Sparked by the critique of practitioners and academics on the excessive managerialisation of development project management, the donor community turns increasingly towards adaptive management approaches. Rather than examining the effectiveness of the new adaptive management trend, the article deals with the more fundamental question of how the underlying relationship between management frameworks and practice can be characterised. To this end, the article analyses the practices of a select number of Dutch Civil Society consortia that are working with a new adaptive management framework. Making use of a practice theory approach, the analysis finds that rules are not directly translated into practice. The presented rules (innovations) are always mediated by antecedent practice, shared histories and interactions amongst individuals, communities and artefacts. Notably, the flexibility provided for in the framework does not reach all links in the aid chain equally and is counterbalanced by the institutional realities of the aid system. The article therewith adds to the literature on everyday development management cautioning against overestimating the effects of management tools, as they operate within and are determined by the funding and accountability requirements of the larger aid regime.

中文翻译：

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为什么适应性管理不会拯救我们：探索管理指令与实践的互动

由于从业者和学者对发展项目管理过度管理的批评，捐助界越来越多地转向适应性管理方法。本文没有研究新的适应性管理趋势的有效性，而是处理更基本的问题，即如何表征管理框架和实践之间的潜在关系。为此，本文分析了一些正在使用新的适应性管理框架的荷兰民间社会财团的做法。运用实践理论的方法，分析发现规则并没有直接转化为实践。提出的规则（创新）总是以先前的实践、共享的历史和个人之间的互动为中介，社区和文物。值得注意的是，框架中提供的灵活性并没有平等地触及援助链中的所有环节，而且被援助体系的制度现实所抵消。因此，这篇文章补充了关于日常发展管理的文献，警告不要高估管理工具的影响，因为它们在更大的援助制度内运作并由更大的援助制度的资金和问责要求决定。