Montoring, two ways

Monitoring should provide timely feedback that helps teams deliver - yet monitoring stalls when we try to track too much. My last blog argued that, by using evaluation wisely, we can give teams the confidence to keep monitoring light and flexible.

Another way to retain lightness and flexibility - whilst generating useful feedback - is to think of monitoring as having two components: “on-plan” and “off-plan”.

Cooking “two ways” originated in France - my new home! Think chicken two ways, cauliflower two ways, chocolate two ways. It’s about contrast and completeness - finding balance through two preparations that, together, make the dish whole.

Monitoring works the same way: on-plan and off-plan combine to bring contrast and completeness to our understanding.

On-plan monitoring

This is what most people think of when they hear the word “monitoring”: theories of change, indicators, and tables of data. These are an essential part of monitoring.

Lightness and flexibility are key. For each project, intervention, or investment, the purpose of on-plan monitoring is to test a few priority hypotheses. A simple theory of change and a handful of well-chosen indicators are enough. We collect data against these regularly to inform our decision-making.

“On-plan” doesn’t mean “set in concrete”. We don’t know what’s going to happen so we hold our theories lightly. As projects progress, we shouldn’t be surprised if our theories and indicators evolve too.

Off-plan monitoring

Think factory visits, a chat with some farmers, a walk through the market, coffee with an entrepreneur, a late-night shisha with a government official, an interesting piece of journalism, or a passing comment at a conference.

Off-plan monitoring can be spontaneous and fun! Once, I was working in the tea sector with my friend Rajan Soni. On the way back from meeting a large tea company, we spotted a tea collection point by the roadside, buzzing with activity. We stopped, bought a crate of Fantas to share, and chatted for hours. You learn a lot this way.

“Off-plan” doesn’t mean “thoughtless”. Enjoy normal human conversations, but remember you’re trying to get to the truth of how people see things. Have a few key questions ready, avoid leading ones, and stay alert to group dynamics. Look for chances to speak with dissenting or less-heard voices. And keep a simple record - who you spoke to, what stood out, and any follow-up it suggests.

Bringing them together in reflection

On- and off-plan monitoring come together in reflection - personal reflection, everyday conversations, team meetings, or more formal sessions every few months.

On-plan data gives teams a shared reference point - what was expected and what’s happening. In discussion, it’s easy to lose the plot and disappear down rabbit holes. Then someone asks, “Wait… what were we trying to achieve here in the first place? Is it happening?”. On-plan anchors everyone to a strategy.

Off-plan monitoring adds nuance, explains, and reveals different insights. It should be a continuous thing, but becomes especially important when what you expected to happen (as set out in your theory of change), doesn't. When data deviates from expectation, that’s an alarm bell - our cue to go and see what’s going on.

Maybe you’re already doing much of this? The key is to encourage both equally: clarity and discipline in the on-plan, curiosity and initiative in the off-plan. Together, they give us a fuller picture - what’s happening, what’s not, and why - so we can make better decisions grounded in real understanding.

Bon appétit!

My blogs come from my own experience and the people around me. I’m still figuring it out, so if you have a different perspective, please let me know. I’d love to learn from you! mark@hellopaths.com