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.
