Relationships for AidRosalind Eyben Taylor & Francis, 27/04/2012 - 192 من الصفحات International aid is about much more than money. The UN Millennium Development Goals and major events like Live 8 have focused the world spotlight on issues of poverty relief and aid like never before, but have not concentrated on the quality of relationships that can make aid succeed or fail. This book, authored by an internationally renowned group of aid practitioners, reveals the contradictions and challenges involved in forging these relationships. International development organizations combine the unbridled play of power and arrogant amnesia with serious and innovative efforts to create a more democratic world, to support transformative learning and to strengthen accountability. The book explores recent attempts from within aid agencies to go against the current flow of top-down results based management by learning how to build lasting partnerships that transfer power to those at the receiving end of aid. More than just a critique, the authors offer a practical framework for understanding relationships in the international aid system and look at the relevance of organizational learning theory, which is widely used in business. |
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... action and reflection Four 'windows' on learning Single-loop and double-loop learning Key dimensions of change to build a learning organization Core elements of the Accountability, Learning and Planning System (ALPS) Boxes Diverse ...
... action. She is completing her PhD on the contribution of monitoring to trigger learning in participatory rural resource management. Key publications include Participatory Learningand Action: A Yraineri Guide (1995, with ]ules N. Pretty ...
... action, the practice of power and lines of accountability. Sweden and other donors with similar policies will experience a number of paradoxes embedded in contested understandings of state sovereignty and global rights and ...
... actions may have on processes of change or, indeed, on ourselves as initiators of the action. Small 'butterfly' actions may have a major impact, and apparently significant actions may have very little. Complexity theory posits that self ...
... action is the subject of Chapter 4. Arora-]onsson and Cornwall describe an event for Sida bureaucrats that, through changing the familiar context and narrative, offered an opportunity to learn something different about the way in which ...
المحتوى
| 1 | |
| 18 | |
Reflective Practice | 60 |
Organizational Learning through Valuebased Relationships Possibilities andChallenges | 113 |
Rosalind Eyben | 171 |
Index | 174 |