by Natalie Zend
Well applied, Results-Based Management (RBM) can be a powerful approach for improving programming. At its best, it makes monitoring and evaluation exponentially easier and more meaningful, because it allows for measuring and evaluating outcomes (not just implementation), and then feeds that information back into decision-making.
Yet in application, RBM seldom reaches its full potential. It can easily become a mechanical box-ticking exercise. How often have you seen organizations pay lip service to RBM while in effect taking an activity-based approach?
This article, published in OCIC's e-Magazine iAM (Ideas, Actions, Movements) Volume 8: Measure What Matters, presents three challenges or areas of tension that lie in the way of meaningful RBM, along with ways to address them.
Yet in application, RBM seldom reaches its full potential. It can easily become a mechanical box-ticking exercise. How often have you seen organizations pay lip service to RBM while in effect taking an activity-based approach?
This article, published in OCIC's e-Magazine iAM (Ideas, Actions, Movements) Volume 8: Measure What Matters, presents three challenges or areas of tension that lie in the way of meaningful RBM, along with ways to address them.
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