dc.contributor.author | Oswald, Katy | en |
dc.contributor.author | Taylor, Peter | en |
dc.date.accessioned | 2016-01-11T17:19:14Z | |
dc.date.available | 2016-01-11T17:19:14Z | |
dc.date.issued | 01/11/2010 | en |
dc.identifier.citation | Oswald, K. and Taylor, P. (2010) A Learning Approach to Monitoring and Evaluation. IDS Bulletin 41(6): 114-120 | en |
dc.identifier.issn | 1759-5436 | en |
dc.identifier.uri | https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/7868 | |
dc.description.abstract | This article draws on literature from both monitoring and evaluation (M&E) and organisational learning to explore synergies between these two fields in support of organisational performance. Two insights from the organisational learning literature are that organisations learn through ‘double?loop’ learning: reflecting on experience and using this to question critically underlying assumptions; and that power relations within an organisation will influence what and whose learning is valued and shared. This article identifies four incentives that can help link M&E with organisational learning: the incentive to learn why; the incentive to learn from below; the incentive to learn collaboratively; and the incentive to take risks. Two key elements are required to support these incentives: (1) establishing and promoting an ‘evaluative culture’ within an organisation; and (2) having accountability relationships where value is placed on learning ‘why’, as well as on learning from mistakes, which requires trust. | en |
dc.format.extent | 7 | en |
dc.publisher | Blackwell Publishing Ltd | en |
dc.relation.ispartofseries | IDS Bulletin Vol. 41 Nos. 6 | en |
dc.rights.uri | http://www.ids.ac.uk/files/dmfile/IDSOpenDocsStandardTermsOfUse.pdf | en |
dc.title | A Learning Approach to Monitoring and Evaluation | en |
dc.type | Article | en |
dc.rights.holder | © 2010 The Authors. Journal compilation © Institute of Development Studies | en |
dc.identifier.doi | 10.1111/j.1759-5436.2010.00189.x | en |