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Doing Iterative and Adaptive Work

Author

Listed:
  • Matt Andrews

    (Center for International Development at Harvard University)

  • Lant Pritchett

    (Center for International Development at Harvard University)

  • Michael Woolcock

    (Center for International Development at Harvard University)

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.

Suggested Citation

  • Matt Andrews & Lant Pritchett & Michael Woolcock, 2016. "Doing Iterative and Adaptive Work," CID Working Papers 313, Center for International Development at Harvard University.
    • Handle: RePEc:cid:wpfacu:313
    as

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    File URL: http://bsc.cid.harvard.edu/files/bsc/files/adaptive_work_cd_wp_313.pdf
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    References listed on IDEAS

    as
    1. Matt Andrews, 2012. "The Logical Limits Of Best Practice Administrative Solutions In Developing Countries," Public Administration & Development, Blackwell Publishing, vol. 32(2), pages 137-153, May.
    2. Wang, Dan & Ap, John, 2013. "Factors affecting tourism policy implementation: A conceptual framework and a case study in China," Tourism Management, Elsevier, vol. 36(C), pages 221-233.
    3. Aghion, Philippe & Tirole, Jean, 1997. "Formal and Real Authority in Organizations," Journal of Political Economy, University of Chicago Press, vol. 105(1), pages 1-29, February.
    4. Levy, Brian, 2014. "Working with the Grain: Integrating Governance and Growth in Development Strategies," OUP Catalogue, Oxford University Press, number 9780199363810.
    5. Andrews, Matt & Pritchett, Lant & Woolcock, Michael, 2013. "Escaping Capability Traps Through Problem Driven Iterative Adaptation (PDIA)," World Development, Elsevier, vol. 51(C), pages 234-244.
    6. Matt Andrews & Lant Pritchett & Michael Woolcock, 2015. "Doing Problem Driven Work," CID Working Papers 307, Center for International Development at Harvard University.
    7. Zoe Radnor & Paul Walley, 2008. "Learning to Walk Before We Try to Run: Adapting Lean for the Public Sector," Public Money & Management, Taylor & Francis Journals, vol. 28(1), pages 13-20, February.
    8. Andrews,Matt, 2013. "The Limits of Institutional Reform in Development," Cambridge Books, Cambridge University Press, number 9781107016330.
    9. Alex Duncan & Gareth Williams, 2012. "Making Development Assistance More Effective Through Using Political‐economy Analysis: What Has Been Done and What Have We Learned?," Development Policy Review, Overseas Development Institute, vol. 30(2), pages 133-148, March.
    10. De Búrca, Gráinne & Keohane, Robert O. & Sabel, Charles, 2014. "Global Experimentalist Governance," British Journal of Political Science, Cambridge University Press, vol. 44(03), pages 477-486, July.
    11. repec:ner:ucllon:http://discovery.ucl.ac.uk/17678/ is not listed on IDEAS
    12. Marlon Dumas & Fabrizio Maria Maggi, 2015. "Enabling Process Innovation via Deviance Mining and Predictive Monitoring," Management for Professionals, in: Jan vom Brocke & Theresa Schmiedel (ed.), BPM - Driving Innovation in a Digital World, edition 127, pages 145-154, Springer.
    13. Andrews, Matt, 2015. "Explaining Positive Deviance in Public Sector Reforms in Development," World Development, Elsevier, vol. 74(C), pages 197-208.
    14. Markus Perkmann & André Spicer, 2014. "How Emerging Organizations Take Form: The Role of Imprinting and Values in Organizational Bricolage," Organization Science, INFORMS, vol. 25(6), pages 1785-1806, December.
    15. Jörg Faust, 2010. "Policy Experiments, Democratic Ownership and Development Assistance," Development Policy Review, Overseas Development Institute, vol. 28(5), pages 515-534, September.
    16. Lant Pritchett & Michael Woolcock & Matt Andrews, 2013. "Looking Like a State: Techniques of Persistent Failure in State Capability for Implementation," Journal of Development Studies, Taylor & Francis Journals, vol. 49(1), pages 1-18, January.
    17. Pulakos, Elaine D. & Hanson, Rose Mueller & Arad, Sharon & Moye, Neta, 2015. "Performance Management Can Be Fixed: An On-the-Job Experiential Learning Approach for Complex Behavior Change," Industrial and Organizational Psychology, Cambridge University Press, vol. 8(1), pages 51-76, March.
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    Cited by:

    1. Tung Nhu Nguyen, 2018. "Change Space for Green Production in Vietnam: The Case of Brick Production," The Journal of Social Sciences Research, Academic Research Publishing Group, pages 685-692:2.
    2. Matt Andrews & Lant Pritchett & Michael Woolcock, 2016. "Scaling PDIA through Broad Agency, and Your Role," CID Working Papers 315, Center for International Development at Harvard University.

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    Keywords

    Governance; Adaptive Work;

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