Briefing papersApril 2020Ben Ramalingam, Leni Wild and Matt FerrariDr Tedros Adhanom Ghebreyesus, Director-General, WHO, speaks at a press conference regarding the outbreak of Ebola virus disease in DRC, 2018. Photo: UN Photo/Elma OkThe coronavirus pandemic poses unprecedented challenges to science, policy and the interface between the two. How – and how quickly – policy-makers, practitioners and researchers react to this emerging and complex crisis is making a profound difference to people’s lives and livelihoods (WHO, 2020). But how can we ensure effective collective decision-making on the basis of emerging evidence, changing trends and shifting scientific understanding, all in the face of considerable uncertainty? Recent experience highlights the need for adaptive leadership in national and global responses to the outbreak. This briefing paper sets out key principles for what this might look like, and proposes a roadmap for policy-makers, practitioners and researchers to move towards such an approach as they tackle the unfolding crisis.Key messagesTackling the coronavirus outbreak requires adaptation at operational and leadership levels.Operationally, there is scope to strengthen evidence-based adaptive management practices, to adjust the mix and type of interventions being implemented and learn as we go so as to achieve shared goals. This requires adaptive leadership capacities, being open and transparent about learning, using collective decision-making processes and building trust with communities and individuals.This publication is part of ODI’s series on coronavirus. It showcases emerging ideas and rapid initial analysis from ODI experts.Read the research Adaptive leadership in the coronavirus response: bridging science, policy and practiceDocumentpdf Adaptive leadership in the coronavirus response: bridging science, policy and practice in a crisisRelated Supporting adaptive management: monitoring and evaluation tools and approachesThis paper introduces a set of monitoring and evaluation tools and approaches, and their usefulness in supporting adaptive management in development.Working and discussion papers13 December 2019What does the evidence tell us about ‘thinking and working politically’ in development assistance?This article provides a critical review of the evidence on ‘thinking and working politically’ in development.Journal articles or issues13 June 2019Making adaptive rigour work: principles and practices for strengthening MEL for adaptive management Adaptive programmes can be accountable, rigorous and high quality in how they use evidence by taking an ’adaptive rigour’ approach.Briefing papers4 April 2019See more:adaptive developmentcoronavirusGlobal
