Making Change Happen Resource Centre

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Unit 1. Understanding how change happens
Unit 2. Implications for program management
Unit 3. Implications for leading and managing organisations
INTRODUCTORY. Towards a Theory of Systemic Action
INTRODUCTORY. The Practice of Adaptive Leadership, Chapter 2
INTRODUCTORY. Adaptive Management: What it means for CSOs
1.0. CORE. What's changing in the world?
1.1. CORE. The Fiction of Development: Knowledge Authority and Representation
1.1. EXTENDED. How Change Happens: Interdisciplinary Perspectives
1.1. EXTENDED. Progressive Policy Change on Women's Economic and Social Rights
1.2. CORE. The Stacey Matrix Explained
1.2. CORE. Technical problems vs adaptive challenges
1.3. CORE. Towards a Theory of Systemic Action
1.3. CORE. Leverage Points: Places to Intervene in a System
1.3. OTHER. Linking complexity, power and culture
1.4. CORE. Making Change Happen: Power
1.4. CORE. The case for thinking and working politically
1.4. CORE. Politically smart, locally-led development
1.4. CORE. Everyday political analysis
1.4. EXTENDED. Learning from Politically Informed Gender Aware Programs
1.4. EXTENDED. Inside the black box of political will
1.4. OTHER. Collective action and developmental leadership
1.5. CORE. Collective Action
1.5. EXTENDED. Power Politics and Coalitions in the Pacific
1.5. EXTENDED. Coalitions in the Politics of Development
1.5. OTHER. Exploring coalitions, partnerships and collective action
1.6. CORE. Capacity across cultures: global lessons from Pacific experiences, Chapter 2
1.6. CORE. Capacity across cultures: global lessons from Pacific experiences, Chapter 14 (PDF)
1.6. CORE. Is there life after gender mainstreaming? (PDF)
1.6. OTHER. Cultural differences and the implications for change (PPT)
1.7. CORE. Escaping capability traps through problem-driven iterative adaptation
2.0. CORE. Improving development aid design and evaluation
2.0. CORE. Adaptive Management: What is means for CSOs
2.1. CORE. World Development Report 2015, Chapter 10
2.1. CORE. World Development Report 2015, Chapter 1
2.2. CORE. Partnerships for Effective Development
2.2. OTHER. Partnerships, power, politics and culture
2.3. CORE. Theories of Change: Time for a radical approach to learning in development
2.3. CORE. Everyday Political Analysis
2.3. CORE. Facilitating development: An arm's length approach to development
2.3. CORE. Knowledge into policy: Going beyond 'Context matters', Part V. The Framework
2.3. EXTENDED. Link between contexts and boundaries
2.4. CORE. Politically smart, locally led development
2.4. CORE. Critical Webs of Power and Change
2.4. CORE. The Political Economy of Gender Reform
2.4. EXTENDED. Feminist Leadership for Social Transformation
2.4. OTHER. Principles which inform good design
2.5. CORE. Using Adaptive Development to Support Feminist Action
2.5. CORE. Adaptive Management: What it means for CSOs
2.5. CORE. Navigating International Aid in Transitions: A Guide for Recipients
2.6. CORE. Strategy Testing: an innovative approach to monitoring highly flexible aid programs
2.6. CORE. Collective Impact 3.0: An Evolving Framework for Community Change
2.6. CORE. Discussion Note: Complexity-Aware Monitoring
2.6. EXTENDED. Broadening the range of designs and methods for impact evaluation
2.6. EXTENDED. Capturing Change in Women's Realities
2.6. OTHER. Monitoring and evaluation
3.0. CORE. Adaptive Management: What it means for CSOs
3.2. CORE. Real Leadership, Chapter 2 Diagnostic Work
3.2. CORE. The Practice of Adaptive Leadership, Chapter 2 The Theory Behind the Practice
3.2. OTHER. Understanding our purpose and challenge
3.3. CORE. The Australian Leadership Paradox, Chapter 10 Power, Rank and Authority
3.3. CORE. The Practice of Adaptive Leadership (book summary)
3.3. OTHER. Working with authority and power
3.4. OTHER. The Collaboration Continuum
3.5. OTHER. Components of a holding environment for experimentation
3.5. OTHER. Turning the Heat Up to Do 'Real Work' (handout)
3.6. CORE. Mechanisms for NGO Accountability
3.6. CORE. The Many Faces of Nonprofit Accountability
3.6. CORE. Models of INGO sustainability: balancing restricted and unrestricted funding
Reading list (ACFID Making Change Happen Resource Centre) PDF
Reading list (ACFID Making Change Happen Resource Centre) Word

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Opens: 12/09/18
Closes: 12/09/19

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Making Change Happen Resource Centre

Making Change Happen

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Making Change Happen Resource CentreMaking Change Happen

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Making Change Happen Resource Centre

Making Change Happen Resource Centre

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Making Change Happen Resource Centre
Making Change Happen