A Learning Approach to Monitoring and Evaluation

Format:Article
Publication year: 
2010

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.

Source publication information
Journal Title: 
IDS Bulletin
Volume: 
Vol. 41, No. 6
Pages: 
pp 114 - 120
Publisher
Blackwell Publishing Ltd
Oxford, UK

How to find this resource

Shelfmark in IDS Resource Centre
D: Organisational Change 5949