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Determine the sufficiency of the evidence.

The suf­fi­cien­cy of evi­dence for a strat­e­gy depends on the lev­el of risk that the organization/funders are will­ing to accept. For exam­ple, some uncer­tain­ty about a causal rela­tion­ship may be accept­able to man­agers, because the cost of being wrong is per­ceived to be low. In con­trast, uncer­tain­ty about oth­er causal links may be unac­cept­able because a high degree of con­fi­dence is need­ed in order to man­age rep­u­ta­tion­al, legal, or finan­cial risk, or risk to vul­ner­a­ble peo­ple, or to per­suade key stake­hold­ers to change their pol­i­cy or prac­tice. Eval­u­at­ing suf­fi­cien­cy requires both an under­stand­ing of the evi­dence and of your orga­ni­za­tion’s appetite for risk in the spe­cif­ic con­text of your strategy.