologies that are more adaptable. This article examines how complex adaptive systems (CAS) theory can be used to increase our understanding of how agile software development practices can be used to develop this capability. A mapping of agile practices to CAS principles and three dimensions (product, process, and people) results in several recommendations for “best practices” in systems development.}, number = {3}, urldate = {2016-11-04}, journal = {Information Systems Management}, author = {Meso, Peter and Jain, Radhika}, month = jun, year = {2006}, keywords = {IMPORTANT}, pages = {19--30}, } @book{layton_agile_2012, address = {Hoboken, NJ}, title = {Agile {Project} {Management} {For} {Dummies}}, isbn = {978-1-118-02624-3}, abstract = {Be flexible and faster with Agile project management As mobile and web technologies continue to evolve rapidly, there is added pressure to develop and implement software projects in weeks instead of months. Agile Project Management For Dummies can make that happen. This is the first book to provide a simple, step–by–step guide to Agile Project Management approaches, tools, and techniques. With the fast pace of mobile and web technology development, software project development must keep pace; Agile Project Management enables developers to complete and implement projects more quickly and this book shows you how. Offers a practical context for understanding and applying Agile techniques, moving from theory into actual practice Explains when to use Agile and how to avoid common pitfalls Written by experts who know how to apply the principles in real–world situations Agile Project Management For Dummies enables you to understand and apply Agile principles for faster, more accurate development.}, language = {English}, publisher = {John Wiley \& Sons}, author = {Layton, Mark C.}, month = apr, year = {2012}, } @book{highsmith_agile_2009, address = {Upper Saddle River, NJ}, title = {Agile {Project} {Management}: {Creating} {Innovative} {Products}}, isbn = {978-0-321-65839-5}, shorttitle = {Agile {Project} {Management}}, abstract = {Best practices for managing projects in agile environments―now updated with new techniques for larger projectsToday, the pace of project management moves faster. Project management needs to become more flexible and far more responsive to customers. Using Agile Project Management (APM), project managers can achieve all these goals without compromising value, quality, or business discipline. In Agile Project Management, Second Edition, renowned agile pioneer Jim Highsmith thoroughly updates his classic guide to APM, extending and refining it to support even the largest projects and organizations.  Writing for project leaders, managers, and executives at all levels, Highsmith integrates the best project management, product management, and software development practices into an overall framework designed to support unprecedented speed and mobility. The many topics added in this new edition include incorporating agile values, scaling agile projects, release planning, portfolio governance, and enhancing organizational agility. Project and business leaders will especially appreciate Highsmith’s new coverage of promoting agility through performance measurements based on value, quality, and constraints. This edition’s coverage includes: Understanding the agile revolution’s impact on product development Recognizing when agile methods will work in project management, and when they won’t Setting realistic business objectives for Agile Project Management Promoting agile values and principles across the organizationUtilizing a proven Agile Enterprise Framework that encompasses governance, project and iteration management, and technical practicesOptimizing all five stages of the agile project: Envision, Speculate, Explore, Adapt, and CloseOrganizational and product-related processes for scaling agile to the largest projects and teamsAgile project governance solutions for executives and management  The “Agile Triangle”: measuring performance in ways that encourage agility instead of discouraging itThe changing role of the agile project leader}, language = {English}, publisher = {Addison Wesley}, author = {Highsmith, Jim}, month = jul, year = {2009}, } @misc{quintarelli_agile_2023, title = {Agile on steroids through the {RenDanHeYi}}, url = {https://www.boundaryless.io/blog/agile-on-steroids-rendanheyi/}, abstract = {This article offers initial insights into the overlap, positioning, shared values, and convergences between RenDanHeYi compared to agile practices.}, urldate = {2023-07-19}, journal = {Boundaryless}, author = {Quintarelli, Emanuele}, month = jul, year = {2023}, } @misc{wolpers_agile_2017, title = {Agile {Metrics}: {The} {Good}, the {Bad}, and the {Ugly}}, shorttitle = {Agile {Metrics}}, url = {https://dzone.com/articles/agile-metricsthe-good-the-bad-and-the-ugly}, abstract = {Suitable agile metrics reflect either a team’s progress in becoming agile or your organization’s progress in becoming a learning organization.}, urldate = {2017-01-10}, journal = {dzone.com}, author = {Wolpers, Stefan}, month = jan, year = {2017}, } @misc{carignan_agile_2014, title = {Agile, is it just a delivery mechanism?}, url = {https://blog.scrum.org/agile-just-delivery-mechanism/}, abstract = {As a Agile coach, I refer to a few tools to help me think about where my Scrum teams should go next on their path to Agility. One of these tools is the Agile subway map, a list of Agile practices grouped in different categories. It helps me think how a specific practice could help …}, urldate = {2016-11-14}, journal = {Scrum.org Community Blog}, author = {Carignan, Louis-Philippe}, month = aug, year = {2014}, } @misc{agile_alliance_agile_2015, title = {Agile {Glossary} and {Terminology}}, url = {https://www.agilealliance.org/agile101/agile-glossary}, abstract = {Learn the unique terminology used in Agile development from the experts at Agile Alliance.}, urldate = {2017-02-19}, journal = {Agile Alliance}, author = {Agile Alliance}, year = {2015}, } @article{stadler_agile_2019, title = {Agile distributed software development in nine {Central} {European} teams: challenges, benefits and recommendations}, volume = {11}, language = {en}, number = {1}, journal = {Information Technology}, author = {Stadler, Manuel and Vallon, Raoul and Pazderka, Martin and Grechenig, Thomas}, year = {2019}, pages = {18}, } @misc{davis_agile_2019, title = {Agile {Development} in the {Age} of {Adaptive} {Management}}, url = {http://www.developmentgateway.org/blog/agile-development-age-adaptive-management}, abstract = {Adaptive management – the idea that development projects should respond to real life complexities and be flexible enough to respond to unforeseen changes – is an often-praised approach to doing development differently, with donors and partners exploring how to apply it within their programming.}, language = {en}, urldate = {2019-03-15}, journal = {Development Gateway}, author = {Davis, Taryn and Orton-Vipond, Sarah and Staid, Martha}, month = feb, year = {2019}, } @article{mergel_agile_2021, title = {Agile: {A} {New} {Way} of {Governing}}, volume = {81}, issn = {1540-6210}, shorttitle = {Agile}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/puar.13202}, doi = {10.1111/puar.13202}, abstract = {The evolving concept of “agile” has fundamentally changed core aspects of software design, project management, and business operations. The agile approach could also reshape government, public management, and governance in general. In this Viewpoint essay, the authors introduce the modern agile movement, reflect on how it can benefit public administrators, and describe several challenges that managers will face when they are expected to make their organizations more flexible and responsive.}, language = {en}, number = {1}, urldate = {2023-07-10}, journal = {Public Administration Review}, author = {Mergel, Ines and Ganapati, Sukumar and Whitford, Andrew B.}, year = {2021}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1111/puar.13202}, pages = {161--165}, } @article{fortwengel_agency_2020, title = {Agency in the face of path dependence: how organizations can regain scope for maneuver}, volume = {13}, issn = {2198-2627}, shorttitle = {Agency in the face of path dependence}, url = {https://doi.org/10.1007/s40685-020-00118-w}, doi = {10.1007/s40685-020-00118-w}, abstract = {This paper tackles a key problem in path dependence research: how can locked-in organizations regain their scope for maneuver? Leveraging insights from two surprising and thus revelatory cases of organizations that have successfully escaped from path dependence, we develop the theoretical argument that regaining scope for maneuver can be achieved by interrupting the logic of a path’s underlying self-reinforcing mechanisms. More specifically, we argue that, through a targeted interruption of the working of these mechanisms, hyper-stable patterns inscribed in an organization can be gradually rewound—and alternative futures become possible. We position our paper within larger debates around the role of agency in path dependence theorizing, and we outline research frontiers to better understand the necessary antecedents of and exact relationship between mechanisms interruption and pattern unwinding.}, language = {en}, number = {3}, urldate = {2023-12-20}, journal = {Business Research}, author = {Fortwengel, Johann and Keller, Arne}, month = nov, year = {2020}, pages = {1169--1201}, } @incollection{alacevich_afterword_2015, title = {Afterword: {Alabert} {Hirschman} observed}, shorttitle = {{AFTERWORD}}, url = {http://www.jstor.org/stable/10.7864/j.ctt7zsw04.12}, abstract = {Albert Hirschman considered \textit{Development Projects Observed} a natural sequel to his earlier work. As Hirschman put it to an old acquaintance at the World Bank, his previous books identified the inner and often hidden mechanisms of development sequences: “Having worked out a few basic hypotheses …, I could perhaps test them (and hit on some new ones) by looking at Bank-financed projects that have had enough time to give rise to such sequences.”¹ But as much as it appeared as the logical evolution of Hirschman’s intellectual trajectory, this new research was also the offshoot of an important crisis in development}, urldate = {2022-07-11}, booktitle = {Development {Projects} {Observed}}, publisher = {Brookings Institution Press}, author = {Alacevich, Michele}, collaborator = {HIRSCHMAN, ALBERT O. and SUNSTEIN, CASS R.}, year = {2015}, pages = {175--190}, } @article{scarantino_affordances_2003, title = {Affordances {Explained}}, volume = {70}, issn = {0031-8248}, url = {https://www.jstor.org/stable/10.1086/377380}, doi = {10.1086/377380}, abstract = {I examine the central theoretical construct of ecological psychology, the concept of an affordance. In the first part of the paper, I illustrate the role affordances play in Gibson's theory of perception. In the second part, I argue that affordances are to be understood as dispositional properties, and explain what I take to be their characteristic background circumstances, triggering circumstances and manifestations. The main purpose of my analysis is to give affordances a theoretical identity enriched by Gibson's visionary insight, but independent of the most controversial claims of the Gibsonian movement.}, number = {5}, urldate = {2020-12-16}, journal = {Philosophy of Science}, author = {Scarantino, Andrea}, year = {2003}, pages = {949--961}, } @misc{jacobstein_advancing_2018, type = {Text}, title = {Advancing {Work} with the {Grain} at {USAID}}, url = {https://usaidlearninglab.org/lab-notes/advancing-work-grain-usaid}, abstract = {In December 2017, I wrote a blog about some of the insights gained during a workshop on Context-Driven Adaptation, where many of our sharpest field officers shared the ways that they assessed and adapted to shifts in context to keep programming relevant and effective.}, language = {en}, urldate = {2018-10-26}, journal = {USAID Learning Lab}, author = {Jacobstein, David}, month = oct, year = {2018}, } @article{geldin_advancing_2019, title = {Advancing urban adaptation where it counts: reshaping unequal knowledge and resource diffusion in networked {Indonesian} cities}, volume = {31}, issn = {0956-2478}, shorttitle = {Advancing urban adaptation where it counts}, url = {https://doi.org/10.1177/0956247818776532}, doi = {10.1177/0956247818776532}, abstract = {Climate adaptation literature vocalizes the need for transnational municipal networks (TMNs) to expand activities in vulnerable medium-sized cities, but little work has examined the granular extent of city participation and processes constraining TMN growth. This study explores the effectiveness of TMNs in reaching adaptation outcomes and how financial, material, and knowledge exchanges of TMNs tend to exclude adaptation in high-priority intermediary cities. Nearly 40 semi-structured interviews with Indonesian city actors and a preliminary catalogue of cities participating in TMNs reveal that risk-averse selection criteria, insufficient impact assessments, and duplicative institutional efforts reinforce disparities between primary and intermediary cities. To effectively build adaptive capacity in the most vulnerable regions, TMNs should remove participation barriers for intermediary cities, improve incentives for institutional collaboration, and adopt more rigorous evaluative metrics. These results directly inform the governance, resource allocation, and operational goals of TMN stakeholders to advance distributive climate justice.}, language = {en}, number = {1}, urldate = {2019-05-02}, journal = {Environment and Urbanization}, author = {Geldin, Samuel}, month = apr, year = {2019}, pages = {13--32}, } @techreport{usaid_ads_2017, address = {Washington DC}, title = {{ADS} 201 {Additional} {Help}- {Whole}-of-{Project} {Evaluation}}, url = {https://www.usaid.gov/sites/default/files/documents/1870/201.pdf}, urldate = {2017-02-13}, institution = {USAID}, author = {USAID}, month = jan, year = {2017}, } @misc{guerzovich_addressing_2024, title = {Addressing the evaluation-of-sustainability-paradox: {A} relational rubric for evidencing…}, shorttitle = {Addressing the evaluation-of-sustainability-paradox}, url = {https://medium.com/@florcig/addressing-the-evaluation-of-sustainability-paradox-a-relational-rubric-for-evidencing-001683a36398}, abstract = {Florencia Guerzovich and Alix Wadeson}, language = {en}, urldate = {2024-02-13}, journal = {Medium}, author = {Guerzovich, Florencia}, month = feb, year = {2024}, } @article{ehara_addressing_2018, title = {Addressing {Maladaptive} {Coping} {Strategies} of {Local} {Communities} to {Changes} in {Ecosystem} {Service} {Provisions} {Using} the {DPSIR} {Framework}}, volume = {149}, issn = {0921-8009}, url = {http://www.sciencedirect.com/science/article/pii/S0921800916306887}, doi = {10.1016/j.ecolecon.2018.03.008}, abstract = {The Driver-Pressure-State-Impact-Response (DPSIR) framework has been applied to various environmental problems at multiple spatial and temporal scales and attempts have been made to conceptually improve the framework to encompass various stakeholder perspectives. However, recent literature experiences in the field have challenged the inclusive character of the framework applications. In particular, the framework's inability to incorporate the aggregated informal responses of people affected by changes in ecosystem service provisions has not been fully addressed. This limits the framework's validity in categorizing and disseminating information for addressing particular environmental challenges. Herein, we address this problem by analyzing a case study of deforestation and its impact on non-timber forest product collections by rural residents in Cambodia. We incorporate the concept of maladaptive coping strategies into the DPSIR framework and then further elaborate Ness et al.'s (2010) approach of merging the DPSIR framework with Hägerstrand's (2001) system of nested spatial domains. This conceptualizes the incorporation of the aggregated informal responses into the system, as exemplified in the case study.}, urldate = {2019-07-19}, journal = {Ecological Economics}, author = {Ehara, Makoto and Hyakumura, Kimihiko and Sato, Ren'ya and Kurosawa, Kiyoshi and Araya, Kunio and Sokh, Heng and Kohsaka, Ryo}, month = jul, year = {2018}, keywords = {DPSIR framework, Ecosystem services, Maladaptive coping strategy, Nested spatial domains}, pages = {226--238}, } @techreport{fletcher_addressing_2015, title = {Addressing gender in impact evaluation: {What} should be considered?}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/9934.pdf}, abstract = {Gender and sexuality are intimately entwined; we must not lose sight of the ways in which gender affects non-heterosexual people, transgender people and people who do not identify as either male or female. • Gender and gender-related injustice is a feature of all interventions, whatever the focus, be it agriculture, capacity building, disaster management, education, health, peace building, water, sanitation and hygiene, or other. • Showing an increase in the number of women participants in an intervention is not the same as demonstrating gender impact. An ‘add women and stir’ approach is not good enough. • A good intervention design will identify critical inequalities and conduct a needs assessment that clearly identifies gender-related issues. If this needs assessment feeds directly into the programme theory, it will facilitate assessment of the intervention’s gender-related impact and will be more likely it is to have positive gender-related impact.}, urldate = {2018-11-10}, institution = {Methods Lab}, author = {Fletcher, Gillian}, month = oct, year = {2015}, pages = {24}, } @article{mwaniki_addressing_2017, title = {Addressing challenges in communicating adaptation practices to smallholder farmers in {Kenya} through a radio intervention}, volume = {111}, copyright = {Copyright (c) 2017 Journal of Agriculture and Environment for International Development (JAEID)}, issn = {2240-2802}, url = {https://www.jaeid.it/index.php/JAEID/article/view/589}, doi = {10.12895/jaeid.20172.589}, language = {en}, number = {2}, urldate = {2019-05-02}, journal = {Journal of Agriculture and Environment for International Development (JAEID)}, author = {Mwaniki, Fiona Nyawira and Gichuki, Charity and Mwangi, Maina and Mburia, Pamela and Wandago, Benson}, month = dec, year = {2017}, pages = {279--322}, } @article{mayne_addressing_2001, title = {Addressing attribution through contribution analysis: {Using} performance measures sensibly}, volume = {16}, issn = {0834-1516}, url = {https://www.researchgate.net/publication/279533461_Addressing_Attribution_Through_Contribution_Analysis_Using_Performance_Measures_Sensibly}, abstract = {The changing culture of public administration involves accountability for results and outcomes. This article suggests that performance measurement can address such attribution questions. Contribution analysis has a major role to play in helping managers, researchers, and policymakers to arrive at conclusions about the contribution their program has made to particular outcomes. The article describes the steps necessary to produce a credible contribution story. Contents Accountability for Outcomes The Problem of Attribution The Case of Performance Measurement Recognizing the Limits of Measurement Two Uses of Performance Measurement: Understanding and Reporting Approaches to Attribution: Contribution Analysis Techniques for Strengthening Your Performance Story}, number = {1}, journal = {The Canadian Journal of Program Evaluation}, author = {Mayne, John}, year = {2001}, pages = {1--24}, } @book{diana_chigas_adding_2018, address = {Cambridge, MA}, title = {Adding {Up} to {Peace}: {The} {Cumulative} {Impacts} of {Peace} {Initiatives}}, shorttitle = {Adding {Up} to {Peace}}, url = {https://www.cdacollaborative.org/publication/adding-peace-cumulative-impacts-peace-initiatives/}, abstract = {Adding Up to Peace: The Cumulative Impacts of Peace Initiatives aims to identify how cumulative impacts in peace practice operate at all levels, in order to provide practical lessons for policymakers, donors and practitioners to develop more effective strategies for greater progress towards peace. This book builds on CDA’s Reflecting on Peace Practice Project (RPP), launched to answer the question: What works—and what doesn’t work—in peacebuilding? It seeks to deepen our understanding of how multiple peacebuilding initiatives in a conflict zone interacted and added up (or didn’t), to result in progress towards larger societal level peace, or Peace Writ Large. The findings are a product of sixteen case studies conducted between 2007 and 2012, gathering the perceptions of both local and international stakeholders. The finalization of this book was generously funded by Humanity United. The opinions expressed are those of the authors and do not necessarily reflect the views of Humanity United or of CDA Collaborative Learning Projects.}, language = {en-US}, urldate = {2022-06-17}, publisher = {CDA Collaborative Learning Projects}, author = {{Diana Chigas} and {Peter Woodrow}}, year = {2018}, } @techreport{mercy_corps_adaptscan_2020, title = {{AdaptScan} - {Improving} your {Team}'s {Adaptive} {Management}}, url = {https://www.mercycorps.org/sites/default/files/2020-05/AdaptScan_Module.pdf}, urldate = {2020-10-15}, institution = {Mercy Corps}, author = {Mercy Corps}, year = {2020}, } @misc{prieto_martin_adaptiveness_2017, title = {Adaptiveness through ‘simplest tools and practices’}, url = {https://www.ids.ac.uk/opinions/adaptiveness-through-simplest-tools-and-practices/}, abstract = {In recent years, more and more influential development organisations have been openly recognising the central role that adaptive management capacities – the ability to keep improving strategies and actions as programmes unfold – play for the success of complex interventions. As a result, there has been a rich exchange of ideas and experiences on how to promote adaptiveness in development. But development organisations and professionals are having a hard time translating the many adaptive theories and recommendations into improved practices and outcomes. They are generally failing to adjust the design and operation of programmes to accommodate incipient lessons learnt and the unexpected changes in the context. Nowadays, most programme adaptations still take the form of a change of direction once it is clear that things have gone really wrong. Why is so difficult to put what we know about adaptiveness into practice? And more importantly: what can be done to improve this situation?