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ODI Strategic plan 2014-2017

The ODI strategic plan sets out the five main areas in which ODI will seek to make a difference, from the 'global to the local', in the coming three years. This document briefly introduces the strategic priorities and change directions.

The five strategic priorities in the plan are:

  • Eradicating absolute poverty and equalising opportunity
  • Promoting effective action on climate change and managing resources sustainably
  • Protecting people threatened by conflict, disasters and insecurity
  • Building accountable and inclusive institutions
  • Increasing productivity and creating jobs through transformative growth

Negotiation-support toolkit for learning landscapes

Author: Noordwijk, M.v. et alii. (for the World Agroforestry Centre)
Publication date: 2013

In landscapes around the world, active learning takes place with experiments that involve changes in technology, farming systems, value chains, livelihoods’ strategies and institutions. An overarching hypothesis that is being tested in this publication is:

Pathways to Collaborative Action: Transforming agricultural, land and food systems

Authors: McKenzie, F.
Publicateion date: 2013

This Ecoagriculture Discussion Paper explores the possibilities of taking cross-sectoral collaborative action to break away from business-as-usual. It shows how the complexity of the sustainability challenges makes cross-sectoral collaboration so essential. It highlights how complex non-linear linkages exist between food, agricultural, and land systems. It argues that if we are to effectively operate in this nexus, then we need to seriously reconsider the way we work together.

Maximising the benefits of data and extractive industries for the poor

Authors: Awolowo, A. & O’Keefe, E. (for DFID)
Publication date: 2013

More and more data around extractives is becoming available. Data made public, in the right format, can be used by citizens to hold governments and companies to account and drive improved development outcomes from mineral resource exploitation.

ODI HPG: Talking to the other side: Humanitarian engagement with armed non-state actors

Author: Jackson, A. (for HPG - Humanitarian Policy Group, ODI)
Publication date: 2012

This HPG Policy Brief explores the obstacles to and opportunities for humanitarian dialogue with armed non-state actors (ANSAs). It begins with the rationale for such engagement and the applicable legal frameworks. It then provides an overview of the challenges that humanitarian actors face when engaging in dialogue with ANSAs on issues of access, assistance and protection.

DLP: Background Paper 01: The case for leadership and the primacy of politics in building effective states, institutions and governance for sustainable growth and social development

Authors: Leftwich, A. & Hogg, S. (for DLP - Developmental Leadership Program)
Publication date: 2007

This paper makes the case that effective leadership and the collective action of a relatively small number of leaders and elites, across the public and private sectors, are essential for building effective states, ensuring stability and promoting economic growth.

Awakening Faith in an Alternative Future. A Consideration of Present: Human Purpose and the Field of the Future

Author(s): Senge, P.M., Scharmer, C.O.,  Jaworski, J., & Flowers, B.S. (in The SoL Journal on Knowledge, Learning, and Change)
Publication Date: 2004

The new dynamics of strategy: Sense-making in a complex and complicated world

Author(s): Kurz, C.F. & Snowden, D.J.
Publication Date: 2003

This paper of Kurz and Snowden outlines a new approach to strategy, which is relevant for both policy formation and operational decision-making. It builds on the experience that decision makers are increasingly confronted with situations where assumptions of order, rational choice and intent are not true while the available tools and techniques assume they are.

Effective communication, feedback and listening

Author(s): Hill, L.
Publication Date: 1996

In the context of tremendous developments in information technology, Hill argues that at the root of many organization and management problems are simple communication breakdowns.