The realm of international development and humanitarian work is inherently uncertain. Normally, static strategies are the first thing to fail under challenges not foreseen. As such, the trait of adaptability becomes very important for any organisation that wants to thrive.

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Adaptability is baked into Propel's core functionality, allowing organisations to adjust their approaches on the fly. This ability to adapt is more important for the realisation of short-term goals and is critical for long-term sustainability and resilience of programmes.

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Considering the context

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Adaptive management in environmental management, development and humanitarian support is established and clearly linked to better outcomes under programmes. It allows organisations to respond quickly once complexities and real-time data emerge (Holling, 1978; Walters, 1986). However, its implementation is often lacking and difficult to adapt to ordinary organisational structures within most organisations, under both rigid systems and a shortage of real-time data. (Armitage et al., 2009).

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Propel overcomes this with the use of continuous learning and real-time data analysis tools to ensure that adaptive strategies are operationalised in day-to-day operations.

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How it works

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Adaptation lies at the core of the Theory of Change for Propel. The platform provides organisations with the capacity to collect and analyse information at all stages of a programme’s cycle, allowing in-the-moment adaptation to strategies and interventions. Propel supports data collection, stakeholder engagement, and monitoring and evaluation – three of the major drivers of good adaptive management.

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Discussion

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Propel's impact on adaptive management and sustainability can be delineated into three key areas:

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• Real-time adaptation: Propel allows an organisation to make data-informed decisions on the move. Tools that allow rapid data collection and analysis will enable an organisation to adapt its strategy in real-time to new information or changing circumstances. This is what adaptability is all about, i.e. being able to respond with relevance in environments where circumstances change very quickly, such as during humanitarian crises in quickly changing development settings.
• Continuous learning: Propel ensures continuous learning is embedded within the programme cycle, where organisations are continually making their approach better and refining ways of working. Lessons from the previous phases of the programme are built into future planning, in turn creating a culture of continuous improvement. As a result, the iterative process becomes more effective in enhancing the individual programmes and strengthening the capability of the organisation.
• Sustainable impact: Propel's adaptive management tools work to encourage sustainability by developing programmes that are effective in both the short- and the long-term. Remaining relevant and impactful in the execution of the programmes, even as external conditions present new challenges and opportunities, means that the organisations are able to maintain the relevance and impact of the set bench programmes.

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Practice implications

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Organisations able to activate adaptive management experience significant enhancements in their responsiveness to environmental changes, and this is crucial for navigating uncertainties in development and humanitarian work. It also naturally builds momentum around a culture of continuous learning.

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Propel is much deeper than a tool as it works adaptability to change into how organisations perform management. It provides the frameworks and tools to enable real-time adaptation, continuous learning and long-term resilience – not just survival. With continued adoption of Propel within humanitarian and development organisations, their ability to achieve sustainable, far-reaching impact amidst rapid change increases.

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References

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• Holling, C. S. (1978). Adaptive Environmental Assessment and Management. John Wiley & Sons.
• Walters, C. J. (1986). Adaptive Management of Renewable Resources. Macmillan.
• Armitage, D., Plummer, R., Berkes, F., Arthur, R., Charles, A., Davidson-Hunt, I., & Diduck, A. (2009). Adaptive Co-management: Theory and Practice. Routledge.