}, journal = {Institute of Development Studies}, author = {Prieto Martin, Pedro}, month = nov, year = {2017}, } @book{highsmith_adaptive_2000, address = {New York}, title = {Adaptive {Software} {Development}: {A} {Collaborative} {Approach} to {Managing} {Complex} {Systems}}, isbn = {978-0-932633-40-8}, shorttitle = {Adaptive {Software} {Development}}, url = {https://www.amazon.com/Adaptive-Software-Development-Collaborative-Approach/dp/0932633404}, abstract = {In today's turbulent e-business world, software project teams that survive and thrive won't be those that continue their traditions of optimization, efficiency, and control, but those that exhibit adaptability, speed, and collaboration. Adaptive Software Development is targeted at software teams where competition creates extreme pressure on the delivery process. Four goals of the book are * to support an adaptive culture in which change and uncertainty are assumed to be the natural state * to introduce frameworks to guide the iterative process of managing change * to institute collaboration, the interaction of people on interpersonal, cultural, and structural levels * to add rigor and discipline to the RAD approach, making it scalable to the uncertainty and complexity of real-world undertakings. This innovative text, grounded in the science of complex adaptive systems theory, offers a practical, realistic approach to managing the high-speed, high-change projects characteristic of our highly uncertain economy.}, language = {English}, publisher = {Dorset House Publishing}, author = {Highsmith, Jim}, month = jan, year = {2000}, } @misc{seavey_adaptive_2016, title = {Adaptive {Programming}: {The} “{Space} of {Possibility}”}, shorttitle = {Adaptive {Programming}}, url = {https://usaidlearninglab.org/lab-notes/adaptive-programming-%E2%80%9Cspace-possibility%E2%80%9D}, abstract = {Sara Mizuta Seavey, M.A., is a Senior Program Officer at FHI360 for the Mobile Solutions Technical Assistance and Research (mSTAR) project, where she works with USAID’s Digital Development Team to conceive, design, and test how real-time data systems can enable a more adaptive and participatory approach to development. She is passionate about systems thinking and participatory approaches to international development. What does space travel have to do with international development?}, language = {und}, urldate = {2016-10-07}, journal = {USAID Learning Lab}, author = {Seavey, Sara Mizuta}, month = sep, year = {2016}, } @techreport{derbyshire_adaptive_2016, title = {Adaptive programming in practice: shared lessons from the {DFID}-funded {LASER} and {SAVI} programmes}, url = {http://savi-nigeria.org/wp-content/uploads/2016/08/Laser_Savi_Report-online-version-final-120816pdf.pdf}, abstract = {LASER synthesis papers aim to help donors and other stakeholders better understand why and how to approach investment climate reform programming differently. The papers reflect emerging best practice and lessons learnt on what works and what does not work in doing development differently. The papers have been peer-reviewed by experts in the field including senior advisers at DFID, World Bank, IFC and the Donor Committee for Enterprise Development (amongst others).}, urldate = {2019-06-10}, institution = {DFID-LASER Programme}, author = {Derbyshire, Helen and Donovan, Elbereth}, month = aug, year = {2016}, keywords = {IMPORTANT, Practice}, } @techreport{christie_adaptive_2018, address = {Brighton}, title = {Adaptive {Programming} in {Fragile}, {Conflict} and {Violence}-{Affected} {Settings}, {What} {Works} and {Under} {What} {Conditions}?: {The} {Case} of {Pyoe} {Pin}, {Myanmar}}, shorttitle = {Adaptive {Programming} in {Fragile}, {Conflict} and {Violence}-{Affected} {Settings}, {What} {Works} and {Under} {What} {Conditions}?}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/13888}, abstract = {This paper examines adaptive approaches in aid programming in a fragile, conflict and violence-affected setting (FCVAS), namely Myanmar. A combination of desk review and field research has been used to examine some of the assertions around the ‘adaptive management’ approach, which has arisen in recent years as a response to critiques of overly rigid, pre-designed, blue-print and linear project plans. This paper explores if and how adaptive approaches, including rapid learning and planning responses (fast feedback loops and agile programming) are particularly relevant and useful for promoting empowerment and accountability in such ‘messy places’. This case study focuses on Pyoe Pin (‘Young Shoots’), a DFID-funded, British Council managed governance programme, which has been running since 2007.}, language = {en}, urldate = {2018-08-02}, institution = {Itad, Oxfam and IDS}, author = {Christie, Angela and Green, Duncan}, month = jul, year = {2018}, keywords = {A4EA, Adaptive Development, Economy, Fishery}, } @techreport{punton_adaptive_2018, address = {Brighton}, title = {Adaptive {Programming} in {Fragile}, {Conflict} and {Violence}-{Affected} {Settings}, {What} {Works} and {Under} {What} {Conditions}?: {The} {Case} of {PERL}, {Nigeria}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/14148}, abstract = {This paper examines adaptive approaches to aid programming in Nigeria. Through field research and desk reviews, we have investigated some of the assertions around the ‘adaptive management and programming’ approach, which has arisen in recent years as a response to critiques of overly rigid, pre-designed, blueprint and linear project plans. This is the second of three case studies in a series which explore if and how adaptive approaches, including rapid learning and planning responses, are particularly relevant and useful for promoting empowerment and accountability in fragile, conflict and violence-affected settings (FCVAS). This case study focuses on PERL (Partnership to Engage, Reform and Learn) in Nigeria, a five-year governance programme (2016-21) with a total budget of £100 million. It aims to promote better service delivery through bringing together government and citizens groups to collectively address governance challenges. PERL is viewed by DFID as the final stage of a 20-year investment, building on learning, experience and partnerships from 15 years of DFID-funded governance programming in Nigeria. It was designed to incorporate learning and adaptation through a ‘living’ theory of change, continuous political economy analysis at different levels, adaptive implementation by location-based delivery teams who are encouraged to be flexible and let partners take the lead, regular learning and reflection, and adaptive resourcing, HR and administrative systems. The case study draws on a conceptual framework (the ‘adaptive triangle’) that looks at three types of adaptation – adaptive management, adaptive programming and adaptive delivery – and the interconnections and tensions between them.}, language = {en}, urldate = {2019-02-04}, institution = {Itad, Oxfam and IDS}, author = {Punton, Melanie and Burge, Richard}, month = nov, year = {2018}, keywords = {A4EA, Adaptive Development, Economy, Fishery}, } @techreport{green_adaptive_2019, address = {Brighton}, title = {Adaptive {Programming} in {Fragile}, {Conflict} and {Violence}-{Affected} {Settings}, {What} {Works} and {Under} {What} {Conditions}?: {The} {Case} of {Institutions} for {Inclusive} {Development}, {Tanzania}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/123456789/14562}, abstract = {Adaptive Management involves a dynamic interaction between three elements: delivery, programming and governance. This case study focuses on a large DfID governance project, the Institutions for Inclusive Development (I4ID), a five-year initiative in Tanzania. The study forms part of a research project to examine whether and how adaptive approaches can strengthen aid projects promoting empowerment and accountability in fragile, conflict and violence-affected settings (FCVAS). The research examines some of the assertions around the adaptive management approach and explores if and how adaptive approaches, including rapid learning and planning responses (fast feedback loops and agile programming) are particularly relevant and useful for citizen empowerment and government accountability (E\&A) in FCVAS.}, language = {en}, urldate = {2018-08-02}, institution = {Itad, Oxfam and IDS}, author = {Green, Duncan and Guijt, Irene}, month = jul, year = {2019}, keywords = {A4EA, Adaptive Development, Economy, Fishery}, } @article{kirk_adaptive_2023, title = {Adaptive {Programming} and going with the grain: {IMAGINE}'s new water governance model in {Goma}, {DRC}}, volume = {n/a}, issn = {1467-7679}, shorttitle = {Adaptive {Programming} and going with the grain}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/dpr.12691}, doi = {10.1111/dpr.12691}, abstract = {Motivation This paper explores adaptive approaches to development programmes that aim at improving service provision in underperforming sectors in fragile and conflict affected states (FCAS). It does this through a case study of the Integrated Maji Infrastructure and Governance Initiative for eastern Democratic Republic of the Congo's (IMAGINE) public-private partnership model for water provision. Purpose The processes and decisions that culminated in IMAGINE's model emphasize the need for programming that is culturally and politically aware, responsive to events, learns in real-time, is entrepreneurial, and works with the grain of local institutions to support change. Detailed case studies of such ways of working are crucial for programmes that seek to challenge and reform the status quo in FCAS. Methods and approach The paper is based on 42 semi-structured interviews conducted in the summers of 2019 and 2020. They reflect the broad spectrum of actors – individuals, public authorities, and organisations – involved in IMAGINE's evolution. Findings The narrative focuses on IMAGINE's attempts to professionalise and commercialise Goma's water sector. It shows how as IMAGINE repeatedly adapted to ground realities, it took on the characteristics of a public authority, thereby, engendering backlashes that threated its longer-term goals. However, by revisiting its initial values and logics it was able to get things done and achieve it aims. Policy implications IMAGINE's story suggests that adaptive programmes should put politically savvy local development professionals in key positions and enable them to carefully construct coalitions of allies across the systems they aim to disrupt. This may also require them to revisit and adapt their initial ideas, guiding principles and values as greater understandings of development problems are gained. A pubic authorities lens, attuned to the logics programmes seek to address and introduce to FCAS, may help analysts to foreground the implications of such adaptations.}, language = {en}, number = {n/a}, urldate = {2023-03-24}, journal = {Development Policy Review}, author = {Kirk, Tom and Green, Duncan and Stys, Patrycja and Mosquera, Tom}, year = {2023}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1111/dpr.12691}, } @techreport{donovan_adaptive_2017, address = {London}, title = {Adaptive {Programming} and {Business} {Environment} {Reform} – {Lessons} for {DFID} {Zimbabwe}}, url = {http://businessenvironmentreform.co.uk/wp-content/uploads/2016/06/BERF-Adaptive-Programming-and-Business-Environment-Reform-in-Zimbabwe.pdf}, urldate = {2017-09-25}, institution = {DFID}, author = {Donovan, Elbereth and Manuel, Clare}, month = apr, year = {2017}, keywords = {IMPORTANT}, } @misc{vowles_adaptive_2013, title = {Adaptive programming}, url = {https://dfid.blog.gov.uk/2013/10/21/adaptive-programming}, abstract = {Staff blogs from the UK Department for International Development. Get real-life perspectives from those on the ground to fight poverty and join in the debate.}, urldate = {2017-07-04}, journal = {DFID Bloggers}, author = {Vowles, Pete}, month = oct, year = {2013}, } @techreport{barnard-webster_adaptive_2018, title = {Adaptive {Peacebuilding} {Programming} {Through} {Effective} {Feedback} {Loops}: {Promising} {Practices}}, shorttitle = {Adaptive {Peacebuilding} {Programming} {Through} {Effective} {Feedback} {Loops}}, url = {https://www.cdacollaborative.org/publication/adaptive-peacebuilding-programming-through-effective-feedback-loops-promising-practice/}, abstract = {This case study report was developed by CDA’s part of Peacebuilding Evaluation Consortium collaborative research on the use of feedback loops in support of adaptive programming. Feedback loops are just one element of adaptive programming and are defined and used in different ways by organizations working on social change, peace and development issues. This document includes key findings from our desk review of reports and grey literature, key informant interviews, observations documented during CDA’s advisory and learning engagements with peacebuilding partners as well as the case study on SFCG’s feedback processes in Burundi. The findings are most relevant to program and M\&E staff but have implications for senior management and policymakers in light of growing interest in strengthening adaptive management.}, language = {en-US}, urldate = {2022-06-28}, institution = {CDA}, author = {Barnard-Webster, Kiely and Jean, Isabella}, month = aug, year = {2018}, } @article{lindenmayer_adaptive_2009, title = {Adaptive monitoring: a new paradigm for long-term research and monitoring}, volume = {24}, issn = {0169-5347}, shorttitle = {Adaptive monitoring}, url = {http://www.sciencedirect.com/science/article/pii/S0169534709001219}, doi = {10.1016/j.tree.2009.03.005}, abstract = {Long-term research and monitoring can provide important ecological insights and are crucial for the improved management of ecosystems and natural resources. However, many long-term research and monitoring programs are either ineffective or fail completely owing to poor planning and/or lack of focus. Here we propose the paradigm of adaptive monitoring, which aims to resolve many of the problems that have undermined previous attempts to establish long-term research and monitoring. This paradigm is driven by tractable questions, rigorous statistical design at the outset, a conceptual model of the ecosystem or other entity being examined and a human need to know about ecosystem change. An adaptive monitoring framework enables monitoring programs to evolve iteratively as new information emerges and research questions change.}, number = {9}, urldate = {2019-05-03}, journal = {Trends in Ecology \& Evolution}, author = {Lindenmayer, David B. and Likens, Gene E.}, month = sep, year = {2009}, pages = {482--486}, } @misc{teskey_adaptive_2018, title = {Adaptive management: why we find it so hard to operationalise}, url = {https://abtassocgovernancesoapbox.wordpress.com/2018/02/23/adapative-management-why-we-find-it-so-hard-to-operationalise/}, urldate = {2019-06-21}, journal = {Abt Associates - Governance Soapbox}, author = {Teskey, Graham}, month = feb, year = {2018}, } @article{rist_adaptive_2013, title = {Adaptive management: where are we now?}, volume = {40}, issn = {0376-8929, 1469-4387}, shorttitle = {Adaptive management}, url = {https://www.cambridge.org/core/journals/environmental-conservation/article/adaptive-management-where-are-we-now/24F01724AE95E4595466C1D843F2E1BE}, doi = {10.1017/S0376892912000240}, abstract = {Adaptive management (AM) emerged in the literature in the mid-1970s in response both to a realization of the extent of uncertainty involved in management, and a frustration with attempts to use modelling to integrate knowledge and make predictions. The term has since become increasingly widely used in scientific articles, policy documents and management plans, but both understanding and application of the concept is mixed. This paper reviews recent literature from conservation and natural resource management journals to assess diversity in how the term is used, highlight ambiguities and consider how the concept might be further assessed. AM is currently being used to describe many different management contexts, scales and locations. Few authors define the term explicitly or describe how it offers a means to improve management outcomes in their specific management context. Many do not adhere to the idea as it was originally conceived, despite citing seminal work. Significant confusion exists over the distinction between active and passive approaches. Over half of the studies reporting to implement AM claimed to have done so successfully, yet none quantified specific benefits, or costs, in relation to possible alternatives. Similarly those studies reporting to assess the approach did so only in relation to specific models and their parameterizations; none assessed the benefits or costs of AM in the field. AM is regarded by some as an effective and well-established framework to support the management of natural resources, yet by others as a concept difficult to realize and fraught with implementation challenges; neither of these observations is wholly accurate. From a scientific and technical perspective many practical questions remain; in particular real-world assessments of the value of experimentation within a management framework, as well as of identified challenges and pathologies, are needed. Further discussion and systematic assessment of the approach is required, together with greater attention to its definition and description, enabling the assessment of new approaches to managing uncertainty, and AM itself.}, language = {en}, number = {1}, urldate = {2019-02-25}, journal = {Environmental Conservation}, author = {Rist, Lucy and Campbell, Bruce M. and Frost, Peter}, month = mar, year = {2013}, keywords = {Adaptive Management, Decision making, Natural resource management, conservation, experimental management, uncertainty}, pages = {5--18}, } @techreport{odonnell_adaptive_2016, address = {London}, title = {Adaptive management: {What} it means for {CSOs}}, url = {https://www.bond.org.uk/resources/adaptive-management-what-it-means-for-csos}, urldate = {2016-09-19}, institution = {Bond}, author = {O’Donnell, Michael}, month = sep, year = {2016}, keywords = {IMPORTANT}, } @techreport{mercy_corps_adaptive_2015, address = {Edinburgh}, title = {Adaptive {Management} {Tools}: {Concept} {Notes} {System}}, shorttitle = {Adaptive {Management} {Tools}}, url = {https://www.mercycorps.org.uk/research-resources/adaptive-management-tools-concept-notes-system}, abstract = {Mercy Corps finds adaptive management is supported by four different but interconnected elements: Culture, People \& Skills, Tools \& Systems, and Enabling Environment. These elements are discussed in the context of one of Mercy Corps’ complex programmes in pastoral Ethiopia.}, urldate = {2016-11-14}, institution = {Mercy Corps}, author = {Mercy Corps}, month = sep, year = {2015}, } @article{doremus_adaptive_2001, title = {Adaptive {Management}, the {Endangered} {Species} {Act}, and the {Institutional} {Challanges} of {New} {Age} {Environmental} {Protection}}, volume = {41}, language = {en}, number = {50}, journal = {Washburn Law Journal}, author = {Doremus, Holly}, month = jan, year = {2001}, } @misc{mercy_corps_adaptive_2016, title = {Adaptive {Management} {Self}-assessment tool}, url = {https://www.mercycorps.org/sites/default/files/2020-05/ADAPT_Self_Assessment.pdf}, abstract = {The Adaptive Management self-assessment tool has been designed to help teams assess the extent to which they have a supportive environment for adaptive management within their country program. The self-assessment tool helps you think about five different areas that have been identified as important for supporting adaptive management: 1. Culture \& leadership 2. Dynamic teams 3. Appropriate analysis 4. Responsive implementation \& operations 5. Enabling environment (for example donor funding and relationships)}, publisher = {Mercy Corps}, author = {mercy Corps}, year = {2016}, } @techreport{picon_adaptive_2015, title = {Adaptive {Management}: {Responding} to the evolving needs of {PRIME}'s complex systems}, url = {https://www.alnap.org/system/files/content/resource/files/main/PRIME%20-%20Adaptive%20Management.pdf}, urldate = {2019-05-21}, institution = {Mercy Corps}, author = {Picon, Diana and Wild, Lorenz}, year = {2015}, } @article{mclain_adaptive_1996, title = {Adaptive management: {Promises} and pitfalls}, volume = {20}, issn = {0364-152X, 1432-1009}, shorttitle = {Adaptive management}, url = {https://link.springer.com/article/10.1007/BF01474647}, doi = {10.1007/BF01474647}, abstract = {Proponents of the scientific adaptive management approach argue that it increases knowledge acquisition rates, enhances information flow among policy actors, and provides opportunities for creating shared understandings. However, evidence from efforts to implement the approach in New Brunswick, British Columbia, Canada, and the Columbia River Basin indicates that these promises have not been met. The data show that scientific adaptive management relies excessively on the use of linear systems models, discounts nonscientific forms of knowledge, and pays inadequate attention to policy processes that promote the development of shared understandings among diverse stakeholders. To be effective, new adaptive management efforts will need to incorporate knowledge from multiple sources, make use of multiple systems models, and support new forms of cooperation among stakeholders.}, language = {en}, number = {4}, urldate = {2017-07-18}, journal = {Environmental Management}, author = {McLain, Rebecca J. and Lee, Robert G.}, month = jul, year = {1996}, pages = {437--448}, } @techreport{hls_adaptive_2019, address = {London}, title = {Adaptive {Management} {Practice} in the {UK} {Government} - {The} {MUVA} case}, url = {https://www.humanlearning.systems/uploads/7685 CPI - FCDO case study V2- TL proof read version.pdf}, abstract = {Case study about the MUVA programme in Mozambique. (Maybe it "misses the point of AP which is not learning for learning. Is learning for impact. The word impact doesn’t even come up once!") Adaptive Management programming within the Foreign \& Commonwealth Development Office demonstrates that the UK Government has examples of optimising for learning within its existing management practice. However, currently, the adaptive management practices are unhelpfully framed by an approach which limits both their effectiveness and scope. The programmes use learning as their metastrategy. They succeed in connecting practicebased learning with strategic learning, and make a shift towards reframing accountability as accountability for learning. This learning strategy is enabled by funding and contract management arrangements which prioritise learning. Both at macro-level of programme management and micro level of de-risking experimentation and enabling necessary failure by decoupling people’s job security from potential failure.