A Learning Approach to Monitoring and Evaluation

Katy Oswald and Peter Taylor

IDS Bulletin, 2010, vol. 41, issue 6, 114-120

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.

Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:wly:idsxxx:v:41:y:2010:i:6:p:114-120

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