Deliberate Design in Uganda: Why You Can’t Do MEL Without OD
By Charlotta Sandin, Organizational Development Specialist, QED Group | October 10, 2019
It is easy to blame the monitoring & evaluation (M&E) team if an organization is not using evidence when making decisions. Maybe the data wasn’t presented well. The evaluation was too long, or the visuals were incomprehensible. Sure, sometimes that may be the case. Science is not easy. It’s often too long and complicated; not presented in a way that most people can understand. Too often though, poor “data use” is a result of problems with the “use” part rather than the “data” part.
Consider the Knowledge Management Life Cycle. The cycle starts when the need for decision-making presents itself; e.g., a new award is about to be designed. In that moment, the first question that should come to mind for any planner, should be: What do we need to know to plan our approach?
This is your Learning Question. The next step would be to figure out how to get the information. Do you need to complete data analysis, or a desk-review? Conduct a stakeholder consultation or a quick survey? What are your research questions? Then, you share your findings and determine how you use them, and adapt your program or activity as needed.
The problem is that many organizations have not been set up to demand data and use research findings [1]. The technical team implements an activity while the M&E experts measure performance in parallel. Without deliberate design of processes to ensure collaboration at each stage in the cycle, the learning question can be missed altogether.
The problem is that many organizations have not been set up to demand data and use research findings [1].
Organizational development (OD) addresses organizational constraints to collaboration which impact data utilization. Is it a hierarchical organization in which people listen to the strongest voices only? Are anecdotal knowledge and convincing opinions normalized to be sufficient evidence? Is there a culture that doesn’t allow for questioning conclusions; or does it allow and encourage critical thinking?
OD can even address those constraints created by individuals which also contribute to underutilization of data. These may include decision-maker attitudes, staff motivation or simply a general lack of data culture.
MELOD in Action: The Uganda Learning Activity
The U.S. Agency for International Development Uganda Mission has long been an Agency leader in using OD to improve evidence-based decision-making, ultimately with the goal of improving development outcomes. Working with The QED Group since 2012, the Mission has deliberately pursued several strategies to improve the enabling environment for evidence-based decision making. This is more than simply holding regular check-ins or after-action reviews. Instead, there is a focus on techniques like leadership training and effective meeting management, helping the team to use critical thinking and give constructive feedback. This promotes trust and a safe space to be innovative, take risks and try out new approaches and methodologies.
The link between MEL and OD for adaptive management is particularly pronounced in operationalizing adaptive management. The mantra “It is OK to fail” had to come from top management, while the rest of the organization had to determine to what extent an activity could fail before course corrections had to be taken. Could the data be analyzed on a monthly basis? Should there be quarterly pause and reflect moments? Can an activity manager do annual stock takings with an implementing partner? How do you build trust in a relationship when the role of one party is to implement and the role of the other is to hold them accountable?
The Supply and Demand of Evidence for Decision-Making
Every organization must work simultaneously to improve the quality of the supply of M&E products while also working to increase demand for knowledge products through OD efforts. When staff come to appreciate the value of knowledge in a well-designed and presented product, they will start demanding it as part of every decision-making process. Every time a decision needs to be made, the decision-makers ask themselves, do we know enough to make this decision? What is it that we need to know? How do we continuously know if we are on the right track?
If the teams are 1) used to having knowledge accessible, 2) ask the right questions and 3) feel safe enough to think critically, they will eventually demand evidence at every critical junction.
So, get started! After all, the best way to learn is by doing.
[1] LaFond, Fields et al. 2005. The PRISM: An Analytical Framework for Understanding Performance of HIS in developing countries. MEASURE Evaluation.