}, urldate = {2024-01-29}, institution = {Human Learning Systems}, author = {HLS}, year = {2019}, } @book{walters_adaptive_1986, address = {Basingstoke}, title = {Adaptive {Management} of {Renewable} {Resources}}, isbn = {978-0-02-947970-4}, url = {https://iiasa.dev.local/}, abstract = {The author challenges the traditional approach to dealing with uncertainty in the management of such renewable resources as fish and wildlife. He argues that scientific understanding will come from the experience of management as an ongoing, adaptive, and experimental process, rather than through basic research or the development of ecological theory. The opening chapters review approaches to formulating management objectives as well as models for understanding how policy choices affect the attainment of these objectives. Subsequent chapters present various statistical methods for understanding the dynamics of uncertainty in managed fish and wildlife populations and for seeking optimum harvest policies in the face of uncertainty. The book concludes with a look at prospects for adaptive management of complex systems, emphasizing such human factors involved in decision making as risk aversion and conflicting objectives as well as biophysical factors. Throughout the text dynamic models and Bayesian statistical theory are used as tools for understanding the behavior of managed systems. These tools are illustrated with simple graphs and plots of data from representative cases. This text/reference will serve researchers, graduate students, and resource managers who formulate harvest policies and study the dynamics of harvest populations, as well as analysts (modelers, statisticians, and stock assessment experts) who are concerned with the practice of policy design.}, language = {en}, urldate = {2023-11-07}, publisher = {Macmillan Publishers Ltd}, author = {Walters, C. J.}, year = {1986}, } @techreport{stankey_adaptive_2005, address = {Portland}, title = {Adaptive management of natural resources: theory, concepts, and management institutions.}, shorttitle = {Adaptive management of natural resources}, url = {https://www.fs.usda.gov/treesearch/pubs/20657}, abstract = {This report reviews the extensive and growing literature on the concept and application of adaptive management. Adaptive management is a central element of the Northwest Forest Plan and there is a need for an informed understanding of the key theories, concepts, and frameworks upon which it is founded. Literature from a diverse range of fields including social learning, risk and uncertainty, and institutional analysis was reviewed, particularly as it related to application in an adaptive management context. The review identifies opportunities as well as barriers that adaptive management faces. It concludes by describing steps that must be taken to implement adaptive management.}, language = {en}, number = {PNW-GTR-654}, urldate = {2019-02-25}, institution = {U.S. Department of Agriculture, Forest Service, Pacific Northwest Research Station}, author = {Stankey, George H. and Clark, Roger N. and Bormann, Bernard T.}, year = {2005}, doi = {10.2737/PNW-GTR-654}, } @article{williams_adaptive_2011, title = {Adaptive management of natural resources—framework and issues}, volume = {92}, issn = {03014797}, url = {https://linkinghub.elsevier.com/retrieve/pii/S0301479710003737}, doi = {10.1016/j.jenvman.2010.10.041}, abstract = {Adaptive management, an approach for simultaneously managing and learning about natural resources, has been around for several decades. Interest in adaptive decision making has grown steadily over that time, and by now many in natural resources conservation claim that adaptive management is the approach they use in meeting their resource management responsibilities. Yet there remains considerable ambiguity about what adaptive management actually is, and how it is to be implemented by practitioners. The objective of this paper is to present a framework and conditions for adaptive decision making, and discuss some important challenges in its application. Adaptive management is described as a two-phase process of deliberative and iterative phases, which are implemented sequentially over the timeframe of an application. Key elements, processes, and issues in adaptive decision making are highlighted in terms of this framework. Special emphasis is given to the question of geographic scale, the difficulties presented by non-stationarity, and organizational challenges in implementing adaptive management.}, language = {en}, number = {5}, urldate = {2019-02-25}, journal = {Journal of Environmental Management}, author = {Williams, Byron K.}, month = may, year = {2011}, pages = {1346--1353}, } @article{king_adaptive_2010, title = {Adaptive management of an environmental watering event to enhance native fish spawning and recruitment}, volume = {55}, copyright = {© 2009 Blackwell Publishing Ltd}, issn = {1365-2427}, url = {http://onlinelibrary.wiley.com/doi/abs/10.1111/j.1365-2427.2009.02178.x}, doi = {10.1111/j.1365-2427.2009.02178.x}, abstract = {1. A common goal of many environmental flow regimes is to maintain and/or enhance the river’s native fish community by increasing the occurrence of successful spawning and recruitment events. However, our understanding of the flow requirements of the early life history of fish is often limited, and hence predicting their response to specific managed flow events is difficult. To overcome this uncertainty requires the use of adaptive management principles in the design, implementation, monitoring and adjustment of environmental flow regimes. 2. The Barmah-Millewa Forest, a large river red gum forest on the Murray River floodplain, south-east Australia, contains a wide variety of ephemeral and permanent aquatic habitats suitable for fish. Flow regulation of the Murray River has significantly altered the natural flood regime of the Forest. In an attempt to alleviate some of the effects of river regulation, the Forest’s water regime is highly managed using a variety of flow control structures and also receives targeted Environmental Water Allocations (EWA). In 2005, the largest environmental flow allocated to date in Australia was delivered at the Forest. 3. This study describes the adaptive management approach employed during the delivery of the 2005 EWA, which successfully achieved multiple ecological goals including enhanced native fish spawning and recruitment. Intensive monitoring of fish spawning and recruitment provided invaluable real-time and ongoing management input for optimising the delivery of environmental water to maximise ecological benefits at Barmah-Millewa Forest and other similar wetlands in the Murray-Darling Basin. 4. We discuss possible scenarios for the future application of environmental water and the need for environmental flow events and regimes to be conducted as rigorous, large-scale experiments within an adaptive management framework.}, language = {en}, number = {1}, urldate = {2019-05-03}, journal = {Freshwater Biology}, author = {King, A. J. and Ward, K. A. and O’connor, P. and Green, D. and Tonkin, Z. and Mahoney, J.}, year = {2010}, keywords = {floodplain river, regulated flows}, pages = {17--31}, } @misc{green_adaptive_2016, title = {Adaptive {Management} looks like it’s here to stay. {Here}’s why that matters.}, url = {http://oxfamblogs.org/fp2p/adaptive-management-looks-like-its-hear-to-stay-heres-why-that-matters/}, abstract = {First installment of reflections on my US trip. This is on the rise of adaptive management approaches in USAID, and some of the questions it raises}, urldate = {2016-12-09}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = dec, year = {2016}, keywords = {IMPORTANT}, } @techreport{mclarnon_adaptive_2021, address = {Washington DC}, title = {Adaptive {Management}: {Learning} and {Action} {Approaches} to {Implementing} {Norms}-shifting {Interventions}}, url = {https://prevention-collaborative.org/wp-content/uploads/2021/08/IRH_2021_Adaptive-Management.pdf}, abstract = {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.}, language = {en}, urldate = {2022-10-24}, institution = {USAID / Passages}, author = {McLarnon, Courtney and Gayles, Jennifer and Deepan, Prabu}, month = jan, year = {2021}, } @misc{labs_adaptive_2016, title = {Adaptive {Management} {Leaders} {Launch} {Practical} {Adaptation} {Network} ({PAN})}, url = {http://feedbacklabs.org/adaptive-management-leaders-launch-practical-adaptation-network-pan/}, abstract = {Great things can happen at the frontier of theory and practice. When Feedback Labs worked with USAID’s Global Development Lab to bring together leaders in adaptive management at the White House on June 15th, we were pleased that we were able to move past the ongoing conceptual conversations toward discussing what we could do in concrete terms to implement adaptive management in practice.}, urldate = {2016-10-05}, journal = {FeedbackLabs}, author = {Labs, Feedback}, month = jul, year = {2016}, } @article{hasselman_adaptive_2017, title = {Adaptive management intentions with a reality of evaluation: {Getting} science back into policy}, volume = {78}, issn = {1462-9011}, shorttitle = {Adaptive management intentions with a reality of evaluation}, url = {http://www.sciencedirect.com/science/article/pii/S1462901116307857}, doi = {10.1016/j.envsci.2017.08.018}, abstract = {In Australia’s Murray-Darling Basin water reform has been contentious as government attempts to reconcile historical over allocation of water to irrigation with the use of water for environmental outcomes. However, in many aspects, scientific knowledge of the environment is either imperfect, incomplete or environmental responses are unpredictable, with this uncertainty preventing definitive policy and closure of political arguments. In response to uncertainty and knowledge gaps, adaptive management has been written into the legislation, along with provisions for periodic evaluation. This research ascertains how adaptive management is understood by policy makers, with this indicative of future implementation of adaptive management. The way in which adaptive management is constructed by policy makers is determined through legislation, public speeches, government reports and semi-structured interviews. The findings demonstrate that adaptive management has been subsumed by evaluation. The loss of adaptive management as a distinct concept is seen as a loss of science and discovery from the policy process, with the dominance of evaluation discussed as limiting innovation and reinforcing a ‘muddling through’ of policy.}, urldate = {2019-10-11}, journal = {Environmental Science \& Policy}, author = {Hasselman, Lyndal}, month = dec, year = {2017}, keywords = {Accountability, Adaptive Management, Evaluation, Science, Uncertainty}, pages = {9--17}, } @incollection{organ_adaptive_2012, title = {Adaptive management in wildlife conservation}, isbn = {978-1-4214-0159-1}, abstract = {Adaptive management in wildlife conservation emerged from the wildlife profession's search for better solutions to increasingly complex conservation challenges. Adaptive management is an effective process for wildlife managers to employ to (1) deal with uncertainty in the management system, (2) learn from their management actions, and (3) achieve desired results. Being adaptable or flexible in your management approach is not the same as managing adaptively or conducting adaptive management. Adaptive management requires adhering to a stepwise process and fully executing each step. A critical step is rigorous monitoring and assessment of management interventions. Without this, wildlife managers cannot achieve the essence of adaptive management, which is the explicit goal of learning more about the management system after each management action.}, booktitle = {The {Wildlife} {Society} {Techniques} {Manual}}, publisher = {Johns Hopkins UP}, author = {Organ, John and Decker, D.J. and McDonald, J.E. and Riley, Shawn and Mahoney, S.P.}, editor = {Silvy, Nova}, month = jan, year = {2012}, pages = {43--54}, } @article{gardner_adaptive_2013, title = {Adaptive {Management} in the {Face} of {Climate} {Change} and {Endangered} {Species} {Protection}}, volume = {40}, language = {en}, journal = {Ecology Law Quarterly}, author = {Gardner, Emily}, month = jan, year = {2013}, pages = {44}, } @article{fischman_adaptive_2010, title = {Adaptive {Management} in the {Courts}}, volume = {95}, url = {https://www.repository.law.indiana.edu/facpub/139}, abstract = {Adaptive management has become the tonic of natural resources policy. With its core idea of “learning while doing,” adaptive management has infused the natural resources policy world to the point of ubiquity, surfacing in everything from mundane agency permits to grand presidential proclamations. Indeed, it is no exaggeration to suggest that these days adaptive management is natural resources policy. But is it working? Does appending “adaptive” in front of “management” somehow make natural resources policy, which has always been about balancing competing claims to nature’s bounty, something more and better? Many legal and policy scholars have asked that question, with mixed reviews. Their evaluations, however, have rested on theory, program-specific surveys, and isolated case studies. This article provides the first comprehensive review of adaptive management from the perspective that likely matters most to the natural resource agencies practicing adaptive management - how is it faring in the courts? Part I of the Article examines the theory, policy, and practice of adaptive management, focusing on the experience of the federal resource management agencies. The end product in practice is something we call “a m-lite,” a watered down version of the theory that resembles ad hoc contingency planning more than it does planned “learning while doing.” This gap between theory and practice leads to profound disparities between how agencies justify decisions and how adaptive management in practice arrives at the courthouse doorsteps. In Part II we review how these disparities have played out in courts considering claims that agency practice of adaptive management has not lived up to its theoretical promise or to the legal demands of substantive and procedural environmental law. We extract three key themes from the body of case law in this respect. Part III extends from the existing case law to draw lessons for agencies and Congress about the future practice of adaptive management. Our ultimate message to agencies is that a m-lite can be an effective decision method - and one that survives judicial scrutiny - but agencies must be more disciplined about its design and implementation. This includes resisting the temptation to employ adaptive management to dodge burdensome procedural requirements, substantive management criteria, and contentious stakeholder participation. If faithfully followed and enforced, this model, despite its flaws, could serve as an important component of natural resources policy to confront problems of the future as daunting as climate change.}, journal = {Minnesota Law Review}, author = {Fischman, Robert L. and Ruhl, J.B.}, month = jan, year = {2010}, pages = {424--484}, } @techreport{prieto_martin_adaptive_2020, address = {Brighton}, title = {Adaptive {Management} in {SDC}: {Challenges} and {Opportunities}}, copyright = {© Swiss Agency for Development and Cooperation (SDC) 2019 All rights reserved. Reproduction, copy, transmission, or translation of any part of this publication may be made only under the following conditions: • with the prior permission of the publisher; or • with a licence from the Copyright Licensing Agency Ltd., 90 Tottenham Court Road, London W1P 9HE, UK, or from another national licensing agency; or • under the terms set out below. This publication is copyright, but may be reproduced by any method without fee for teaching or nonprofit purposes, but not for resale. Formal permission is required for all such uses, but normally will be granted immediately. For copying in any other circumstances, or for re-use in other publications, or for translation or adaptation, prior written permission must be obtained from the publisher and a fee may be payable.}, shorttitle = {Adaptive {Management} in {SDC}}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/15117}, abstract = {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 complex and dynamic problems cannot be identified at the outset of a programme but need to emerge throughout the process of implementation as a result of systematic and intentional monitoring and learning. The generic AM process typically involves an iterative cycle of design, implementation, reflection and adaptation activities, supported both by system monitoring and stakeholder involvement to obtain a better understanding of the evolving system and improve how the intervention is managed. A favourable context for AM in development. During recent decades, the international development sector has aimed to increase its results and impact orientation. As a result, a growing number of development organisations and governments have become increasingly aware of the limitations of traditional ‘linear and prescriptive’ programming approaches. They are now recognising the need to handle complexity better, and have begun to adapt their policies and practices to facilitate adaptive approaches. The World Bank, for example, now acknowledges that aid agencies need to increase flexibility of implementation, tolerate greater risk and ambiguity, devolve power from aid providers to aid partners, and avoid simplistic linear schemes for measuring results. Multilateral and bilateral organisations such as the World Bank, the United Kingdom’s (UK) Department for International Development (DFID) and the United States Agency for International Development (USAID) are currently experimenting with adaptive approaches. A multitude of adaptive approaches and communities of practice have emerged that aim to improve the effectiveness of aid, including Collaborating, Learning, and Adapting, Thinking and Working Politically, Doing Development Differently, Market Systems Development, Conflict-Sensitive Programme Management, and Science of Delivery. Since generic AM approaches have existed for decades in other sectors, AM has the potential to act as a neutral ‘bridge language’ that facilitates exchange and learning among the different communities and donors. This report is the result of a learning partnership between the Swiss Agency for Development and Cooperation (SDC) and the Institute of Development Studies (IDS). It assesses the relevance of AM to SDC, how it relates to working practices across SDC, and the key challenges and opportunities for SDC. Its process of elaboration involved a literature review on AM, an exploration of AM approaches from several bilateral donors, a series of 6 interviews with SDC staff and partners working in different countries and thematic domains, and a learning workshop at SDC headquarters (HQ), where staff from several SDC divisions reflected on AM and on how to advance the organisation’s capacity for adaptive programming and learning.}, language = {en}, urldate = {2021-03-04}, institution = {IDS}, author = {Prieto Martin, Pedro and Apgar, Marina and Hernandez, Kevin}, month = jan, year = {2020}, } @techreport{maclay_adaptive_2016, title = {Adaptive {Management} in {Practice}: a case study on the {Prospects} program}, abstract = {Recognising that aid and development programming takes place in complex contexts, Mercy Corps is increasingly seeking to understand how best to manage programs which iterate, adapt and respond to the consistently evolving settings in which we work. This brief Practice Paper provides some examples of what adaptive management looks like in practice on the Prospects youth employment program in Liberia. It does not seek to function as a manual or set of guidelines, but simply provides some practical examples and insights into how a youth employment program governed by principles of adaptive management operates.}, language = {en}, institution = {Mercy Corps}, author = {Maclay, Chris}, month = apr, year = {2016}, pages = {20}, } @article{wilhere_adaptive_2002, title = {Adaptive {Management} in {Habitat} {Conservation} {Plans}}, volume = {16}, issn = {0888-8892, 1523-1739}, url = {http://doi.wiley.com/10.1046/j.1523-1739.2002.00350.x}, doi = {10.1046/j.1523-1739.2002.00350.x}, abstract = {Habitat conservation plans (HCPs) allow incidental take of threatened or endangered species in exchange for conservation measures that minimize and mitigate such taking. Habitat conservation plans entail a compromise between regulatory certainty and scientific uncertainty. This compromise is controversial because many HCPs are thought to inadequately address scientific uncertainty. Adaptive management is the systematic acquisition and application of reliable information to improve natural resource management over time. Ideally, under adaptive management, conservation strategies are implemented as a deliberate experiment. This approach can establish cause-and-effect relationships and point the way toward optimal strategies. Adaptive management has been promoted as essential to management under uncertainty, but few HCPs incorporate genuine adaptive management. Habitat conservation plans will continue to lack adaptive management until certain conditions are met, such as acknowledgment that an HCP is a management hypothesis, landowner interest in improving biological outcomes, and sufficient financial resources. Economic incentives would encourage adaptive management in HCPs. Habitat conservation plan permittees might receive direct payments or tax deductions for reliable information that benefits a species. “Mitigation credits” could be awarded for information produced through adaptive management. In effect, habitat would be exchanged for information that benefits a species. Successful use of mitigation credits would depend on correctly valuing information and enforcement of the U.S. Endangered Species Act. Under a “precautionary polluter pays principle,” an HCP permittee would put up an environmental assurance bond. Portions of the bond are returned with interest as adaptive management demonstrates that environmental damages are unlikely to occur. Funds spent on adaptive management are funds unavailable for habitat protection, so limited financial resources may force a compromise between protecting habitat and acquiring knowledge.}, language = {en}, number = {1}, urldate = {2019-02-25}, journal = {Conservation Biology}, author = {Wilhere, George F.