In both international development programs and in specific Knowledge Management initiatives, focusing on evidence and measures of results that are easily observed and captured misses the larger part of a complex picture comprised of outcomes that are indirect, intangible, not easily measured, but nonetheless important. In the quest for objective evidence the subjectivity of implementers is often ignored; there is a need for both more openness and willingness to recognize the biases of development professionals while seeking mechanisms to recognize and engage with a wider and more diverse range of stakeholders and incorporate their different perspectives into monitoring systems. The great challenge is to embrace this complexity and be responsive to emergent situations.
Monitoring systems are built starting with project objectives; this is followed by efforts to identify outcomes that will lead to the desired changes at the macro level. As stated above, such linear causal links do not exist and, worse still, limit implementers' ability to identify and respond to emerging lessons and situations. It is not always possible to predict outcomes or identify the mitigating factors that influence behavior change.
You received this message because you are subscribed to the "USA-Africa Dialogue Series" moderated by Toyin Falola, University of Texas at Austin.
For current archives, visit http://groups.google.com/group/USAAfricaDialogue
For previous archives, visit http://www.utexas.edu/conferences/africa/ads/index.html
To post to this group, send an email to USAAfricaDialogue@googlegroups.com
To unsubscribe from this group, send an email to USAAfricaDialogue-
unsubscribe@googlegroups.com
No comments:
Post a Comment