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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... studies in this book approach power in a variety of ways . One of these is a typology of processes in which A gets B to do something , as , for example , in the visible , hidden and invisible types of power discussed INTRODUCTION 7.
... discussed in this book are the Country Assistance Plan ( Chapter 6 ) and the Programme Partnership Agreement ( Chapter 7 ) . The obligatory inclusion of the logframe by many bilateral and multilateral aid agencies is another example ...
... discussed by Irvine and his co - authors in relation to the wider significance of feedback from personal experiences of immersions in Chapter 3 . An experiment to encourage Sida staff to learn differently through a cooperative enquiry ...
... the In considering the impact of these procedures on learning , Shutt picks up theme discussed in Chapter 2 of regressive and transformative learning . She argues that a necessary condition for achieving the latter is that INTRODUCTION 13.
... discussed in a number of chapters in Alsop ( 2005 ) . 5 See the discussion on the issue of apparent compliance in order to minimize actual funding influence over core activities in Ebrahim ( 2005 ) . 6 See Taussig ( 1999 ) on the theme ...
المحتوى
1 | |
18 | |
Reflective Practice | 60 |
Organizational Learning through Valuebased Relationships Possibilities andChallenges | 113 |
Rosalind Eyben | 171 |
Index | 174 |