Adaptive learning creates context-specific expertise in a changing environment

The digital knowledge transformation evolves linear learning into learning journeys. We see this as an opportunity to effectively increase the impact of capacity development measures and strengthen the robustness of process resilience.

It is the empowerment of individuals and the way how technology is used to support it that determines capabilities and mechanisms of resilience.

On the methodological side this is supported by an agile approach with its focus on the individual, behavioral change and an iterative method which brings the adaptability so important in a development context.

Digital possibilities have changed the way we approach and handle knowledge fundamentally. It has become increasingly dynamic and accessible. The way individuals use knowledge is as self-determined as it has never been before. Opportunities and techniques of learning change along with the digital knowledge transformation. Linear learning processes evolve into iterative learning journeys. The role of trainers and teachers evolves from a transmitter of information to a facilitator for self-paced learning and mentor on the learning journey.

We understand these developments as an opportunity to substantially increase the effectiveness of capacity development measures. We are committed to making the effect of training measures more sustainable. We aim to lower the barriers for individuals to access context-specific information. We promote an open approach to knowledge sharing, as we are convinced of its positive effect for social progress.

A strong focus on the needs and capabilities of the individual is an imperative for us.

A continuous output performance depends on the quality and robustness of related processes. When process inputs vary or contexts change, the challenge lies in keeping the output performance stable.

It is inevitable that disturbances of regular routines and procedures may occur – in unstable environment more often than in stable settings. To which extent the output performance is affected depends on the capability and mechanisms put in place to cope with such process deviations.

Whereas capabilities of resilience evolve in line with the level of empowerment of individuals, mechanisms of resilience depend on the cleverness of technology involved – whether it is fail-safe simplicity (low tech) or smart problem solving (high tech).

Process resilience – understood as the combination of capabilities and mechanisms of resilience – matters. It matters particularly in unstable environments where you have low qualification levels combined with high development needs.

The decisive factors for successful enhancements and effective change are multi-dimensional. The context in which one acts plays as much a role as the resources involved and the methods applied.

A simple formula that guarantees improvements and warrants change does not exist. Yet, the approach one takes can make a significant difference. A difference that makes achieving the objectives more likely.

The concept of agile development has largely replaced today classical approaches in the IT sector and is very successfully used in project management. Particularly in a development context an agile approach holds important lessons for success.

Borrowing from the concept of agile development we are convinced of the following principles:

(1) Individuals and their interactions have primacy over strict procedures and protocols.

(2) Triggering a behavioral change has primacy over extensive reporting.

(3) An iterative approach leaving flexibility for changes, failure and enhancement has primacy over unalterable planning.

The core principles of agility are not new in development cooperation. Yet, we are convinced that consequently heeding an agile approach fosters effective outputs and resilient outcomes.