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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... office in Bolivia. We wanted to make a difference with a limited budget. We learned that our major aid instrument was ourselves: our country team that had a balance of highly motivated nationally and internationally recruited ...
... Office Report community-based organization Centre for the Development of Human Resources in Rural Areas (the Philippines) chief executive officer Canadian International Development Agency Economic and Social Research Consortium Comité ...
... Office from whom it evolved. British aid tends to concentrate in its former colonies. Many of DFID's ways of workings and hierarchical form of organization are rooted in its identity as a ministry, receiving its funds from the UK ...
... office in Peru conducted a logframe for their Country Assistance Plan; but their approach to knowledge in designing a rights—based approach was very different. Thus, they appeared to be compliant, while resisting, protecting their core ...
... offices, as well as from national offices. Who does and does not learn complements Pasteur's question in Chapter 1 about who decides what is knowledge. In both cases, we cannot separate the process of learning from the sets of ...
المحتوى
| 1 | |
| 18 | |
Reflective Practice | 60 |
Organizational Learning through Valuebased Relationships Possibilities andChallenges | 113 |
Rosalind Eyben | 171 |
Index | 174 |