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Adaptive management and adaptive MEL are more flexible, more “accommodating of unexpected change” and more “learning-focussed” than traditional approaches. There is a commitment to explore the more complex, more meaningful and potentially more change-enabling structures of successful project implementation. This is done primarily by examining, understanding, critiquing and responding to the linkages and interactions between these structures in iterative fashion.
In this paper we examine the components of this approach that are most enabling of the project implementation/delivery phase.
This paper is the second in a mini-series, building on the discussions in the first paper: Using adaptive monitoring, evaluation and learning in programme design.