How did the Randomistas get so good at influencing Policy?
I’m a critic of the degree of overselling of randomized control trials (RCTs), but there’s no denying that the randomistas have been phenomenally successful snake oil salesmen and women, persuading large chunks of Big Aid to adopt their approach to what constitutes evidence and truthiness. If you want to learn how they did it, try reading their 3 part blog post from Innovations for Policy Action (IPA), one of the main RCT thinktanks, introducing their 2025 strategy, with a particular focus on ‘co-creating’ research with the institutions and people that you are seeking to influence and doing that right from the start.
Two things caught my eye: their Theory of Action, and their guide to deciding how to prioritize among all the potential avenues for influence. The Theory of Action pays more attention than previously to the demand side – helping policy makers use the evidence you are churning out, summarized in the lower rows of this table:
Choosing what to prioritize means identifying issues that tick all 4 blobs in the diagram.
- A body of evidence to build on:One single study doesn’t often present the best policy opportunities. This is a generalization, of course, and there are exceptions, but typically our policy teams pay the most attention to bodies of evidence that are coming to a consensus. These are the opportunities for which we feel most able to recommend next steps related to policy and practice—there is a clearer message to communicate and research conclusions we can state with greater confidence.
- Relationships to open doors: Our long-term in-country presence and deep involvement with partners through research projects means that we have many relationships and doors open to us. Yet some of these relationships are stronger than others, and some partners are more influential in the processes we want to impact. We use stakeholder mapping tools to clarify who is invested and who has influence. We also track our stakeholder outreach to make sure our relationships stay strong and mutually beneficial.
- A concrete decision or process that we can influence: This is the typical understanding of a “policy opening,” and it’s an important one. What are the partner’s priorities, felt needs, and open questions? Where do those create opportunities for our influence? If the evidence would indicate one course of action, but that course isn’t even an option our partner would consider or be able to consider (for cost or other practical reasons), we have to give the opportunity a pass.
- Implementation funding: In the countries where we work, even when we have strong relationships, strong evidence, and the partner is open to influence, there is still one crucial ingredient missing: implementation funding. Addressing this constraint means getting evidence-based programming onto the agenda of major donors.