}, month = feb, year = {2002}, pages = {20--29}, } @techreport{noauthor_adaptive_2014, address = {London}, title = {Adaptive management in aid programmes}, url = {https://beamexchange.org/resources/185/}, abstract = {Aid works better – especially in complex and conflict-affected environments – when there is scope to trial and adapt programme strategies. So argues Amir Allana in Navigating Complexity, a case study of Northern Karamoja's Growth, Health and Governance (GHG) Programme that is adopting an 'adaptive management' approach. This BEAM Exchange webinar invited Amir, Tim Sparkman and Peter Roggekamp to discuss lessons from their work in Uganda and Cambodia. What does adaptive management look like in practice? And what does it require of managers and funders to make it happen? Tim and Peter share their experiences of applying adaptive management techniques to the Growth, Health and Governance Programme and the Cambodia Agricultural Value Chain Program (CAVAC). Amir highlight insights from the Navigating Complexity report, including the importance of office culture, consistent management signals, and the role of supportive tools and processes.}, urldate = {2016-10-25}, institution = {BEAM Exchange}, year = {2014}, } @article{williams_adaptive_2014, title = {Adaptive {Management}: {From} {More} {Talk} to {Real} {Action}}, volume = {53}, issn = {0364-152X}, shorttitle = {Adaptive {Management}}, url = {http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4544568/}, doi = {10.1007/s00267-013-0205-7}, abstract = {The challenges currently facing resource managers are large-scale and complex, and demand new approaches to balance development and conservation goals. One approach that shows considerable promise for addressing these challenges is adaptive management, which by now is broadly seen as a natural, intuitive, and potentially effective way to address decision-making in the face of uncertainties. Yet the concept of adaptive management continues to evolve, and its record of success remains limited. In this article, we present an operational framework for adaptive decision-making, and describe the challenges and opportunities in applying it to real-world problems. We discuss the key elements required for adaptive decision-making, and their integration into an iterative process that highlights and distinguishes technical and social learning. We illustrate the elements and processes of the framework with some successful on-the-ground examples of natural resource management. Finally, we address some of the difficulties in applying learning-based management, and finish with a discussion of future directions and strategic challenges.}, number = {2}, urldate = {2017-01-09}, journal = {Environmental Management}, author = {Williams, Byron K. and Brown, Eleanor D.}, year = {2014}, pmid = {24271618}, pmcid = {PMC4544568}, keywords = {IMPORTANT}, pages = {465--479}, } @inproceedings{loveridge_adaptive_2007, address = {Melbourne}, title = {Adaptive {Management} for {International} {Development} {Programs}}, url = {https://www.aes.asn.au/images/images-old/stories/files/conferences/2007/Papers/Donna%20Loveridge.pdf}, abstract = {Capacity development, that is “the process whereby people, organisations and society as a whole unleash, strengthen, create, adapt and maintain capacity over time” (OECD 2005) has been a key aim of international aid programs. However, capacity development efforts have not met with resounding success despite approximately 25\%, or USD15 billion a year, being spent by donors in recent years on technical assistance1 which has predominantly been aimed at developing capacity. A 1998 review by the World Bank (World Bank 1998) found that the success rate for capacity development efforts was between 30 – 40\%. The Commission for Africa (2005) noted in 2005 that achievements were below expectations. The OECD (2007) sees capacity development as being one of the areas which are least responsive to development assistance and therefore one of the greatest challenges. This paper proposes that development practitioners and donors could benefit from taking an evaluative inquiry-type of approach to the design, implementation and monitoring and evaluation of capacity development programs. An alternative approach, “adaptive management”, is proposed. Adaptive management moves away from a rational linear A + B = C approach to capacity development towards constructing and testing theories of change2 for knowledge generation, adaptation and program improvement.}, urldate = {2023-08-18}, author = {Loveridge, Donna}, year = {2007}, } @article{fernandez-gimenez_adaptive_2008, title = {Adaptive {Management} and {Social} {Learning} in {Collaborative} and {Community}-{Based} {Monitoring}: a {Study} of {Five} {Community}-{Based} {Forestry} {Organizations} in the western {USA}}, volume = {13}, copyright = {© 2008 by the author(s)}, issn = {1708-3087}, shorttitle = {Adaptive {Management} and {Social} {Learning} in {Collaborative} and {Community}-{Based} {Monitoring}}, url = {https://www.ecologyandsociety.org/vol13/iss2/art4/main.html}, doi = {10.5751/ES-02400-130204}, abstract = {Fernandez-Gimenez, M. E., H. L. Ballard, and V. E. Sturtevant. 2008. Adaptive management and social learning in collaborative and community-based monitoring: a study of five community-based forestry organizations in the western USA. Ecology and Society 13(2): 4. https://doi.org/10.5751/ES-02400-130204}, language = {en}, number = {2}, urldate = {2019-05-03}, journal = {Ecology and Society}, author = {Fernandez-Gimenez, Maria and Ballard, Heidi and Sturtevant, Victoria}, month = jul, year = {2008}, } @techreport{blackstock_adaptive_2016, title = {Adaptive management: an overview of the concept and its practical application in the {Scottish} context}, language = {en}, institution = {The James Hutton Institute}, author = {Blackstock, Kirsty and Brown, Katrina and Gimona, Alessandro and Prager, Katrin and Irvine, Justin}, year = {2016}, pages = {24}, } @misc{guerzovich_adaptive_2023, title = {Adaptive {Management} {Across} {Project} {Cycles}: {Look} into {Coherence} in {Time}}, shorttitle = {Adaptive {Management} {Across} {Project} {Cycles}}, url = {https://medium.com/@florcig/adaptive-management-across-project-cycles-look-into-coherence-in-time-ab99caa3a9e5}, abstract = {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 interventions/portfolios. In the third post, I bring Paul Pierson’s groundbreaking argument for social science to MEL. Paraphrasing, most contemporary MEL takes a “snapshot” view of interventions and portfolios, distorting their effects and meaning by ripping them from their temporal context. Instead, we should place in time interventions/portfolios with the ambition to add more than the sum of the part by constructing MEL systems looking at “moving pictures” rather than taking snapshots. ...}, language = {en}, urldate = {2023-08-10}, journal = {Medium}, author = {Guerzovich, Florencia}, month = aug, year = {2023}, } @techreport{salafsky_adaptive_2001, address = {Bethesda}, title = {Adaptive {Management}: {A} {Tool} for {Conservation} {Practitioners}}, language = {en}, institution = {Foundations of Success}, author = {Salafsky, Nick and Margoluis, Richard and Redford, Kent}, year = {2001}, pages = {53}, } @techreport{byom_adaptive_2020, address = {Washington DC}, title = {Adaptive management: {A} practical guide to mitigating uncertainty and advancing evidence-based programming}, shorttitle = {Adaptive management}, url = {https://www.pactworld.org/library/adaptive-management-practical-guide-mitigating-uncertainty-and-advancing-evidence-based}, abstract = {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 with an introduction to adaptive management, then walks through successive steps to determine how much adaptation a project requires and how to design an appropriate system. The second half of this guidebook contains a toolkit of examples and templates that projects can tailor to their needs.}, language = {en}, urldate = {2021-01-04}, institution = {PACT}, author = {Byom, K. and Ingram, M. and Oakley, A. and Serpe, L.}, month = oct, year = {2020}, } @incollection{johnson_adaptive_1999, address = {Oxford}, title = {Adaptive {Management}}, isbn = {978-0-08-043206-9}, url = {https://www.amazon.com/Ecological-Stewardship-Reference-Ecosystem-Management/dp/0080432069}, abstract = {Wagner}, language = {en}, booktitle = {Ecological stewardship: a common reference for ecosystem management}, publisher = {Elsevier Science}, author = {Bormann, B.T. and Martin, J.R. and Wagner, F.H. and Wood, G.W. and Alegria, J.}, editor = {Johnson, Nels and Sexton, W. T.}, year = {1999}, note = {Google-Books-ID: a5vuAAAAMAAJ}, keywords = {Conservation of natural resources, Ecology, Ecosystem management, Ecosystem management - United States, Environmental Science, Environmental management, Wildlife}, } @incollection{jenal_adaptive_2019, title = {Adaptive {Management}}, url = {https://www.mesopartner.com/fileadmin/media_center/Annual_Reflections/AR2019-ENG-Art3.pdf}, urldate = {2019-09-20}, booktitle = {Annual {Reflection} 2019}, publisher = {Mesopartner}, author = {Jenal, Marcus and Cunningham, Shawn}, month = jun, year = {2019}, } @techreport{ross_adaptive_2021, address = {Washington DC}, title = {Adaptive {Learning} {Guide}: {A} pathway to stronger collaboration, learning, and adapting}, abstract = {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 in dynamic, often unpredictable environments. Unexpected turns of events will occur. Progress is rarely, if ever, linear. Integrating the principles and practices of USAID’s Collaborating, Learning, and Adapting Toolkit into projects and initiatives requires designing for learning and adaptation. We intend the guide to serve as a “starting point” for interested individuals and teams to begin or strengthen the processes that support the integration of adaptive learning into project work.}, language = {en}, institution = {USAID MOMENTUM Knowledge Accelerator}, author = {Ross, Joey and Karlage, James and Etheridge, James and Alade, Mayowa and Fifield, Jocelyn and Goodwin, Christian and Semrau, Katherine and Hirschhorn, Lisa}, month = mar, year = {2021}, pages = {86}, } @techreport{guerzovich_adaptive_2014, title = {Adaptive {Learning}}, url = {http://gpsaknowledge.org/wp-content/uploads/2016/04/NOTE_march.pdf}, urldate = {2017-06-09}, institution = {Global Partnership for Social Accountability}, author = {Guerzovich, Florencia and Poli, Maria}, month = aug, year = {2014}, } @techreport{ramalingam_adaptive_2020, address = {London}, type = {Briefing note}, title = {Adaptive leadership in the coronavirus response}, url = {https://www.odi.org/publications/16817-adaptive-leadership-coronavirus-response-bridging-science-policy-and-practice}, abstract = {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? Recent experience highlights the need for adaptive leadership in national and global responses to the outbreak. This briefing paper sets out key principles for what this might look like, and proposes a roadmap for policy-makers, practitioners and researchers to move towards such an approach as they tackle the unfolding crisis. Key messages Tackling the coronavirus outbreak requires adaptation at operational and leadership levels. Operationally, there is scope to strengthen evidence-based adaptive management practices, to adjust the mix and type of interventions being implemented and learn as we go so as to achieve shared goals. This requires adaptive leadership capacities, being open and transparent about learning, using collective decision-making processes and building trust with communities and individuals.}, language = {en}, institution = {ODI}, author = {Ramalingam, Ben and Wild, Leni and Ferrari, Matt}, month = apr, year = {2020}, pages = {8}, } @techreport{moran_adaptive_2017, title = {Adaptive {Leadership} in {Development} course}, url = {https://www.edx.org/course/adaptive-leadership-development-uqx-lgdm3x}, urldate = {2017-07-11}, institution = {University of Queensland}, author = {Moran, Mark and Curth-Bibb, Jodie and Grice, Tim and Glavey, Sarah}, year = {2017}, } @book{highsmith_adaptive_2013, edition = {1st}, title = {Adaptive {Leadership}: {Accelerating} {Enterprise} {Agility}}, isbn = {978-0-13-359844-5}, shorttitle = {Adaptive {Leadership}}, url = {http://www.informit.com/store/adaptive-leadership-accelerating-enterprise-agility-9780133598445}, urldate = {2016-11-04}, publisher = {Addison-Wesley Professional.}, author = {Highsmith, Jim}, month = nov, year = {2013}, } @article{riley_adaptive_2003, title = {Adaptive {Impact} {Management}: {An} {Integrative} {Approach} to {Wildlife} {Management}}, volume = {8}, issn = {1087-1209, 1533-158X}, shorttitle = {Adaptive {Impact} {Management}}, url = {http://www.tandfonline.com/doi/abs/10.1080/10871200304301}, doi = {10.1080/10871200304301}, language = {en}, number = {2}, urldate = {2019-02-25}, journal = {Human Dimensions of Wildlife}, author = {Riley, Shawn and Siemer, William and Decker, Daniel and Carpenter, Len and Organ, John and Berchielli, Louis}, month = jun, year = {2003}, pages = {081--095}, } @techreport{gokhale_adaptive_2023, address = {Boston}, title = {Adaptive {Evaluation}: {A} {Complexity}-based approach to {Systematic} {Learning} for {Innovation} and {Scaling} in {Development}}, abstract = {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 commonly used in international development, including Randomized Control Trials (RCT) and quasi-experimental methods, are good at assessing specific effects of interventions but are not designed for the change processes inherent to innovation and scaling within a system. There is a need to reconstruct how we use existing measurement tools, techniques, and methodologies so that they capture the complexity of the environment in which an intervention or change occurs. We introduce Adaptive Evaluation, designed to learn at various levels of complexity while supporting the transformation needed to foster sustainable change. An Adaptive Evaluation uses three main approaches to work with complex questions—systems diagnosis, theorybased assessment of change processes, and iterative designs. An Adaptive Evaluation typically builds hypotheses from field-based interactions, emphasizes learning over testing, advocates open-mindedness with techniques, and appreciates the value of dialogue and participation in navigating complex processes. It can use RCT or similar techniques to analyse specific processes within a system or a development cycle, but these are embedded in a broader approach to assessment and interpretation. It is designed to be flexible and adjust to shifting contexts. Finally, an Adaptive Evaluation can be applied at any stage in a complex intervention's lifecycle, from the interpretation of the system and change processes to rapid experimentation, prototyping, and testing of select interventions, and then adaptation to different settings for impact at scale. This paper provides the theoretical basis for an Adaptive Evaluation—the main approaches, core ideology, process, and applications.}, language = {en}, number = {428}, institution = {Center for International Development, Harvard University}, author = {Gokhale, Siddhant and Walton, Michael}, month = mar, year = {2023}, } @incollection{jones_adaptive_1985, address = {Toronto}, title = {Adaptive environmental assessment and management: a new approach to environmental impact assessment}, shorttitle = {(21) ({PDF}) {Adaptive} environmental assessment and management}, url = {https://www.researchgate.net/publication/235746085_Adaptive_environmental_assessment_and_management_a_new_approach_to_environmental_impact_assessment}, language = {en}, urldate = {2019-03-28}, booktitle = {New directions in environmental impact assessment in {Canada}}, publisher = {Methuen}, author = {Jones, Michael L. and Greig, Lorne A.}, editor = {MacLaren, V and Whitney, J.}, year = {1985}, } @book{holling_adaptive_1978, address = {Chichester}, series = {International series on applied systems analysis}, title = {Adaptive environmental assessment and management}, isbn = {978-0-471-99632-3}, url = {http://pure.iiasa.ac.at/id/eprint/823/1/XB-78-103.pdf}, number = {3}, urldate = {2023-11-07}, publisher = {Wiley}, editor = {Holling, C. S.}, year = {1978}, keywords = {Ecology, Economic development, Environmental impact analysis, Environmental protection}, } @techreport{feedback_labs_adaptive_2018, title = {Adaptive {Development} {Switchboard} - {Final} {Report} ({Internal} {Document})}, institution = {LearnAdapt Programme}, author = {Feedback Labs}, year = {2018}, } @misc{vowles_adaptive_2016, title = {Adaptive development: great progress and some niggles}, shorttitle = {Adaptive development}, url = {https://medium.com/@PeteVowles/are-log-frames-stifling-globaldev-24c5dd737b32#.20a00s8xw}, abstract = {After 3 years in DFID headquarters, championing adaptive approaches to the delivery of aid and development programmes, I am back in an…}, urldate = {2016-08-05}, journal = {Medium}, author = {Vowles, Pete}, month = jul, year = {2016}, } @misc{simpson_adaptive_2020, title = {Adaptive {Bureaucracies}: lessons from {DFID} to the world}, shorttitle = {Adaptive {Bureaucracies}}, url = {https://medium.com/learnadapt/adaptive-bureaucracies-lessons-from-dfid-to-the-world-20c72b46d565}, abstract = {How many times have you worked on something that you know is failing, or just isn’t going as well as we’d all have hoped, but haven’t had…}, language = {en}, urldate = {2020-10-14}, journal = {LearnAdapt}, author = {Simpson, Lea}, month = feb, year = {2020}, } @incollection{ahlers_adaptive_2011, address = {Plymouth}, title = {’{Adaptive} {Authoritarianism}’ in {Contemporary} {China}: {Identifying} {Zones} of {Legitimacy} {Building}}, url = {https://www.academia.edu/11309310/_Adaptive_Authoritarianism_in_Contemporary_China_Identifying_Zones_of_Legitimacy_Building_2011_}, abstract = {Anna L. Ahlers and Gunter Schubert, ’Adaptive Authoritarianism’ in Contemporary China: Identifying Zones of Legitimacy Building, in: Deng Zhenglai and Guo Sujian (eds), Reviving Legitimacy: Lessons for and from China, Lanham: Lexington Books (2011),}, language = {en}, urldate = {2018-08-21}, booktitle = {Reviving {Legitimacy}: {Lessons} for and from {China}}, publisher = {Lexington Book}, author = {Ahlers, Anna Lisa and Schubert, Gunter}, editor = {Zhenglai, Deng and Guo, Sujian}, year = {2011}, } @techreport{brinkerhoff_adapting_2018, title = {Adapting to {Learn} and {Learning} to {Adapt}: {Practical} {Insights} from {International} {Development} {Projects}}, shorttitle = {Adapting to {Learn} and {Learning} to {Adapt}}, url = {https://www.rti.org/rti-press-publication/adapting-learn-and-learning-adapt}, abstract = {Adaptive programming and management principles focused on learning, experimentation, and evidence-based decision making are gaining traction with donor agencies and implementing partners in international development. Adaptation calls for using learning to inform adjustments during project implementation. This requires information gathering methods that promote reflection, learning, and adaption, beyond reporting on pre-specified data. A focus on adaptation changes traditional thinking about program cycle. It both erases the boundaries between design, implementation, and evaluation and reframes thinking to consider the complexity of development problems and nonlinear change pathways.Supportive management structures and processes are crucial for fostering adaptive management. Implementers and donors are experimenting with how procurement, contracting, work planning, and reporting can be modified to foster adaptive programming. Well-designed monitoring, evaluation, and learning systems can go beyond meeting accountability and reporting requirements to produce data and learning for evidence-based decision making and adaptive management. It is important to continue experimenting and learning to integrate adaptive programming and management into the operational policies and practices of donor agencies, country partners, and implementers. We need to devote ongoing effort to build the evidence base for the contributions of adaptive management to achieving international development results.}, language = {en}, urldate = {2023-08-18}, institution = {RTI Press}, author = {Brinkerhoff, Derick W. and Frazer, Sarah and McGregor, Lisa}, month = jan, year = {2018}, doi = {10.3768/rtipress.2018.pb.0015.1801}, } @article{brinkerhoff_adapting_2018, title = {Adapting to learn and learning to adapt: {Practical} insights from international development projects}, shorttitle = {Adapting to learn and learning to adapt}, url = {https://www.rti.org/rti-press-publication/adapting-learn-and-learning-adapt-practical-insights-international-development-projects}, abstract = {Adaptive programming and management principles focused on learning, experimentation, and evidence-based decision making are gaining traction with donor agencies and implementing partners in international development. Adaptation calls for using learning to inform adjustments during project implementation. This requires information gathering methods that promote reflection, learning and adaption, beyond reporting on pre-specified data. A focus on adaptation changes traditional thinking about program cycle.}, language = {en}, urldate = {2018-01-15}, journal = {RTI}, author = {Brinkerhoff, Derick and Frazer, Sarah}, month = jan, year = {2018}, } @techreport{rasmussen_adapting_2014, address = {Toronto}, title = {Adapting lean thinking to market systems development: {Principles} and practices for donors/funders}, url = {http://www.seepnetwork.org/adapting-lean-thinking-to-market-systems-development--principles-and-practices-for-donors-funders-resources-1315.php}, abstract = {The purpose of this paper is to provide funders and implementers of market systems development (MSD) projects with principles, practices, and structures that enables these projects to thrive. It is based on a book that has sold millions of copies worldwide, and a school of thought taught at institutions such as Harvard Business School and practiced in companies ranging from giants such as Toyota to the most successful tech start-ups in Silicon Valley. Published in 2011, Eric Ries wrote the Lean Startup as a remedy to the countless start-ups that create their own demises by getting started with the wrong goals, the wrong structures, and the wrong processes. He outlines an approach that enables the startup to navigate ambiguity and risk while using resources effectively. The conditions a MSD project faces are remarkably similar to those which a startup business faces; it needs structures and processes that are matched to the unpredictable, complex environment which it is attempting to influence. MSD projects can thus benefit from private-sector thought leadership on how start-ups can situate themselves for success. This paper starts with an overview of lean thinking, a concept that derives from lean manufacturing which is widely accepted as the leading approach to modern manufacturing. It explains how Ries’s Lean Startup adapts these principles, and then it in turn adapts these ideas for market systems development. The following three sections provide an overview of Lean Startup concepts, applying them to the development sector as appropriate. The final section summarizes and makes suggestions on next steps for funders who wish to set MSD projects up for success using a lean approach. Overall, the paper builds a case for how the Lean Startup’s approach can enable MSD projects to work successfully in ambiguity and increase their potential for achieving robust and sustainable results, all while using donor resources more efficiently.