| Sumario: | Despite CGIAR’s efforts to implement the Pause & Reflect adaptive management approach,
barriers to uniform application exist, necessitating a unified adaptive management protocol to
optimize engagement and impact across programs. The review examines adaptive management,
emphasizing its flexible, learning-based practices across complex environments. Two main
schools of thought are identified: the Resilience-Experimentalist School and the Decision
Theoretic School. The former focuses on stakeholder collaboration, ecological models, and
collective learning, emphasizing adaptability in complex systems through practices like Active
Adaptive Management and Scenario Planning. This approach encourages resilience and utilizes
institutional dynamics for transformation. Conversely, the Decision-Theoretic School employs
structured decision-making and quantitative models, predominantly prioritizing predefined
objectives and optimization under uncertainty. Approaches such as Structured Decision Making
and Bayesian Adaptive Management characterize this school, advocating clarity and probabilistic
reasoning. Key findings include the significance of organizational flexibility and participatory
planning, iterative learning, and continuous monitoring across various case studies. The review
highlights that while both schools aim to enhance management efficacy through iterative learning,
Resilience-Experimentalist methods may better fit CGIAR's programs due to the methods’
adaptability to complex and uncertain situations. We conclude that blending insights from both
schools can foster a more robust adaptive management framework.
|
|---|