M&E as learning: Rethinking the dominant paradigm

Abstract

This chapter argues that for monitoring and evaluation (ME accountability, supporting strategic and operational management, knowledge creation and empowerment. From this perspective on the functions of M&E current M&E trends and debates are examined which leads to the identification of the key building blocks for a learning orientated M&E paradigm. The chapter concludes by outlining the elements of a learning system that embodies such a paradigm. The argument of the chapter is not to throw away indicators (both quantitative and qualitative) or to compromise the collection and analysis of good data. Solid learning requires solid information. Rather, this chapter asks those in development initiatives to place the indicator and information management aspects of M&E in a broader context of team and organisational learning. The challenge to be faced is to use effective reflective processes that can capture and utilise actors’ wealth of tacit knowledge that is all to often ignored.