}, urldate = {2017-02-18}, institution = {Engineers without borders}, author = {Rasmussen, Leanne}, year = {2014}, keywords = {Adaptive Development, Lean}, } @techreport{wild_adapting_2015, address = {London}, title = {Adapting development: improving services to the poor}, shorttitle = {Adapting development}, url = {https://www.odi.org/publications/8125-adapting-development-service-delivery-sdgs}, abstract = {On current trends, it will take decades or longer to bring basic services to the world’s most disadvantaged people. Meeting this challenge means recognising the political conditions that enable or obstruct development progress - a radical departure from the approach of the Millennium Development Goals.}, urldate = {2016-05-11}, institution = {ODI}, author = {Wild, Leni and Booth, David and Cummings, Clare and Foresti, Marta and Wales, Joseph}, month = feb, year = {2015}, keywords = {Practice}, } @techreport{ziegler_adapting_2020, title = {Adapting data collection and utilisation to a {Covid}-19 reality: {Monitoring}, evaluation and learning approaches for adaptive management}, abstract = {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 identifies other sources that address these issues in more detail. It concludes with a discussion of how to bring the information resulting from remote monitoring into decision-making to enable adaptive management. Key messages - When planning for remote data collection during the Covid-19 pandemic, first determine what information is still necessary, because data needs may have changed, e.g. if programming has pivoted or needs to pivot due to Covid-19. Then identify how the programme’s information needs align with existing data sources and what gaps remain, which will guide the need for remote data collection. - Also consider what data is ‘good enough’ for current decision-making needs in order to provide sufficient information to the right people at the right time to an acceptable standard of rigour. - There may be pragmatic reasons to reduce the number or scope of MEL activities, such as logistical constraints or ethical considerations introduced by the pandemic. - MEL activities should be accompanied by frequent feedback loops and pause points to reflect on emergent needs and challenges, information needs that have been met, and contextual changes that may affect MEL. - Be clear with decision-makers about the assumptions and gaps in the data, including proxies used and their limitations, sampling changes, and how these changes and assumptions may affect the decisions/options being discussed.}, language = {en}, institution = {ODI/GLAM}, author = {Ziegler, Jessica and Mason, Paige}, year = {2020}, pages = {11}, } @techreport{algoso_adapting_2016, title = {Adapting {Aid}: {Lessons} from six case studies}, institution = {MercyCorps \& IRC}, author = {Algoso, Dave and Beloe, Jon and Hemberger, Alison and Hill, Philippa and Proud, Emma}, year = {2016}, keywords = {IMPORTANT}, } @techreport{castillejo_adaptation_2020, address = {London}, type = {Briefing paper}, title = {Adaptation in practice: lessons from teenage pregnancy programmes in {Sierra} {Leone}}, shorttitle = {Adaptation in practice}, url = {https://www.odi.org/publications/16732-adaptation-practice-lessons-teenage-pregnancy-programmes-sierra-leone}, abstract = {A discussion of initial learning emerging from the SLRC ’Adaptive approaches to reducing teenage pregnancy in Sierra Leone’ action research project.}, language = {en}, urldate = {2021-02-18}, institution = {ODI}, author = {Castillejo, Clare and Buell, Stephanie}, month = mar, year = {2020}, } @book{mckeown_adaptability:_2012, address = {Philadelphia, PA}, edition = {1st ed}, title = {Adaptability: the art of winning in an age of uncertainty}, isbn = {978-0-7494-6524-7 978-0-7494-6460-8}, shorttitle = {Adaptability}, publisher = {Kogan Page}, author = {McKeown, Max}, year = {2012}, keywords = {Adaptability (Psychology), Success}, } @book{harford_adapt:_2012, address = {London}, title = {Adapt: {Why} {Success} {Always} {Starts} with {Failure}}, isbn = {978-0-349-12151-2}, shorttitle = {Adapt}, url = {https://www.amazon.co.uk/dp/B004XCFJ4S}, abstract = {Everything we know about solving the world's problems is wrong. Out: Plans, experts and above all, leaders. In: Adapting - improvise rather than plan; fail, learn, and try againIn this groundbreaking new book, Tim Harford shows how the world's most complex and important problems - including terrorism, climate change, poverty, innovation, and the financial crisis - can only be solved from the bottom up by rapid experimenting and adapting.From a spaceport in the Mojave Desert to the street battles of Iraq, from a blazing offshore drilling rig to everyday decisions in our business and personal lives, this is a handbook for surviving - and prospering - in our complex and ever-shifting world.}, language = {English}, publisher = {Abacus}, author = {Harford, Tim}, month = mar, year = {2012}, } @misc{adapt_llc_adapt_nodate, title = {Adapt {LLC}}, url = {https://adapt-consult.com/}, abstract = {Doing Development Differently… Adapt LLC provides expertise to international development practitioners seeking to improve the impacts of their investments through a more in-depth understanding of the political and economic risks and opportunities associated with programming in complex environments. The Adapt team enhances the design and implementation of international development assistance strategies, programs, and projects around the world.}, language = {en-US}, urldate = {2022-07-01}, journal = {Adapt Consult}, author = {Adapt LLC}, } @misc{irc_adapt_2016, title = {{ADAPT}: {Analysis} {Driven} {Agile} {Programming} {Techniques}}, shorttitle = {{ADAPT}}, url = {https://www.rescue.org/adaptcasestudies}, abstract = {A growing body of research indicates that aid agencies are most successful when able to operate flexibly, particularly in fragile environments. Yet our systems and tools are often too rigid to effectively address complex problems, and program incentives frequently undermine adaptation instead of supporting it. To drive improvements in impact we need to be better able to analyse the dynamics of a given situation, anticipate how these might evolve, and be sufficiently agile to adapt to changes in context and need.}, urldate = {2016-08-05}, journal = {International Rescue Committee (IRC)}, author = {IRC}, month = jun, year = {2016}, } @misc{+acumen_+acumen_2017, title = {+{Acumen} {MOOC}: {Adaptive} {Leadership}: {Mobilizing} for {Change} and {Disrupting} the {Status} {Quo}}, shorttitle = {Adaptive {Leadership}}, url = {http://www.plusacumen.org/courses/adaptive-leadership}, abstract = {This four-module course by +Acumen and Adaptive Change Advisors on adaptive leadership, which is a practical leadership framework developed at Harvard Kennedy School for driving systemic change, particularly during times of uncertainty or when there are no easy answers.}, urldate = {2017-06-07}, journal = {NovoEd}, author = {+Acumen}, year = {2017}, } @techreport{honig_actually_2020, address = {Washington DC}, title = {Actually {Navigating} by {Judgment}: {Towards} a new paradigm of donor accountability where the current system doesn’t work}, shorttitle = {Actually {Navigating} by {Judgment}}, url = {https://www.cgdev.org/publication/actually-navigating-judgment-towards-new-paradigm-donor-accountability-where-current}, abstract = {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.}, language = {en}, urldate = {2020-02-14}, institution = {Center for Global Development}, author = {Honig, Dan}, month = feb, year = {2020}, } @techreport{usaid_acquisition_2018, title = {Acquisition and {Assistance} {Strategy} - {USAID}}, url = {http://sk.sagepub.com/reference/disasterrelief/n303.xml}, abstract = {The U.S. Agency for International Development (USAID) of tomorrow is one in which the Agency enables partner countries to plan, resource, and manage their own development through strengthened capacity and commitment — this is the essence of the Journey to Self-Reliance. In Fiscal Year (FY) 2018, the Agency obligated over 80 percent of its programmatic funding — a total of \$17 billion — through acquisition and assistance (A\&A) mechanisms. Partnering and procurement are central to how we do our work. Therefore, we must think holistically about with whom we work and how we work, if we are to achieve our ambitious goals for the USAID of tomorrow. The purpose of this document is to provide a transparent strategy that guides changes to Agency policy and practice for both our staff and implementing partners in how we approach our core A\&A work. This strategy, which builds on previous and current reform efforts, outlines the shifts we will make to embrace a self-reliance model for A\&A and move concretely toward the goal of ending the need for foreign assistance. GUIDING PRINCIPLES OF PARTNERING AT USAID USAID’s partnering approaches have evolved significantly over time as we have tested new and innovative ways of working. The principles outlined below support the Journey to Self-Reliance by empowering our staff and partners to produce results-driven solutions responsive to partner country needs and priorities — building capacity and commitment based on creative and entrepreneurial approaches that have already begun to develop. The Agency must move beyond our traditional approaches to embrace greater collaboration, co-design, and co-financing to improve upon our models of partnering.}, language = {en}, urldate = {2020-10-15}, institution = {USAID}, collaborator = {USAID}, month = dec, year = {2018}, doi = {10.4135/9781412994064.n303}, } @techreport{icai_achieving_2018, title = {Achieving value for money through procurement. {Part} 2: {DFID}’s approach to value for money through tendering and contract management - {A} performance review}, url = {https://icai.independent.gov.uk/wp-content/uploads/ICAI-Achieving-value-for-money-through-procurement-Part-2-.pdf}, abstract = {Summary In 2016-17, the Department for International Development (DFID) spent £1.4 billion, or 14\% of its budget, through commercial suppliers on contracts ranging from school construction to family planning services and the delivery of humanitarian aid. The quality of its procurement and contract management – how it engages and manages commercial firms to support the delivery of aid programmes on time, to budget and at the appropriate quality – is a key driver of value for money for UK aid. It is also a subject of considerable Parliamentary and public interest. In recent years, DFID has implemented a range of initiatives to strengthen its procurement practices and embed commercial capability across the department – including its 2017 Supplier Review, undertaken to address concerns about excessive profit-making by DFID suppliers. This review on achieving value for money through procurement (part 2) was published in September 2018. We awarded a green-amber score and made three recommendations to government. The follow-up to this review was published in July 2020, and rated the government’s response as ‘inadequate’, as a result of DFID’s failure to put in place a formal contract management regime, despite the risks this entails for programme results. We will return to this in the next follow-up in summer 2021. Review Our review found an appropriate overall approach to procurement with good performance in most areas of tendering, but significant weaknesses in contract management. We therefore awarded a green-amber score and made three recommendations to government. Findings Since 2015, DFID has progressed towards a more mature procurement approach. DFID’s tender process follows current EU legislation and UK government guidelines and cross-government peer reviews confirm improvements in DFID’s procurement approach. The Supplier Review lent momentum to the reforms but risks having unintended consequences. Poor consultation with suppliers has heightened the risk of unintended consequences. DFID is reviewing its business processes to protect aid recipients from sexual abuse and exploitation. DFID does not always choose the most appropriate procurement process but a new strategic sourcing process has resulted in stronger procurement planning. DFID has built up its commercial capability, but this will need to be an ongoing process. The contract management function in DFID is poorly defined and contracts are frequently amended or extended beyond their advertised length and values. Inception phases are often too short for adequate preparation and planning. Progress on flexible and adaptive programming will require more innovative approaches to tendering and contract management. Recommendations Before the next major revision of its supplier code and contracting terms, or future changes that may materially affect suppliers, DFID should conduct an effective consultation process with its supplier market, to ensure informed decisions and minimise the risks of unintended consequences. DFID should accelerate its timetable for acquiring a suitable management information system for procurement, to ensure that its commercial decisions are informed by data. DFID should instigate a formal contract management regime, underpinned by appropriate training and guidance and supported by a senior official responsible for contract management across the department. The new regime should include appropriate adaptive contract management techniques, to ensure that supplier accountability is balanced with the need for innovation and adaptive management in pursuit of development results.}, urldate = {2021-06-04}, institution = {Independent Commission for Aid Impact (ICAI)}, author = {ICAI}, month = sep, year = {2018}, } @techreport{sidel_achieving_2014, address = {Birmingham, UK}, title = {Achieving reforms in oligarchical democracies: the role of leadership and coalitions in the {Philippines}}, shorttitle = {Achieving reforms in oligarchical democracies}, url = {http://www.dlprog.org/}, abstract = {This paper examines the role of developmental leadership in two major reforms introduced in the Philippines in 2012: the passage into law in December of excise tax reform which significantly raised taxes on cigarettes and alcohol – generally referred to as the Sin Tax Reform – and, in July, the re-registration of voters in the Autonomous Region of Muslim Mindanao (ARMM). These reforms have a) strengthened government finances and healthcare; and b) improved the quality of elections and promoted good governance and conflict resolution in the southern Philippines. Key points: These reforms were not achieved exclusively through the executive leadership of Philippine President Benigno Aquino III, this paper argues. A broader form of developmental leadership was critical to their passage into legislation and their subsequent implementation, made up of reform coalitions that incorporated elements of government, the legislature, and civil society. While these coalitions were diverse and flexible in their form and composition, their core strength came from established advocacy groups and experienced activists. These groups and activists used highly labour-intensive, specialized and complex forms of mobilization. The success of these reform coalitions, it is argued, has implications for economic and governance reform in the developing world, particularly in systems characterised by oligarchical democracy, where competition for elected office is closely linked to the entrenched interests of business and industry.}, language = {eng}, urldate = {2019-07-04}, institution = {Developmental Leadership Program}, author = {Sidel, John T.}, month = apr, year = {2014}, } @article{shaw_achieving_2022, title = {Achieving disability inclusive employment – {Are} the current approaches deep enough?}, volume = {n/a}, issn = {1099-1328}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/jid.3692}, doi = {10.1002/jid.3692}, abstract = {Diverse approaches to promoting disability inclusive employment aim to transform workplaces into truly inclusive environments, usually with intervention strategies targeting two main groups: employers and jobseekers with disabilities. However, they do not always consider other relevant stakeholders or address the relationships and interactions between diverse actors in the wider social ecosystem. These approaches often neglect deeper ‘vexing’ difficulties which block progress towards disability inclusive work environments. Most interventions rightly embrace hegemonic ‘social models of disability’ and use human rights arguments but may neglect entrenched structural factors. Disability inclusive employment is complex, with unaddressed invisible aspects that continue to limit progress. We explore some key relevant disability concepts and then interrogate evidence from the ‘Inclusion Works’ programme working in four middle- and low-income countries, considering some intractable barriers underlying the slow movement towards inclusive employment. Finally, we propose that a more participatory action orientated approach involving disabled people and others is needed to both generate deeper understanding and provide pathways towards new solutions to obstinate problems through progressive action learning processes in context. Programmatic interventions that work across the levels of the ecosystem and address power relations and interactions between stakeholders could lead to more substantial forms of disability inclusive employment.}, language = {en}, number = {n/a}, urldate = {2022-08-04}, journal = {Journal of International Development}, author = {Shaw, Jackie and Wickenden, Mary and Thompson, Stephen and Mader, Philip}, month = jul, year = {2022}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1002/jid.3692}, } @article{ranger_accounting_2012, title = {Accounting for a changing and uncertain climate in planning and policymaking today: lessons for developing countries}, volume = {4}, issn = {1756-5529}, shorttitle = {Accounting for a changing and uncertain climate in planning and policymaking today}, url = {https://doi.org/10.1080/17565529.2012.732919}, doi = {10.1080/17565529.2012.732919}, abstract = {Climate change is increasingly altering the pattern of climate-related risks. Developing countries and in particular least developed countries will be among the most severely impacted by climate change. These risks can seem remote in comparison with more immediate threats and needs, but if climate change is not considered upfront in existing planning and policymaking processes today, decision makers risk locking-in future impacts that may prove irreversible or much more costly and difficult to rectify than is necessary. The challenge for planners and policymakers, explored in this paper, is that future climate conditions are deeply uncertain. Decision methods are available to tackle these problems; however, these tend to be data- and resource-intensive and therefore, difficult to routinely apply. Further, a gap in currently available guidance is the explicit link to the adaptation needs of a developing country. We discuss the implications of this development context for the priorities for adaptation and the relative allocation of efforts in adaptation. This paper focuses on the identification of adaptation options and strategies that are robust to the deep uncertainties in future climate risk, culminating in a framework of six building blocks. It takes the perspective of exploring how decisions today might be adjusted to account for uncertain and changing long-term climate risks. We suggest a core principle is to focus on promoting climate-resilient development and increasing long-term adaptive capacity while, crucially, avoiding inflexible decisions that could lock-in future climate risk or foreclose adaptation options.}, number = {4}, urldate = {2019-05-02}, journal = {Climate and Development}, author = {Ranger, Nicola and Garbett-Shiels, Su-Lin}, month = oct, year = {2012}, keywords = {Adaptation, Climate change, Development, Planning, robustness, uncertainty}, pages = {288--300}, } @techreport{carothers_accountability_2014, address = {Washington DC}, title = {Accountability, transparency, {Participation}, and {Inclusion}. {A} {New} {Development} {Consensus}?}, url = {http://carnegieendowment.org/files/new_development_consensus.pdf}, abstract = {The wide-reaching consensus around the normative and instrumental value of accountability, transparency, participation, and inclusion remains less solid than enthusiasts of these concepts might wish.}, urldate = {2017-05-05}, institution = {Carnegie Endowment for International Peace}, author = {Carothers, Thomas and Brechenmacher, Saskia}, month = oct, year = {2014}, } @article{ebrahim_accountability_2005, title = {Accountability {Myopia}: {Losing} {Sight} of {Organizational} {Learning}}, volume = {34}, issn = {0899-7640}, shorttitle = {Accountability {Myopia}}, url = {http://dx.doi.org/10.1177/0899764004269430}, doi = {10.1177/0899764004269430}, abstract = {This article challenges a normative assumption about accountability in organizations: that more accountability is necessarily better. More specifically, it examines two forms of “myopia” that characterize conceptions of accountability among service-oriented nonprofit organizations: (a) accountability as a set of unconnected binary relationships rather than as a system of relations and (b) accountability as short-term and rule-following behavior rather than as a means to longer-term social change. The article explores the effects of these myopias on a central mechanism of accountability in organizations—evaluation—and proposes a broader view of accountability that includes organizational learning. Future directions for research and practice are elaborated.}, language = {en}, number = {1}, journal = {Nonprofit and Voluntary Sector Quarterly}, author = {Ebrahim, Alnoor}, month = mar, year = {2005}, keywords = {IMPORTANT}, pages = {56--87}, } @techreport{actionaid_accountability_2000, address = {London}, title = {Accountability {Learning} and {Planning} {System}}, url = {https://www.actionaid.org.uk/sites/default/files/content_document/ALPSNotes.pdf}, urldate = {2017-07-17}, institution = {ActionAid International}, author = {ActionAid}, year = {2000}, } @inproceedings{halloran_accountability_2016, address = {Brighton}, title = {Accountability ecosystems: directions of accountability and points of engagement}, copyright = {http://creativecommons.org/licenses/by-nc-nd/4.0/}, shorttitle = {Accountability ecosystems}, url = {http://opendocs.ids.ac.uk/opendocs/handle/123456789/11739}, abstract = {Accountability, the obligation of those in power to take responsibility for their actions, is a process involving relationships between different actors (in state and society) and mechanisms, and is influenced by many contextual factors. Using the lens of an accountability ‘ecosystem’ focuses our attention on the complexity of accountability processes. An ‘ecosystem’ perspective suggests that simple ideas about accountability – such as citizen feedback reaching decision-makers ensures more accountability, or that greater transparency equals greater accountability – are often actually much more complex.