Commenting on a paper about monitoring, Rick Davies notes:
Good point. Davies goes on to say that big businesses have started using data mining and analytical tools to better understand customer behavior and preferences. The implicit question is: Why not development organizations? Surely, we face the same level of complexity as, say, a bank or an online retailer.
There’s a lot of value in the idea that Big Data will transform how organizations analyze, understand, and respond to their context. But in the low connectivity and low computer literacy contexts where many NGOs and social enterprises operate, taking advantage of Big Data requires prohibitively high levels of organizational investment. We’re years away from making use of it for daily or even annual decision-making. If we want to apply complexity thinking to development implementation — rather than just research and evaluation — then we need to learn how to monitor and establish feedback loops in a context of complexity but Little Data.
For some insight on that, the paper that Davies posted includes this quote from another source:
That line was written in 1981, long before all our talk about complexity in development contexts. It’s still relevant today.