"If most development challenges are considered ‘wicked’ problems, then countries dealing with fragility or conflict, let us call them Fragile and Conflict Affected Situations (FCAS) for now, most certainly embody the essence of the definition. In these ‘wicked’ situations, more than anywhere else, delivering tangible and timely results to citizens is critical. However, ... the only constant in development programming in FCAS is rapid and unpredictable change itself.
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The literature is replete with case studies to support the notion that FCAS and other wicked development problems resist standardised responses. The growing movement of researchers and practitioners who now argue that development programmes need to be more sensitive to local needs and more adaptive to the hyper-dynamic environment is welcomed.
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In order to evolve this argument into concrete action, new adaptive tools and approaches are required. A starting point is that interventions should be designed with these four core principles in mind.
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Local solutions for local problems Pushing problem driven positive deviance Try, learn, iterate, adapt Scale through diffusion.
Adaptive management seeks to better achieve desired outcomes and impacts through the systematic, iterative, and planned use of emergent knowledge and learning throughout the programme lifecycle. It involves reacting and responding quickly to changes in the political and socio-economic operating environment."
Trecho retirado de "What is Adaptive Management?"
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