}, language = {en}, urldate = {2016-07-20}, publisher = {IDS}, author = {Halloran, Brendan}, month = jun, year = {2016}, } @incollection{guijt_accountability_2010, address = {London}, title = {Accountability and {Learning}: {Exploding} the {Myth} of {Incompatibility} between {Accountability} and {Learning}}, isbn = {978-1-84977-542-7}, url = {https://www.taylorfrancis.com/chapters/edit/10.4324/9781849775427-36/accountability-learning-exploding-myth-incompatibility-accountability-learning-irene-guijt}, abstract = {When accountability is understood as reporting on pre-deined deliverables, it is often considered to be irreconcilable with learning. This conventional wisdom inhibits an appreciation of their connection. In this chapter, Irene Guijt exposes the laws and traps in reasoning that keep accountability and learning apart. She provides practitioners with principles and basic good ideas that open up prospects for accountability and learning to complement each other.}, language = {en}, urldate = {2023-01-24}, booktitle = {{NGO} {Management} - {The} {Earthscan} {Compendium}}, publisher = {Routledge}, author = {Guijt, Irene}, editor = {Fowler, Alan and Malunga, Chiku}, year = {2010}, doi = {10.4324/9781849775427-36}, note = {Publication Title: NGO Management}, pages = {339--352}, } @misc{noauthor_about_2018, title = {About the {BEAM} {Exchange}}, url = {https://beamexchange.org/about-beam/}, language = {en}, urldate = {2019-03-01}, journal = {BEAM Exchange}, year = {2018}, } @techreport{cid_workshop_2014, address = {Cambridge, MA}, title = {A workshop on {Doing} {Development} {Differently}}, url = {https://bsc.cid.harvard.edu/doing-development-differently}, abstract = {October 22-23, 2014 A workshop on Doing Development Differently Harvard Kennedy School, Cambridge, MA Hosted by the Building State Capability (BSC) program at the Center for International Development at Harvard University, and the Overseas Development Institute (ODI) with funding from the Governance Partnership Facility.}, language = {en}, urldate = {2022-07-18}, institution = {CID at Harvard University and ODI}, author = {CID}, month = oct, year = {2014}, } @techreport{knight_whole_2017, address = {Newcastle}, title = {A {Whole} {New} {World} - {Funding} and {Commissioning} in {Complexity}}, url = {https://collaboratecic.com/a-whole-new-world-funding-and-commissioning-in-complexity-12b6bdc2abd8}, abstract = {Collaborate and Newcastle University Business School Publish Research into Complexity-Friendly Funding}, urldate = {2017-06-15}, institution = {Collaborate \& Newcastle University}, author = {Knight, Annabel Davidson and Lowe, Toby and Brossard, Marion and Wilson, Julie}, month = may, year = {2017}, } @book{jullien_treatise_2004, address = {Honolulu}, title = {A {Treatise} on {Efficacy}: {Between} {Western} and {Chinese} {Thinking}}, isbn = {978-0-8248-2830-1}, shorttitle = {A {Treatise} on {Efficacy}}, url = {https://uberty.org/wp-content/uploads/2015/10/francois-jullien-treatise-on-efficacy-between-western-and-chinese-thinking.pdf}, abstract = {In this highly insightful analysis of Western and Chinese concepts of efficacy, Francois Jullien subtly delves into the metaphysical preconceptions of the two civilizations to account for diverging patterns of action in warfare, politics, and diplomacy. He shows how Western and Chinese stategies work in several domains (the battle-field, for example) and analyzes two resulting acts of war. The Chinese strategist manipulates his own troops and the enemy to win a battle without waging war and to bring about victory effortlessly. Efficacity in China is thus conceived of in terms of transformation (as opposed to action) and manipulation, making it closer to what is understood as efficacy in the West. Jullien's brilliant interpretations of an array of recondite texts are key to understanding our own conceptions of action, time, and reality in this foray into the world of Chinese thought. In its clear and penetrating characterization of two contrasting views of reality from a heretofore unexplored perspective, Treatise on Efficacy will be of central importance in the intellectual debate between East and West.}, language = {English}, urldate = {2018-01-29}, publisher = {University of Hawaii Press}, author = {Jullien, Francois}, translator = {Lloyd, Janet}, month = jul, year = {2004}, } @book{pretty_trainers_2002, address = {London}, edition = {Reprint}, series = {{IIED} {Participatory} methodology series}, title = {A trainer's guide for participatory learning and action}, isbn = {978-1-899825-00-4}, language = {eng}, editor = {Pretty, Jules and Guijt, Irene}, year = {2002}, } @misc{green_top_2021, title = {A top {Toolkit} on {Adaptive} {Management}. {But} is that a good idea? – {FP2P}}, url = {https://oxfamapps.org/fp2p/a-top-toolkit-on-adaptive-management-but-is-that-a-good-idea/}, urldate = {2021-08-09}, journal = {From Poverty to Power}, author = {Green, Duncan}, month = apr, year = {2021}, } @techreport{pena-lopez_theory_2020, address = {Barcelona}, title = {A {Theory} of {Change} of citizen participation: an update}, shorttitle = {A {Theory} of {Change} of citizen participation}, url = {https://www.academia.edu/42805069/A_Theory_of_Change_of_citizen_participation_an_update}, abstract = {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 defined four expected impacts of our political action: 1. Efficiency, efficacy and legitimacy of public decisions improves. 2. Populism has decreased in institutions and the public sphere. 3. Citizens understand the complexity of public decision-making. 4. Citizen participation and political engagement clearly shifts towards a technopolitical paradigm. These impacts were expected to be achieved after some outcomes resulting from some outputs grouped in five programmes: 1. Programme of citizen participation. 2. Programme of internal participation. 3. Programme of collaboration. 4. Programme of intermediaries, facilitators and infomediaries. 5. Programme of e-participation, e-voting and technopolitics. 20 months after, the Theory of Change of Citizen Participation has worked quite well. But it does have some limitations, especially at the operational level-which is what the whole thing was about, to help in putting some order in our daily work.}, language = {en}, urldate = {2020-10-15}, institution = {ICTlogy}, author = {Peña-López, Ismael}, year = {2020}, } @article{blair_systems_2021, title = {A {Systems} {Framework} for {International} {Development}: {The} {Data}-{Layered} {Causal} {Loop} {Diagram}}, volume = {30}, issn = {1937-5956}, shorttitle = {A {Systems} {Framework} for {International} {Development}}, url = {https://onlinelibrary.wiley.com/doi/abs/10.1111/poms.13492}, doi = {10.1111/poms.13492}, abstract = {Meeting the United Nations Sustainable Development Goals (SDGs) will require adapting or redirecting a variety of very complex global and local human systems. It is essential that development scholars and practitioners have tools to understand the dynamics of these systems and the key drivers of their behavior, such as barriers to progress and leverage points for driving sustainable change. System dynamics tools are well suited to address this challenge, but they must first be adapted for the data-poor and fragmented environment of development work. Our key contribution is to extend the causal loop diagram (CLD) with a data layer that describes the status of and change in each variable based on available data. By testing dynamic hypotheses against the system's actual behavior, it enables analysis of a system's dynamics and behavioral drivers without simulation. The data-layered CLD was developed through a 4-year engagement with USAID/Uganda. Its contributions are illustrated through an application to agricultural financing in Uganda. Our analysis identified a lack of demand for agricultural loans as a major barrier to broadening agricultural financing, partially refuting an existing hypothesis that access to credit was the main constraint. Our work extends system dynamics theory to meet the challenges of this practice environment, enabling analysis of the complex dynamics that are crucial to achieving the SDGs.}, language = {en}, number = {12}, urldate = {2022-07-01}, journal = {Production and Operations Management}, author = {Blair, Courtney and Gralla, Erica and Wetmore, Finley and Goentzel, Jarrod and Peters, Megan}, year = {2021}, note = {\_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1111/poms.13492}, pages = {4374--4395}, } @article{escoffery_systematic_2018, title = {A systematic review of adaptations of evidence-based public health interventions globally}, volume = {13}, issn = {1748-5908}, url = {https://doi.org/10.1186/s13012-018-0815-9}, doi = {10.1186/s13012-018-0815-9}, abstract = {Adaptations of evidence-based interventions (EBIs) often occur. However, little is known about the reasons for adaptation, the adaptation process, and outcomes of adapted EBIs. To address this gap, we conducted a systematic review to answer the following questions: (1) What are the reasons for and common types of adaptations being made to EBIs in community settings as reported in the published literature? (2) What steps are described in making adaptations to EBIs? and (3) What outcomes are assessed in evaluations of adapted EBIs?}, number = {1}, journal = {Implementation Science}, author = {Escoffery, Cam and Lebow-Skelley, E. and Haardoerfer, R. and Boing, E. and Udelson, H. and Wood, R. and Hartman, M. and Fernandez, M. E. and Mullen, P. D.}, month = sep, year = {2018}, pages = {125}, } @techreport{baylor_study_2019, title = {A study of the sustained uptake developmental evaluation: {How} does developmental evaluation work in the {USAID} context, what factors help and hinder its success, and what is its value to stakeholders?}, url = {https://pdf.usaid.gov/pdf_docs/PA00TNRP.pdf}, urldate = {2019-05-17}, institution = {USAID}, author = {Baylor, Rebecca and Fatehi, Y. K. and Esper, H.}, month = apr, year = {2019}, } @article{boehm_spiral_1988, title = {A spiral model of software development and enhancement}, volume = {21}, issn = {0018-9162}, url = {http://www.bibsonomy.org/bibtex/2e02062b420bc0aa5c525e62a477f2efb/msn}, doi = {10.1109/2.59}, number = {5}, urldate = {2012-05-09}, journal = {Computer}, author = {Boehm, B. W.}, month = may, year = {1988}, pages = {61--72}, } @article{tredick_rubric_2017, title = {A {Rubric} to {Evaluate} {Citizen}-{Science} {Programs} for {Long}-{Term} {Ecological} {Monitoring}}, volume = {67}, issn = {0006-3568}, url = {https://academic.oup.com/bioscience/article/67/9/834/4107634}, doi = {10.1093/biosci/bix090}, abstract = {Abstract. Citizen-science (CS) programs provide a cost-effective way to collect monitoring data over large temporal and spatial scales. Despite the recent prol}, language = {en}, number = {9}, urldate = {2019-05-04}, journal = {BioScience}, author = {Tredick, Catherine A. and Lewison, Rebecca L. and Deutschman, Douglas H. and Hunt, Timothy ANN and Gordon, Karen L. and Von Hendy, Phoenix}, month = sep, year = {2017}, pages = {834--844}, } @article{lundblad_review_2003, title = {A {Review} and {Critique} of {Rogers}' {Diffusion} of {Innovation} {Theory} as it {Applies} to {Organizations}}, volume = {21}, copyright = {Copyright O D Institute Winter 2003}, issn = {08896402}, url = {https://www.proquest.com/docview/197971687/citation/2162477B3480479BPQ/1}, language = {English}, number = {4}, urldate = {2023-01-13}, journal = {Organization Development Journal}, author = {Lundblad, Jennifer P.}, year = {2003}, note = {Num Pages: 50-64 Place: Chesterland, United States Publisher: International Society for Organization Development, Inc.}, pages = {50--64}, } @article{elliot_reliability_2001, title = {A reliability and validity study of the {Dynamic} {Indicators} of {Basic} {Early} {Literacy} {Skills}—{Modified}}, volume = {30}, url = {http://www.iapsych.com/wj3ewok/LinkedDocuments/elliott2001.pdf}, doi = {10.1080/02796015.2001.12086099}, abstract = {Examined the psychometric properties of a set of preliteracy measures modified from the Dynamic Indicators of Basic Early Literacy Skills (DIBELS) with a sample of 75 kindergarten students. The modified battery (called DIBELS—M) includes measures of Letter Naming Fluency, Sound Naming Fluency, Initial Phoneme Ability, and Phonemic Segmentation Ability. These measures were assessed through repeated administrations in 2-wk intervals at the end of the kindergarten year. Results indicate interrater reliability estimates and coefficients of stability and equivalence for 3 of the measures ranged from .80 to the mid .90s with about one-half of the coefficients above .90. Correlations between DIBELS—M scores and criterion measures of phonological awareness, standardized achievement measures, and teacher ratings of achievement yielded concurrent validity coefficients ranging from .60 to .70. Hierarchical regression analysis showed that the 4 DIBELS—M measures accounted for 73\% of the variance in scores on the Skills Cluster of the Woodcock-Johnson Psychoeducational Battery—Revised. The contributions of the study, including psychometric analysis of the DIBELS—M with a new sample and formation of composite scores, are discussed in relation to the extant literature.}, number = {1}, urldate = {2018-09-22}, journal = {School Psychology Review}, author = {Elliot, Jacquelyn and Lee, Steven W and Tollefson, Nona}, year = {2001}, pages = {33--49}, } @article{cochrane_reflection_2017, title = {A reflection on collaborative adaptation research in {Africa} and {Asia}}, volume = {17}, issn = {1436-3798, 1436-378X}, url = {http://link.springer.com/10.1007/s10113-017-1140-6}, doi = {10.1007/s10113-017-1140-6}, language = {en}, number = {5}, urldate = {2019-05-02}, journal = {Regional Environmental Change}, author = {Cochrane, Logan and Cundill, Georgina and Ludi, Eva and New, Mark and Nicholls, Robert J. and Wester, Philippus and Cantin, Bernard and Murali, Kallur Subrammanyam and Leone, Michele and Kituyi, Evans and Landry, Marie-Eve}, month = jun, year = {2017}, pages = {1553--1561}, } @misc{ids_real-time_2017, title = {A ‘real-time’ and anthropological response to the {Ebola} crisis}, url = {https://www.ids.ac.uk/opinions/a-real-time-and-anthropological-response-to-the-ebola-crisis/}, abstract = {Impact Summary The Ebola epidemic that began in the Guinea-Sierra Leone-Liberia border region in December 2013 spread fast through the villages, cities and trade routes of this highly-peopled,...}, language = {en-GB}, urldate = {2019-03-12}, journal = {IDS}, author = {IDS}, month = jun, year = {2017}, } @techreport{denney_problem-focused_2013, title = {A problem-focused approach to violence against women: {The} political-economy of justice and security programming}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/8325.pdf}, abstract = {The United Nations Commission on the Status of Women ended its 57th session on 15 March 2013 with an outcome document affirming the importance of eliminating violence against women (VAW). The Commission was unable, however, to achieve consensus on a global action plan. The negative reaction of some UN member states to an action plan is a worrying reminder of ongoing resistance to reform. These persistent challenges highlight the continuing struggle to gain a serious global commitment to address VAW and recognise it as a breach of women’s fundamental human rights. Engaging in this struggle, many donors have put addressing VAW generally, and in fragile and conflictaffected situations (FCAS) specifically, at the top of the development agenda and made it a major priority of international policy. But in practice progress remains difficult, not least due to entrenched resistance and discriminatory socio-political norms and gender relations that persist in many societies. The problem of violence against women therefore needs to be addressed from the perspective of the concrete socio-political and cultural conditions that shape its particular features and the relevant context specific dynamics of conflict, post-conflict patterns of violence and fragility. International efforts to support reform in the area of VAW in FCAS need to go beyond prescriptive approaches that focus on what access to protection, justice and redress should look like. We propose here an approach that engages with the specificities of the problem – paying attention to context, and the concrete political-economy dynamics of the drivers of VAW – and takes account of the real options that}, urldate = {2018-12-10}, institution = {ODI}, author = {Denney, Lisa and Domingo, Pilar}, month = mar, year = {2013}, pages = {12}, } @misc{miehlbradt_pragmatic_2020, title = {A pragmatic approach to assessing system change - {Webinar}}, url = {https://beamexchange.org/community/webinar/assessing-system-change/}, abstract = {Few topics inspire as much confusion and debate as systemic change. What is it? How do you measure it? Does it even matter? Assessing changes in systems might be more doable than you think. This webinar explored a back-to-basics approach to assessing system change. In November 2019, thirty results measurement specialists, managers and consultants got together in Bangkok. They took part in workshops on a back-to-basics approach to assessing system changes, applying it to cases from participants’ programmes. Since then, the insights from the workshop have been further developed into a pragmatic approach to assessing system changes that builds on what programmes are actually doing and learning from practice. It can be: applied by programmes using a variety of different systemic change frameworks applied across a variety of sectors implemented with internal resources using familiar methods for information gathering The speakers walked through the approach using examples from the 2019 workshop, including PRISMA in Indonesia and Skills for Jobs (S4J) in Albania.}, language = {en}, urldate = {2020-10-15}, publisher = {DCED}, collaborator = {Miehlbradt, Alexandra and Posthumus, Hans and Shah, Rachel and Kessler, Adam}, month = apr, year = {2020}, } @techreport{miehlbradt_pragmatic_2020, title = {A {Pragmatic} {Approach} to {Assessing} {System} {Change}: {How} to put it into practice}, url = {https://beamexchange.org/community/webinar/assessing-system-change/}, abstract = {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 system change more effectively. Building on these emerging practices, this paper outlines a process that programmes can use to assess system changes regularly and practically. Two complementary papers: Overview and How to put it into practice The Overview summarises the approach and How to put it into practice provides more detailed implementation guidance, worked examples, and useful tips. The Overview explores how to: develop a system change strategy and intervention plans that lay the groundwork for system change assessment, including how to set system boundaries and how to identify the system changes a programme aims to catalyse assess system changes using both: - an intervention lens focused on changes introduced by specific interventions - a helicopter lens that provides a whole system view By analysing findings from both lenses, programmes can improve their strategy and report on their contribution to system change. How to put it into practice uses two case examples for illustration throughout the paper - PRISMA’s work in the maize system in East Java and Indonesia and S4J’s work in the Vocational Education and Training (VET) system in Albania. It targets practitioners responsible for facilitating and/or assessing system change. The paper explains how to: articulate the system changes that a programme aims to catalyse assess those changes use the results to inform decision making and reporting The approach described in the paper builds on the practices outlined in the DCED Results Measurement Standard. The guidance provided has been designed to be useful to programmes that aim to catalyse system changes whether or not they apply the DCED Standard.}, language = {en}, urldate = {2020-10-15}, institution = {DCED}, author = {Miehlbradt, Alexandra and Shah, Rachel and Posthumus, Hans and Kessler, Adam}, year = {2020}, pages = {91}, } @techreport{posthumus_pragmatic_2020, title = {A {Pragmatic} {Approach} to {Assessing} {System} {Change}}, url = {https://beamexchange.org/community/webinar/assessing-system-change/}, abstract = {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 system change more effectively. Building on these emerging practices, this paper outlines a process that programmes can use to assess system changes regularly and practically. Two complementary papers: Overview and How to put it into practice The Overview summarises the approach and How to put it into practice provides more detailed implementation guidance, worked examples, and useful tips. The Overview explores how to: develop a system change strategy and intervention plans that lay the groundwork for system change assessment, including how to set system boundaries and how to identify the system changes a programme aims to catalyse assess system changes using both: - an intervention lens focused on changes introduced by specific interventions - a helicopter lens that provides a whole system view By analysing findings from both lenses, programmes can improve their strategy and report on their contribution to system change. How to put it into practice uses two case examples for illustration throughout the paper - PRISMA’s work in the maize system in East Java and Indonesia and S4J’s work in the Vocational Education and Training (VET) system in Albania. It targets practitioners responsible for facilitating and/or assessing system change. The paper explains how to: articulate the system changes that a programme aims to catalyse assess those changes use the results to inform decision making and reporting The approach described in the paper builds on the practices outlined in the DCED Results Measurement Standard. The guidance provided has been designed to be useful to programmes that aim to catalyse system changes whether or not they apply the DCED Standard.