Development Differently, Politically Informed Programming and Problem Driven Iterative Adaptation. One recent example of the use of adaptive management by international development donors is the planned Global Learning for Adaptive Management (GLAM) programme to support adaptive management in Department for International Development and USAID. The program is establishing a centre for learning about adaptive management to support the utilization and accessibility of adaptive management. In addition, donors have been focused on amending their own programmatic guidance to reflect the importance of learning within programs: for instance, USAID's recent focus in their ADS guidance on the importance of collaborating, learning and adapting. This is also reflected in Department for International Development's Smart Rules that provide the operating framework for their programs including the use of evidence to inform their decisions. There are a variety of tools used to operationalize adaptive management in programs, such as learning agendas and decision cycles. Collaborating, learning and adapting (CLA) is a concept related to the operationalizing of adaptive management in international development that describes a specific way of designing, implementing, adapting and evaluating programs. CLA involves three concepts: collaborating intentionally with stakeholders to share knowledge and reduce duplication of effort, learning systematically by drawing on evidence from a variety of sources and taking the time to reflect on implementation, and adapting strategically based on applied learning. CLA practices have tangible benefits; for instance, a recent study recently found that companies "which apply more data-driven and adaptive leadership practices perform better" when examined against those which focus less on those practices. CLA integrates three closely connected concepts within the organizational theory literature: namely collaborating, learning and adapting. There is evidence of the benefits of collaborating internally within an organization and externally with organizations. Much of the production and transmission of knowledge—both explicit knowledge and tacit knowledge—occurs through collaboration. There is evidence for the importance of collaboration among individuals and groups for innovation, knowledge production, and diffusion—for example, the benefits of staff interacting with one another and transmitting knowledge. The importance of collaboration is closely linked to the ability of organizations to collectively learn from each other, a concept noted in the literature on learning organizations. CLA, an adaptive management practice, is being employed by implementing partners that receive funding from the federal government of the United States, but it is primarily a framework for internal change efforts that aim at incorporating collaboration, learning, and adaptation within