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dc.contributor.authorOswald, Katyen
dc.contributor.authorTaylor, Peteren
dc.date.accessioned2016-01-11T17:19:14Z
dc.date.available2016-01-11T17:19:14Z
dc.date.issued01/11/2010en
dc.identifier.citationOswald, K. and Taylor, P. (2010) A Learning Approach to Monitoring and Evaluation. IDS Bulletin 41(6): 114-120en
dc.identifier.issn1759-5436en
dc.identifier.urihttps://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/7868
dc.description.abstractThis 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.extent7en
dc.publisherBlackwell Publishing Ltden
dc.relation.ispartofseriesIDS Bulletin Vol. 41 Nos. 6en
dc.rights.urihttp://www.ids.ac.uk/files/dmfile/IDSOpenDocsStandardTermsOfUse.pdfen
dc.titleA Learning Approach to Monitoring and Evaluationen
dc.typeArticleen
dc.rights.holder© 2010 The Authors. Journal compilation © Institute of Development Studiesen
dc.identifier.doi10.1111/j.1759-5436.2010.00189.xen


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