}, language = {en}, urldate = {2020-10-15}, institution = {DCED}, author = {Posthumus, Hans and Shah, Rachel and Miehlbradt, Alexandra and Kessler, Adam}, year = {2020}, pages = {16}, } @book{woodward_practical_2010, address = {Upper Saddle River, NJ}, title = {A {Practical} {Guide} to {Distributed} {Scrum}}, isbn = {978-0-13-704113-8}, abstract = {Succeed with Scrum in Even the Largest, Most Complex Distributed Development Projects Forewords by Ken Schwaber, Scott Ambler, Roman Pichler, and Matthew Wang This is the first comprehensive, practical guide for Scrum practitioners working in large-scale distributed environments. Written by three of IBM’s leading Scrum practitioners--in close collaboration with the IBM QSE Scrum Community of more than 1000 members worldwide--this book offers specific, actionable guidance for everyone who wants to succeed with Scrum in the enterprise. Readers will follow a journey through the lifecycle of a distributed Scrum project, from envisioning products and setting up teams to preparing for Sprint planning and running retrospectives. Each chapter presents a baseline drawn from “conventional” Scrum, then discusses additional issues faced by distributed teams, and presents specific best-practice solutions, alternatives, and tips the authors have identified through hard, empirical experience. Using real-world examples, the book demonstrates how to apply key Scrum practices, such as look-ahead planning in geographically distributed environments. Readers will also gain valuable new insights into the agile management of complex problem and technical domains. Coverage includes•  Developing user stories and working with Product Owners as a distributed team•  Recognizing and fixing the flaws Scrum may reveal in existing processes•  Engaging in more efficient Release and Sprint planning•  Conducting intense, brief daily Scrum meetings in distributed environments•  Managing cultural and language differences•  Resolving dependencies, performing frequent integration, and maintaining transparency in geographically distributed environments•  Successfully running remote software reviews and demos•  Brainstorming what worked and what didn’t, to improve future Sprints This book will be an indispensable resource for every team leader, member, product owner, or manager working with Scrum or other agile methods in any distributed software development organization.}, language = {English}, publisher = {IBM Press}, author = {Woodward, Elizabeth and Surdek, Steffan and Ganis, Matthew}, month = jun, year = {2010}, } @techreport{un_global_compact_practical_2015, title = {A {Practical} {Guide} for {Collective} {Action} against {Corruption}}, url = {https://ungc-communications-assets.s3.amazonaws.com/docs/publications/2021_Anti-Corruption_Collective.pdf}, abstract = {All anti-corruption professionals looking to better understand the relationship between collective action and corruption should refer to these two comprehensive guides that the UN Global Compact published. The 2015 guide has modules that cover theoretical concepts, practical recommendations for undertaking CA initiatives, and multiple in-depth case studies of CA projects around the world.}, urldate = {2022-07-01}, institution = {UN Global Compact}, author = {UN Global Compact}, year = {2015}, } @techreport{pellini_political_2021, title = {A {Political} {Economy} {Analysis} {Framework} for {EdTech} {Evidence} {Uptake}}, copyright = {All rights reserved}, institution = {The EdTech Hub}, author = {Pellini, Arnaldo and Nicolai, Susan and Magee, Arran and Sharp, Sam and Wilson, Sam}, month = feb, year = {2021}, } @techreport{roe_new_2020, address = {Brighton}, type = {Working {Paper}}, title = {A {New} {Policy} {Narrative} for {Pastoralism}? {Pastoralists} as {Reliability} {Professionals} and {Pastoralist} {Systems} as {Infrastructure}}, copyright = {http://creativecommons.org/licenses/by-nc-nd/3.0/}, shorttitle = {A {New} {Policy} {Narrative} for {Pastoralism}?}, url = {https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/14978}, abstract = {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. The framework leads to a different policy-relevant counternarrative to pastoralism as understood today. Some features of the counternarrative are already known or have been researched. The paper’s aim is to provoke further work (including case research and interactions with decisionmakers) on how robust the counternarrative is as a policy narrative for recasting today’s pastoralist policy and management interventions.}, language = {en}, urldate = {2021-07-15}, institution = {ESRC STEPS Centre}, author = {Roe, Emery}, month = jan, year = {2020}, note = {Accepted: 2020-01-14T10:22:59Z}, } @misc{acevedo_new_2023, type = {Better {Evaluation}}, title = {A new pathway: how can funders support meaningful monitoring, evaluation, and learning practice in the field? - {Blog} post on {Better} {Evaluation}}, shorttitle = {A new pathway}, url = {https://www.betterevaluation.org/blog/new-pathway-how-can-funders-support-meaningful-monitoring-evaluation-learning-practice-field}, abstract = {How can donors and grantees work together to create effective monitoring, evaluation, and learning (MEL) practices that drive field-wide transformation?}, language = {en}, urldate = {2023-07-04}, author = {Acevedo, Andrea and Colnar, Megan}, month = apr, year = {2023}, } @article{portman_new_2020, title = {A new bird's eye view on the agile forest (2022 update)}, volume = {IX}, url = {https://hennyportman.files.wordpress.com/2021/02/pmwj98-oct2020-portman-a-new-birds-eye-view-on-agile-forest-v2.8.pdf}, abstract = {Some years ago, you could say “Scrum is agile” and ask “is Agile Scrum?” Now we know there is much more flesh on the bones. At this moment there are more than fifty known and less known agile approaches, frameworks or methods available. To get a first impression of the different approaches, I try to bring some structure in the jungle to approaches, methods and frameworks. In Figure 1, I position the best-known agile approaches in a structure. The approaches, frameworks or methods are positioned within the 'One-time programs / projects' sections or within 'Business as usual’ / indefinite, or both. On the other side the approaches, frameworks or methods are clustered around team, product or programme and portfolio level. In the dark blue boxes in Figure 1 we see agile approaches that are only applicable in IT-focused organizations. All other approaches can be used within IT and non-IT-oriented organizations (light blue coloured). I haven’t mapped all the known approaches, frameworks and methods in this figure, and to be honest, I think there is a lot of duplication and probably commercial drivers play a role too to ‘develop’ the next kid on the block without added value in comparison with the existing approaches, frameworks or methods. The team level, including Scrum and Kanban, is applicable in both IT-oriented and non-IT-oriented products and services development and operations. The engineering level focuses specifically on IT-oriented product development. The one-time, temporary projects and programme frameworks and methods are suitable for both IT and non-IT. The permanent umbrella frameworks (both product-targeted and team-targeted) focus specifically on IT and product development and the Culture-targeted approaches help organisations to increase their agility.}, language = {en}, number = {10}, journal = {PM World Journal}, author = {Portman, Henny}, year = {2020}, } @article{portman_new_2020, title = {A new bird's eye view on the agile forest}, volume = {IX}, url = {https://pmworldlibrary.net/wp-content/uploads/2020/09/pmwj98-Oct2020-Portman-a-new-birds-eye-view-on-agile-forest.pdf}, language = {en}, number = {10}, journal = {PM World Journal}, author = {Portman, Henny}, year = {2020}, } @techreport{joyce_movements_2015, title = {A {Movements} {Perspective} on {Transparency} and {Accountability}}, url = {http://www.transparency-initiative.org/think-pieces/a-movements-perspective-on-transparency-and-accountability}, abstract = {This Think Piece describes social movements pursuing government accountability and the challenges and opportunities to supporting them.}, urldate = {2016-03-24}, institution = {Transparency \& Accountability Initiative}, author = {Joyce, Mary and Walker, Tom}, month = jul, year = {2015}, } @techreport{ulrich_mini-primer_2005, title = {A mini-primer of critical systems heuristics.}, url = {http://wulrich.com/csh.html}, abstract = {"Critical Systems Heuristics," also just called "Critical Heuristics" or "CSH," is a framework for reflective practice based on practical philosophy and systems thinking. The basic idea of CSH is to support boundary critique – a systematic effort of handling boundary judgments critically. Boundary judgments determine which empirical observations and value considerations count as relevant and which others are left out or are considered less important. Because they condition both "facts" and "values," boundary judgments play an essential role when it comes to assessing the meaning and merits of a claim. Their systematic discussion can help bridge differences of perspectives across disciplines and between experts and non-experts. They also lend themselves to a specific critical employment, called emancipatory boundary critique, against claims that do not uncover their underlying boundary assumptions. CSH can thus serve as a tool for coproducing knowledge as well as for critical and emancipatory purposes on the part of people concerned by, but not necessarily involved in, the definition of relevant facts and values.}, urldate = {2018-10-13}, author = {Ulrich, W.}, year = {2005}, } @misc{kessler_market_2019, title = {A market system by any other name would smell as sweet}, url = {https://beamexchange.org/community/blogs/2019/7/2/market-system-any-other-name-smell-sweet/}, abstract = {How does Doing Development Differently (DDD) and Problem Driven Iterative Adaption (PDIA) connect to core principles of the MSD approach?}, language = {en}, urldate = {2019-07-11}, journal = {BEAM Exchange}, author = {Kessler, Adam and Conroy, Kevin}, month = jul, year = {2019}, } @inproceedings{bon_low-resource_2016, address = {Ljubljana, Slovenia}, title = {A {Low}-resource {Aware} {Framework} for {ICT} {Service} {Development} in {Rural} {Africa}}, url = {https://www.researchgate.net/publication/304008990_A_Low-resource_Aware_Framework_for_ICT_Service_Development_in_Rural_Africa}, abstract = {Technological innovation and information \& communication technologies (ICTs) are considered enabling factors for social and economic development, even in very poor parts of the world. However,...}, urldate = {2016-06-23}, booktitle = {Proceedings of the {CAiSE}'16 {Forum}}, author = {Bon, Anna and Gordijn, Jaap and Akkermans, Hans}, editor = {España, S. and Ivanovic, M. and Savic, M.}, month = jun, year = {2016}, } @techreport{us_army_leaderss_1993, address = {Washington DC}, title = {A leaders's guide to after-action reviews}, url = {https://www.hsdl.org/?view&did=775082}, abstract = {An after-action review (AAR) is a professional discussion of an event, focused on performance standards, that enables soldiers to discover for themselves what happened, why it happened, and how to sustain strengths and improve on weaknesses. It is a tool leaders and units can use to get maximum benefit from every mission or task. It provides- • Candid insights into specific soldier, leader, and unit strengths and weaknesses from various perspectives. • Feedback and insight critical to battle-focused training. • Details often lacking in evaluation reports alone. Evaluation is the basis for the commander's unit-training assessment. No commander, no matter how skilled, will see as much as the individual soldiers and leaders who actually conduct the training. Leaders can better correct deficiencies and sustain strengths by carefully evaluating and comparing soldier, leader, and unit performance against the standard. The AAR is the keystone of the evaluation process. Feedback compares the actual output of a process with the intended outcome. By focusing on the task's standards and by describing specific observations, leaders and soldiers identify strengths and weaknesses and together decide how to improve their performances. This shared learning improves task proficiency and promotes unit bonding and esprit. Squad and platoon leaders will use the information to develop input for unittraining plans. The AAR is a valid and valuable technique regardless of branch, echelon, or training task. Of course, AARs are not cure-alls for unit-training problems. Leaders must still make on-the-spot corrections and take responsibility for training their soldiers and units. However, AARs are a key part of the training process. The goal is to improve soldier, leader, and unit performance. The result is a more cohesive and proficient fighting force. Because soldiers and leaders participating in an AAR actively discover what happened and why, they learn and remember more than they would from a critique alone. A critique only gives one viewpoint and frequently provides little opportunity for discussion of events by participants. Soldier observations and comments may not be encouraged. The climate of the critique, focusing only on what is wrong, prevents candid discussion of training events and stifles learning and team building.}, number = {25-20}, urldate = {2024-01-12}, institution = {Department of the Army}, author = {U.S. Army}, month = jul, year = {1993}, } @article{snowden_leaders_2007, title = {A {Leader}’s {Framework} for {Decision} {Making}}, volume = {2007}, url = {https://hbr.org/2007/11/a-leaders-framework-for-decision-making}, number = {11}, urldate = {2016-10-05}, journal = {Harvard Business Review}, author = {Snowden, Dave and Boone, Mary E.}, month = nov, year = {2007}, } @techreport{ofir_holistic_2016, title = {A {Holistic} {Approach} to {Evaluating} {Research}}, url = {https://www.idrc.ca/sites/default/files/sp/Documents%20EN/Research-Quality-Plus-A-Holistic-Approach-to-Evaluating-Research.pdf}, language = {en}, institution = {IDRC}, author = {Ofir, Zenda and Schwandt, Thomas and Duggan, Colleen and McLean, Robert}, year = {2016}, pages = {28}, } @book{nicholls_guide_2012, title = {A guide to {Social} {Return} on {Investment}}, url = {https://socialvalueselfassessmenttool.org/wp-content/uploads/intranet/758/pdf-guide.pdf}, abstract = {There is increasing recognition that we need better ways to account for the social, economic and environmental value that results from our activities. The language varies – ‘impact’, ‘returns’, ‘benefit’, ‘value’ – but the questions around what sort of difference and how much of a difference we are making are the same. Understanding and managing this broader value is becoming increasingly important for the public and private sectors alike. This is true whether it is civil society organisations working to create value, Governments commissioning and investing in activities to create social value, investors seeking to ensure that their investments will make a difference, or private businesses recognising both risk and opportunity in the wider effects of operations. All this means that it is also more important that we have some consistency and a shared language when we talk about value. SROI is the application of a set of principles within a framework that is designed to help bring about that consistency, whilst at the same time recognising that what is of value will be very different for different people in different situations and cultures. The first edition of this guide, which itself built on the work of three earlier SROI guides1, was prepared as part of a three year programme on measuring social value funded in 2008 by the then ‘Office of the Third Sector’ based in the Cabinet Office of the UK Government. This was delivered by a consortium of organisations: the SROI Network, nef (the new economics foundation), Charities Evaluation Services, the National Council for Voluntary Organsations and New Philanthropy Capital. In addition to this programme, the Scottish Government also supported the development of SROI, including a database of indicators to support SROI analysis. The work of the SROI Network now stretches across many different countries and continents, and this second edition of the guide reflects that interest. We have though decided to use only one currency symbol, for reasons of clarity and consistency, and so have continued to use £. However, readers will be able to find examples in various currencies and translations of the Guide on our website. For more information on the developments of SROI, please refer to the SROI Network website: www.thesroinetwork.org}, urldate = {2020-10-09}, publisher = {The SROI Network}, author = {Nicholls, Jeremy and Lawlor, Eilis and Neitzert, Eva and Goodspeed, Tim}, month = mar, year = {2012}, } @techreport{andrews_guide_2016, title = {A {Guide} to {Peer}-to-{Peer} {Learning}}, url = {https://www.effectiveinstitutions.org/media/The_EIP_P_to_P_Learning_Guide.pdf}, language = {en}, urldate = {2018-10-01}, institution = {Effective Institutions Platform}, author = {Andrews, Matt and Manning, Nick}, year = {2016}, pages = {32}, } @techreport{jones_guide_2011, title = {A guide to monitoring and evaluating policy influence}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/6453.pdf}, urldate = {2018-12-10}, institution = {ODI}, author = {Jones, Harry}, month = feb, year = {2011}, pages = {12}, } @techreport{whittle_guide_2019, title = {A {Guide} to {Digital} {Feedback} {Loops}. {An} approach to strengthening program outcomes through data for decision making}, url = {https://www.usaid.gov/sites/default/files/documents/15396/A_Guide_to_Digital_Feedback_Loops.pdf}, abstract = {Feedback is information about what happens as a result of what you do. Using that information to adapt what you do or how you do it creates what is called a feedback loop. A digital feedback loop uses digital technology at some stage of the feedback loop. Digital feedback loops help USAID missions improve the effectiveness and efficiency of their activities and can support partner countries on their journey to self-reliance through increased information sharing and improved government and civil society capacity. USAID missions and their partners have used digital feedback loops to improve HIV treatment targeting in Zimbabwe, engage three million young people in Nigeria in policy, and reduce field reporting times from one month to one day. Digital feedback loops provide access to information faster and more cheaply than ever before. As part of an adaptive management approach, digital feedback loops increase our ability to act on opportunities and respond to challenges. That in turn can improve outcomes and reduce the risk of waste and failure. This guide outlines the case for integrating digital feedback loops into your work, and provides tools, resources and guiding questions to support you as you get started. The guide includes examples of how USAID missions are using digital feedback loops to improve their programs in various sectors and provides worksheets to help you apply digital feedback loops to your own context.}, urldate = {2019-05-31}, institution = {USAID}, author = {Whittle, Dennis and Campbell, Megan}, month = may, year = {2019}, } @techreport{worker_guide_2021, address = {Washington DC}, type = {Working {Paper}}, title = {A {Guide} to {Assessing} the {Political} {Economy} of {Domestic} {Climate} {Change} {Governance}}, url = {https://www.wri.org/publication/guide-assessing-political-economy-domestic-climate-change-governance}, abstract = {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 action and identify reforms that may strengthen inclusion and accountability. EXECUTIVE SUMMARY Highlights ▪ There is overwhelming evidence of the social, economic, and environmental case to reduce greenhouse gas (GHG) emissions and rapidly scale up adaptation. Yet, despite a proliferation of climate laws and policies over the last 10–15 years, emissions are still rising, and adaptation needs remain urgent. ▪ This calls for a more sophisticated assessment of the political economy factors that may enable or constrain implementation of policies and actions and sustain political commitment at the country level. ▪ This guide offers an assessment methodology to understand how structural factors, rules and norms, stakeholders and interests, and ideas and narratives influence the political economy of climate action in a given country context. ▪ The methodology was developed on the basis of climate policy, governance, and political economy literature with contributions from subject matter experts. ▪ We intend the assessment to support civil society coalitions, reform-minded civil servants and politicians, international organizations, and other stakeholders. ▪ The resulting analysis should deepen the understanding of context while informing the advocacy, policy design, coalition building, capacity building, and communications of domestic stakeholders.}, language = {en}, urldate = {2021-03-23}, institution = {World Resources Institute}, author = {Worker, Jesse and Palmer, Niki}, month = mar, year = {2021}, } @misc{aston_guide_2020, title = {A {Guide} {To} {Agile} {Project} {Management} {Methodology} \& {Tools}}, url = {https://thedigitalprojectmanager.com/agile-project-management/}, abstract = {Looking to brush-up on agile? Here's your complete guide to agile project management, agile principles and key components, and the best agile tools for 2020.}, language = {en-US}, urldate = {2020-11-19}, journal = {The Digital Project Manager}, author = {Aston, Ben}, month = oct, year = {2020}, } @techreport{defra_digital_guide_2018, title = {A guide to agile communication - {Defra} digital}, url = {https://defradigital.blog.gov.uk/a-guide-to-agile-communication/}, abstract = {This guide is intended for: people planning communications activity on behalf of agile teams people doing the communications activity (especially blogging, presenting, or filmmaking) people who manage the people described above, who want to understand what they're doing and why The government service standard encourages teams to work in the open as much as possible, echoing item 10 in the government design principles, “make things open, it makes them better”. This guide was written to help teams do just that.}, urldate = {2020-10-15}, institution = {Departmetn for Environment, Food \& Rural Affairs (UK)}, author = {DEFRA Digital}, month = sep, year = {2018}, } @book{whaites_governance_2015, title = {A {Governance} {Practitioner}’s {Notebook}: {Alternative} {Ideas} and {Approaches}}, url = {http://www.oecd.org/dac/governance-peace/governance/governance-practitioners-notebook.htm}, abstract = {The Governance Practitioner’s Notebook takes an unusual approach for the OECD-DAC Network on Governance (GovNet). It brings together a collection of specially written notes aimed at those who work as governance practitioners within development agencies. It does so, however, without attempting to offer definitive guidance – instead aiming to stimulate thinking and debate. To aid this process the book is centred on a fictional Governance Adviser. The Notebook’s format provides space for experts to speak on today’s governance issues: politics, public sector reform and stakeholder engagement. It encourages debate, charts the evolution of donor thinking, and highlights future challenges in the age of the Sustainable Development Goals. Each section introduces both technical issues and major areas of debate, providing ideas for future development support to institutional reform.