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Why adaptive management will not save us: Exploring management directives' interaction with practice

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  • Lena Gutheil
Abstract
Sparked by the critique of practitioners and academics on the excessive managerialisation of development project management, the donor community turns increasingly towards adaptive management approaches. Rather than examining the effectiveness of the new adaptive management trend, the article deals with the more fundamental question of how the underlying relationship between management frameworks and practice can be characterised. To this end, the article analyses the practices of a select number of Dutch Civil Society consortia that are working with a new adaptive management framework. Making use of a practice theory approach, the analysis finds that rules are not directly translated into practice. The presented rules (innovations) are always mediated by antecedent practice, shared histories and interactions amongst individuals, communities and artefacts. Notably, the flexibility provided for in the framework does not reach all links in the aid chain equally and is counterbalanced by the institutional realities of the aid system. The article therewith adds to the literature on everyday development management cautioning against overestimating the effects of management tools, as they operate within and are determined by the funding and accountability requirements of the larger aid regime.

Suggested Citation

  • Lena Gutheil, 2020. "Why adaptive management will not save us: Exploring management directives' interaction with practice," Public Administration & Development, Blackwell Publishing, vol. 40(2), pages 129-140, May.
    • Handle: RePEc:wly:padxxx:v:40:y:2020:i:2:p:129-140
    DOI: 10.1002/pad.1888
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    References listed on IDEAS

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    1. James Copestake & Richard Williams, 2014. "Political-Economy Analysis, Aid Effectiveness and the Art of Development Management," Development Policy Review, Overseas Development Institute, vol. 32(1), pages 133-153, January.
    2. Nilima Gulrajani, 2011. "Transcending the Great Foreign Aid Debate: managerialism, radicalism and the search for aid effectiveness," Third World Quarterly, Taylor & Francis Journals, vol. 32(2), pages 199-216.
    3. Willem Elbers & Luuk Knippenberg & Lau Schulpen, 2014. "Trust Or Control? Private Development Cooperation At The Crossroads," Public Administration & Development, Blackwell Publishing, vol. 34(1), pages 1-13, February.
    4. Godofredo Ramizo Jr, 2016. "From Schism to Synthesis: The Off-Centre Radical-Reformist Role of Development Management," Development Policy Review, Overseas Development Institute, vol. 34(6), pages 789-807, November.
    5. Andrews, Matt & Pritchett, Lant & Woolcock, Michael, 2017. "Building State Capability: Evidence, Analysis, Action," OUP Catalogue, Oxford University Press, number 9780198747482.
    6. Chris Mowles & Ralph Stacey & Douglas Griffin, 2008. "What contribution can insights from the complexity sciences make to the theory and practice of development management?," Journal of International Development, John Wiley & Sons, Ltd., vol. 20(6), pages 804-820.
    7. Gulrajani, Nilima, 2011. "Transcending the great foreign aid debate: managerialism, radicalism and the search for aid effectiveness," LSE Research Online Documents on Economics 30690, London School of Economics and Political Science, LSE Library.
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    Cited by:

    1. Lena Gutheil & Dirk‐Jan Koch, 2023. "Civil society organizations and managerialism: On the depoliticization of the adaptive management agenda," Development Policy Review, Overseas Development Institute, vol. 41(1), January.
    2. Emmanuel Kumi & Tara Saharan, 2022. "Hybridisation of institutional logics and civil society organisations' advocacy in Kenya," Public Administration & Development, Blackwell Publishing, vol. 42(4), pages 245-255, October.

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