Managing for Sustainable Development Impact

Abstract

Cecile has over 25 years of professional experience in the international development sector, including public-private partnerships (PPPs), rural development, agricultureand food security, with a focus primarily on Africa.Karen Batjes (MPA, Carleton, Canada) Many of the people trained in m4sdi have become believers and practitioners of the approach because it addresses several of the most serious concerns in development, such as the difficulty in reaching primary stakeholders, designing effective strategies and related monitoring and evaluation (m&e), focusing on capacity development and change management, and achieving sustainable development impact. The strength of m4sdi lies in its people-centred approach and how it seeks to integrate management processes within a complex environment.The evolvement of the approach needs to be documented to share lessons learned and support capacity development. And so the principles and practices covered in this guide relate to a variety of development initiatives/organizations in the fields of agriculture, food security, local economic development, value chains, enterprise development, and ecosystem governance. Much of the discussion takes place within the often complex context of development. As such, the guide aims to find a good balance between comprehensiveness and the principle of 'less is more'. | who this guide is forThis guide is meant to help leaders, managers, decision-makers, m&e staff and other development practitioners navigate their organizations and development initiatives more effectively towards sustainable development impact. It provides ideas, theories and tools which will help practitioners to better:• understand the context in which the development initiative/organization operates, and tailor m4sdi to this specific context;• connect sustainable development-related goals to stakeholder perspectives and motivations;

Principles guiding ethical research in a collaboration to strengthen Indigenous primary healthcare in Australia: learning from experience

“…Establishing a process for ongoing reflection and reinterpretation reflects 'triple-loop' learning, in which we learn how to learn, and how to make decisions about what is right. [34][35][36] 'Triple-loop' learning can involve evaluator roles, and an openness both to unfavourable evaluation findings (eg, that principles are not being adequately followed), and to making change as a result of such findings (eg, from top-down collaborative practices to adopting equity and justice principles). 37 Evaluators who engage with such collaborations must, when necessary, be willing to speak truth to those in powerful roles about the necessity of upholding principles and advancing goals, and to manage the consequences of doing so.…”

Policy learning and crisis policy-making: quadruple-loop learning and COVID-19 responses in South Korea

“…Inspired by Argyris and Schon ( 1974 ), Tosey, Visser, and Saunders ( 2012 ) proposed triple-loop learning, and specifically emphasized the significance of active organizational responses to changes in the external environment. In solving various problems, organizations often not only take actions based on standard operating procedures and previous experiences (single-loop) or change assumptions and principles, but also can reassess their culture, structures, principles, visions and even paradigms (triple-loop learning) (Kusters, Batjes, Wigboldus, Brouwers, & Baguma, 2017 ). With this method, organizations search beyond their internal learning structures.…”

“…With this method, organizations search beyond their internal learning structures. Ultimately, as Kusters et al ( 2017 ) argued, they can develop strategies for responding and adapting to a dynamic external environment.…”

How to improve organizational performance during Coronavirus: A serial mediation analysis of organizational learning culture with knowledge creation

“…Inspired by Tosey et al, (2012), Argyris and Schon (1974) proposed “triple‐loop learning”, and specifically underlined the importance of an “active organizational responses” to change the external environment. In solving various problems, companies often not only take actions based on previous experiences and standard operating procedures (single‐loop) or change principles and assumptions, but also can reassess their visions, structures, culture, principles, and even paradigms (triple‐loop learning) (Kusters, Batjes, Wigboldus, Brouwers, & Baguma, 2017). Through this technique, companies can search beyond their internal structures of learning.…”

“…Through this technique, companies can search beyond their internal structures of learning. Ultimately, as Kusters et al (2017) argued, they can develop strategies for responding and adapting to a dynamic external environment (e.g., Covid‐19 crisis).…”