}, urldate = {2016-08-11}, publisher = {OECD}, editor = {Whaites, Alan and Gonzalez, Eduardo and Fyson, Sara and Teskey, Graham}, month = nov, year = {2015}, keywords = {IMPORTANT}, } @techreport{un_enviornment_framework_2018, title = {A {Framework} for {Freshwater} {Ecosystem} {Management}}, url = {https://wedocs.unep.org/bitstream/handle/20.500.11822/26017/Framework_Freshwater_Ecosystem_Mgt_vol3.pdf?sequence=1}, number = {Volume 3}, author = {{UN Enviornment}}, year = {2018}, pages = {49}, } @misc{thorpe_flowering_2015, title = {A flowering of approaches to complexity and development?}, url = {https://kmonadollaraday.wordpress.com/2015/05/15/a-flowering-of-approaches-to-complexity-and-development/}, abstract = {We are an important juncture in development at the moment with the Sustainable Development Goals due to be finalized later this year, and with discussion now turning full swing into what needs to h…}, urldate = {2016-06-14}, journal = {KM on a dollar a day}, author = {Thorpe, Ian}, month = may, year = {2015}, } @article{ostrom_diagnostic_2007, title = {A diagnostic approach for going beyond panaceas}, volume = {104}, issn = {0027-8424, 1091-6490}, url = {http://www.pnas.org/cgi/doi/10.1073/pnas.0702288104}, doi = {10.1073/pnas.0702288104}, language = {en}, number = {39}, urldate = {2019-07-03}, journal = {Proceedings of the National Academy of Sciences}, author = {Ostrom, E.}, month = sep, year = {2007}, pages = {15181--15187}, } @techreport{gamble_developmental_2008, address = {Montreal}, title = {A developmental {Evaluation} {Primer}}, url = {https://mcconnellfoundation.ca/wp-content/uploads/2017/07/A-Developmental-Evaluation-Primer-EN.pdf}, urldate = {2019-05-16}, institution = {J.W. McConnell Family Foundation}, author = {Gamble, Jamie A.A.}, year = {2008}, } @article{steyn_critique_2016, title = {A {Critique} of the {Claims} {About} {Mobile} {Phones} and {Kerala} {Fisherman}. {The} {Importance} of the {Context} of {Complex} {Social} {Systems}}, volume = {74}, copyright = {An author submitting a paper agrees to license EJISDC to publish the paper if and when the manuscript is accepted. Papers published in EJISDC are protected by copyright, which is retained by the authors. Authors control translation and reproduction rights to their works published in EJISDC. Permission of the author must be secured if a paper originally published in EJISDC is being considered for reprinting or translation. Authors are expected to ensure that any reprinting or translation contains a reference or pointer to the original paper published in EJISDC. Authors submitting papers to EJISDC do so with the understanding that with Internet publishing authors and publishers do not always have the means to prevent unauthorized copying or editing of copyrighted works. Downloads of papers in EJISDC are permitted for personal and educational use only. Commercial use requires explicit permission from the Editor in Chief. EJISDC has made arrangements with Proquest and Scopus to have published articles available for indexing.}, issn = {16814835}, url = {http://www.ejisdc.org/ojs2/index.php/ejisdc/article/view/1687}, abstract = {This paper challenges some fundamental aspects of research and conclusions relating to the use of technology for community development. Views of technology, in this case the mobile phone, as a tool for increased economic welfare are often skewed due to extreme reductionism, ambiguous interview questions and poor data sources. Research of complex social systems or sub-systems give the wrong answers when reductionist methodologies are used. To demonstrate such shortcomings, the 2007 paper of Robert Jensen serves as an example. His conclusion that mobile phones enable Kerala fishermen to increase their economic welfare is the most cited paper on ICT4D topics, but there are fundamental methodological and logical problems with the claim, while other research came to contradictory conclusions. This critique is presented on many levels: ideological, paradigmatic, methodology, logical, statistical and semantic.}, language = {en}, number = {0}, urldate = {2016-07-27}, journal = {The Electronic Journal of Information Systems in Developing Countries}, author = {Steyn, Jacques}, month = apr, year = {2016}, } @article{van_deth_conceptual_2014, title = {A conceptual map of political participation}, volume = {49}, issn = {0001-6810, 1741-1416}, url = {https://link.springer.com/article/10.1057/ap.2014.6}, doi = {10.1057/ap.2014.6}, abstract = {How would you recognize a mode of participation if you see one? Owing to the rapid expansion of political activities in the last decades this question has become increasingly difficult to answer. Neither the development of all-embracing nominal definitions, nor deductive analyses of existing modes of participation seem to be helpful. In addition, the spread of expressive modes of participation makes it hard to avoid purely subjective definitions. The aim of this discussion paper is to develop an operational definition of political participation, which allows us to cover distinct conceptualizations systematically, efficiently and consistently. This goal can only be arrived at if the conventional approach of presenting nominal definitions to solve conceptual problems is left behind. Instead, available definitions are included in a set of decision rules to distinguish three main variants of political participation. A fourth variant is distinguished for non-political activities used for political purposes. Together, the four variants of political participation cover the whole range of political participation systematically without excluding any mode of political participation unknown yet. At the same time, the endless expansion of the modes of political participation in modern democracies does not result in an endless conceptual expansion. Implications for research and various examples are discussed.}, language = {en}, number = {3}, urldate = {2017-11-12}, journal = {Acta Politica}, author = {van Deth, Jan W.}, month = jul, year = {2014}, pages = {349--367}, } @article{pahl-wostl_conceptual_2009, title = {A conceptual framework for analysing adaptive capacity and multi-level learning processes in resource governance regimes}, volume = {19}, issn = {0959-3780}, url = {http://www.sciencedirect.com/science/article/pii/S0959378009000429}, doi = {10.1016/j.gloenvcha.2009.06.001}, abstract = {Governance failures are at the origin of many resource management problems. In particular climate change and the concomitant increase of extreme weather events has exposed the inability of current governance regimes to deal with present and future challenges. Still our knowledge about resource governance regimes and how they change is quite limited. This paper develops a conceptual framework addressing the dynamics and adaptive capacity of resource governance regimes as multi-level learning processes. The influence of formal and informal institutions, the role of state and non-state actors, the nature of multi-level interactions and the relative importance of bureaucratic hierarchies, markets and networks are identified as major structural characteristics of governance regimes. Change is conceptualized as social and societal learning that proceeds in a stepwise fashion moving from single to double to triple loop learning. Informal networks are considered to play a crucial role in such learning processes. The framework supports flexible and context sensitive analysis without being case study specific. First empirical evidence from water governance supports the assumptions made on the dynamics of governance regimes and the usefulness of the chosen approach. More complex and diverse governance regimes have a higher adaptive capacity. However, it is still an open question how to overcome the state of single-loop learning that seem to characterize many attempts to adapt to climate change. Only further development and application of shared conceptual frameworks taking into account the real complexity of governance regimes can generate the knowledge base needed to advance current understanding to a state that allows giving meaningful policy advice.}, number = {3}, urldate = {2019-05-02}, journal = {Global Environmental Change}, author = {Pahl-Wostl, Claudia}, month = aug, year = {2009}, keywords = {Adaptive capacity, Adaptive governance, Climate change adaptation, Complexity, Institutions, Resource management, Social learning}, pages = {354--365}, } @techreport{r4d_call_2015, title = {A {Call} for {Innovation} in {International} {Development}}, url = {http://www.r4d.org/sites/resultsfordevelopment.org/files/Call for Innovation in International Development.pdf}, urldate = {2017-05-24}, institution = {Results for Development}, author = {R4D}, year = {2015}, } @techreport{ulrich_brief_2005, title = {A {Brief} {Introduction} to {Critical} {Systems} {Heuristics} ({CSH})}, url = {http://wulrich.com/downloads/ulrich_2005f.pdf}, author = {Ulrich, Werner}, year = {2005}, pages = {15}, } @article{fletcher_better_2023, title = {A {Better} {Approach} to {After}-{Action} {Reviews}}, issn = {0017-8012}, url = {https://hbr.org/2023/01/a-better-approach-to-after-action-reviews}, abstract = {In the decades since the Army created the After Action Review (AAR), businesses have embraced the practice as a way of learning from both failure and success. But all too often the practice gets reduced to nothing more than a pro forma exercise. The authors of this article describe the history and philosophy of the original AAR, debunk three myths about the practice that impede its proper use, and finally suggest three improvements that can help business leaders make the most of it.}, urldate = {2024-01-12}, journal = {Harvard Business Review}, author = {Fletcher, Angus and Cline, Preston B. and Hoffman, Matthew}, month = jan, year = {2023}, note = {Section: Collaboration and teams}, keywords = {Collaboration and teams, Crisis management, Project management}, } @incollection{nice_6_2012, title = {6 {Reviewing} research evidence}, shorttitle = {6 {Reviewing} research evidence {\textbar} {Developing} {NICE} guidelines}, url = {https://www.nice.org.uk/process/pmg20/chapter/reviewing-research-evidence}, language = {eng}, urldate = {2019-06-26}, booktitle = {6. {Developing} {NICE} guidelines: the manual}, publisher = {National Institute for Health and Care Excellence}, author = {{NICE}}, year = {2012}, } @misc{neupane_5_2021, title = {5 reflections on operationalising {CLARISSA} to generate evidence}, url = {https://clarissa.global/5-reflections-on-operationalising-clarissa-to-generate-evidence/}, abstract = {As we start a new year, and especially, as 2021 is the International Year for the Elimination of Child Labour, understanding that the Worst Forms of Child Labour (WFCL) is complex is step one – there are no simple solutions. But we must go deeper than that, we must ensure that the programmes designed to intervene, and shape policy take on that complexity and precariousness. This is where the experience of the Child Labour: Action-Research-Innovation in South and South-Eastern Asia (CLARISSA) programme comes in. It is uniquely set up to generate evidence in innovative ways and to co-develop with our stakeholders’ solutions to the WFCL. This is ambitious, yes, but no one said it was going to be easy.}, language = {en-US}, urldate = {2024-01-26}, journal = {CLARISSA}, author = {Neupane, Sudarshan}, month = jan, year = {2021}, } @article{ramalingam_5_2020, title = {5 {Principles} to {Guide} {Adaptive} {Leadership}}, issn = {0017-8012}, url = {https://hbr.org/2020/09/5-principles-to-guide-adaptive-leadership}, abstract = {How you respond to a crisis will have repercussions for years to come. The Covid-19 pandemic is constantly evolving, with leaders facing unpredictability, imperfect information, multiple unknowns, and the need to identify responses quickly — all while recognizing the multi-dimensional (health-related, economic, social, political, cultural) nature of the crisis. Responding to the crisis requires adaptive leadership, which involves what we refer to as the 4 A’s: Anticipation of likely future needs, trends and options. Articulation of these needs to build collective understanding and support for action. Adaptation so that there is continuous learning and the adjustment of responses as necessary. Accountability, including maximum transparency in decision-making processes and openness to challenges and feedback.}, urldate = {2020-09-28}, journal = {Harvard Business Review}, author = {Ramalingam, Ben and Nabarro, David and Oqubuy, Arkebe and Carnall, Dame Ruth and Wild, Leni}, month = sep, year = {2020}, keywords = {Crisis management, Leadership}, } @misc{gaventa_5_2019, title = {5 {Emerging} {Lessons} from new research into {Empowerment} and {Accountability} in {Messy} {Places}}, url = {https://oxfamblogs.org/fp2p/5-emerging-lessons-from-new-research-into-empowerment-and-accountability-in-messy-places/}, abstract = {Research guru John Gaventa summarizes the emerging lessons from a new research programme on 'action for empowerment and accountability' in messy places}, language = {en-GB}, urldate = {2019-03-15}, journal = {From Poverty to Power}, author = {Gaventa, John}, month = mar, year = {2019}, } @inproceedings{smith_40_2014, address = {Sydney}, title = {40 {Agile} {Methods} in 40 {Minutes}}, shorttitle = {Scrum {Australia} 2014}, url = {https://craigsmith.id.au/2014/10/21/scrum-australia-2014-40-agile-methods-in-40-minutes}, abstract = {My presentation from Scrum Australia 2014 called “40 Agile Methods in 40 Minutes” is available on Slideshare. With 73\% of the world using Scrum as their predominant Agile method, this session will …}, urldate = {2017-02-20}, author = {Smith, Craig}, month = oct, year = {2014}, } @inproceedings{smith_40_2015, address = {Sydney}, title = {40 {Agile} {Methods} in 40 {Minutes}}, url = {https://craigsmith.id.au/2015/12/03/yow-2015-40-agile-methods-in-40-minutes}, urldate = {2017-03-16}, author = {Smith, Craig}, month = dec, year = {2015}, } @misc{begovic_3_2023, title = {3 things that are enabling the {UNDP}’s shift to portfolios}, url = {https://medium.com/@undp.innovation/3-things-that-are-enabling-the-undps-shift-to-portfolios-874a6183decd}, abstract = {By Millie Begovic, Head of the UNDP Strategic Innovation Unit}, language = {en}, urldate = {2023-11-07}, journal = {Medium}, author = {Begovic, Milica}, month = nov, year = {2023}, } @incollection{kenton_3_2004, series = {{PLA} notes}, title = {3. {Reflections} and directions: a personal note}, isbn = {978-1-84369-526-4}, url = {https://books.google.co.uk/books?id=-Im4wDpECt0C}, booktitle = {Participatory {Learning} and {Action} 50: {Critical} reflections, future directions}, publisher = {IIED}, author = {Chambers, Robert}, editor = {Kenton, N.}, year = {2004}, } @misc{ang_3_2018, title = {3 fallacies of embracing complexity}, url = {http://www.undp.org/content/undp/en/home/blog/2018/3-fallacies-of-embracing-complexity.html}, abstract = {Global development is seeing an exciting paradigm shift. Increasingly, leaders and practitioners recognize that development is not a “complicated” challenge that can be neatly parsed out into separate problems and siloed departments, like assembling a car. Rather, the various tasks of development—poverty eradication, improving governance, climate action, gender equality, and so on—are all connected, making development a “complex” challenge.}, language = {en}, urldate = {2018-06-22}, journal = {UNDP Blog}, author = {Ang, Yuen Yuen}, month = jun, year = {2018}, } @techreport{castellani_2018_2018, title = {2018 {Map} of the {Complexity} {Sciences}}, url = {http://www.art-sciencefactory.com/complexity-map_feb09.html}, abstract = {A map that provides a macroscopic, trans-disciplinary introductions to the complexity sciences.}, urldate = {2018-10-02}, institution = {Durham University}, author = {Castellani, Brian}, year = {2018}, } @techreport{terwilliger_consulting_2015_2015, title = {2015 {Rhode} {Island} {Wildlife} {Action} {Plan} - {Chapter} 5 {Monitoring} and {Adaptive} {Management}}, language = {en}, institution = {State of Rhode Island}, author = {Terwilliger Consulting}, year = {2015}, pages = {22}, } @techreport{om_learning_community_20_2021, address = {OM Resources: Key Community Documents}, title = {20 years of {Outcome} {Mapping} - {Evolving} practices for transformative change}, url = {https://www.outcomemapping.ca/download/en_20%20years%20of%20OM.pdf}, abstract = {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.}, urldate = {2022-09-30}, institution = {Outcome Mapping Learning Community}, author = {OM Learning Community}, month = mar, year = {2021}, } @misc{om_learning_community_20_2021, title = {20 years of {Outcome} {Mapping}}, url = {https://www.youtube.com/watch?v=Cf01oIUKtZE}, abstract = {Celebrate 20 years of Outcome Mapping with the OMLC Stewards plus special guests in this 90 minute webinar. - Exclusive celebration video with Outcome Blues soundtrack - Fireside chat with the authors of the OM manual, Sarah Earl, Fred Carden \& Terry Smutylo, to hear their views on OM’s evolution since the 2001 publication - Launch of our new paper presenting core concepts of OM and guiding practices for transformative change, with special guests Sonal Zaveri \& Julius Nyangaga as discussants}, urldate = {2018-10-18}, author = {OM Learning Community}, month = apr, year = {2021}, } @misc{18f-gsa_18f_2017, title = {{18F} {Method} {Cards} - {A} collection of tools to bring human-centered design into your project}, url = {https://methods.18f.gov}, abstract = {18F’s method cards describe how our organization puts human-centered design into practice.}, urldate = {2017-06-08}, journal = {18F-GSA, US Governement}, author = {18F-GSA}, year = {2017}, } @incollection{kenton_17_2004, series = {{PLA} notes}, title = {17. {Shifting} perceptions, changing practices in {PRA}: from infinite innovation to the quest for quality}, isbn = {978-1-84369-526-4}, url = {https://books.google.co.uk/books?id=-Im4wDpECt0C}, abstract = {In the beginning, there were methods. For many of us in the circle of enthusiasts of participatory approaches in the early 1990s, maps and models, calendars and Venn diagrams, matrices and rankings and the interactions and insights they produced defined what we did and what we had in common. It was this, too, that made participatory rural appraisal (PRA) – and rapid rural appraisal (RRA) before it – something that was very different from anything we’d known before. PRA bridged barriers that might otherwise have kept a social anthropologist and an irrigation engineer like us apart. And it brought us together with dozens of others, from a constellation of disciplines and professions, who shared our excitement about an approach that seemed to offer much for ‘doing development’ differently. In 1995, we co-edited PLA Notes 24 on Critical reflections on practice, in which we sought to engage practitioners and advocates in debate about the looming crises of quality that were to become so much a feature of PRA practice in the later 1990s. In this paper, we look back over more than a decade of engagement with PRA as ‘critical insiders’. Participatory Learning and Action has, naturally enough, served more as a vehicle for practitioners to share their successes and innovations than their critical reflections. Accordingly, we draw here on sources that go beyond it, including reflections from the Pathways to Participation project (see Cornwall and Pratt, 2003a, in PLA Notes 47, and contributions to Cornwall and Pratt 2003b), from work with gender and participatory development (Welbourn, 1992; Guijt and Kaul Shah, 1998; Cornwall 2000), and from the lively debates that we have had for more than a decade with colleagues the world over. These thoughts are our personal reflections, from standpoints associated with the two institutions – IIED and IDS – that were so much part of early efforts to promote and institutionalise PRA in international development practice. Our account is, therefore, very much a partial one. We offer it here as a means of locating some of the threads that have run through debates about PRA since the first issues of Participatory Learning and Action, and some of the challenges that practitioners of participatory learning and action methodologies continue to face. In it, we reflect on distinct phases in the development of PRA (see Figure 1), during which a series of issues emerged as themes for critical reflection. The phases indicated in the diagram relate generally to the prevailing sentiment and practice. Clearly there are exceptions – there have been critical voices and some were using PRA to address issues of power from day one, just as there is still innovation and excitement in some quarters today.}, booktitle = {Participatory {Learning} and {Action} 50: {Critical} reflections, future directions}, publisher = {IIED}, author = {Cornwall, Andrea and Guijt, Irene}, editor = {Kenton, N.}, year = {2004}, } @misc{lysy_111_2020, title = {111 {Evaluation} {Cartoons} for {Presentations} and {Blog} {Posts}}, url = {https://freshspectrum.com/evaluation-cartoons/}, urldate = {2023-09-28}, author = {Lysy, Chris}, year = {2020}, } @misc{smith_10_2012, title = {10 years of {Outcome} {Mapping}}, url = {https://vimeo.com/channels/outcomemapping}, abstract = {This webinar from the Outcome Mapping Learning Community (OMLC) presents the key findings from research conducted into the extent of Outcome Mapping use and the support required for its implementation.}, urldate = {2018-10-18}, author = {Smith, R and Mauremootoo, John and Ambrose, K. and Hearn, Simon}, month = sep, year = {2012}, } @misc{buffardi_10_2015, title = {10 {Things} to {Know} {About} {Evaluation}}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/9685.pdf}, abstract = {Evaluation is essential to good development. But there are still many myths and misconceptions about what it is - and how it should be used. ODI's Research and Policy in Development Programme (RAPID) has many years' experience supporting evaluation in complex development contexts. In support of the International Year of Evaluation 2015, we've put together our essential 'things to know' about evaluation in 10 infographics. Available in English and French.}, urldate = {2018-11-10}, publisher = {RAPID}, author = {Buffardi, Anne and Hearn, Simon and Pasanen, Tiina and Price, clare and Ball, Louise}, month = jun, year = {2015}, }