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Problem Driven Iterative Adaptation

‘Mechanism mapping’ for policy design

Suvojit Chattopadhyay's picture

Photo by Paulien OsseI just finished reading a recent working paper by Martin Williams, titled “External validity and policy adaptation: From impact evaluation to policy design”.

In this paper, Martin tackles the question – how will a policymaker apply evidence available to them to design a policy/programme that will fix a particular problem at hand? He first takes us through the ways in which we think of this currently – primarily by attempts to strengthen the external validity of evaluations – and points out the limitations of these approaches. The central critique is that most of this thinking puts the evaluators/researchers at the centre and tries to devise ways in which the evidence generated by their research can be generalised beyond their specific study samples. This is at odds with what a policymaker (in this paper, a public official in a given country) needs in order to make decisions about how to use evidence from elsewhere to design a policy/programme for their specific context.

The answer, Martin suggests, is ‘mechanism mapping’ – a five-step process where the public official lays out:

Building State Capability: Review of an important (and practical) new book

Duncan Green's picture

Jetlag is a book reviewer’s best friend. In the bleary small hours in NZ and now Australia, I have been catching up on my reading. The latest was ‘Building State Capability’, by Matt Andrews, Lant Pritchett and Michael Woolcock, which builds brilliantly on Matt’s 2013 book and the subsequent work of all 3 authors in trying to find practical ways to help reform state systems in dozens of developing countries (see the BSC website for more). Building State Capability is published by OUP, who agreed to make it available as an Open Access pdf, in part because of the good results with How Change Happens (so you all owe me….).

But jetlag was also poor preparation for the first half of this book, which after a promising start, rapidly gets bogged down in some extraordinarily dense academese. I nearly gave up during the particularly impenetrable chapter 4: sample ‘We are defining capability relative to normative objectives. This is not a reprisal of the “functionalist” approach, in which an organization’s capability would be defined relative to the function it actually served in the overall system.’ Try reading that on two hours’ sleep.

Luckily I stuck with it, because the second half of the book is an excellent (and much more accessible) manual on how to do Problem Driven Iterative Adaptation – the approach to institutional reform that lies at the heart of the BSC programme.