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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... staff in aid agencies ( including me ) were unfamiliar with it . In any case , its largely post - modernist perspective offered little help for those , such as the workshop participants , seeking to improve development aid . We were ...
... staff come from the countries where it is working , although recently DFID has tended to follow this trend . Findings from this collaboration were published in an IDS series , Lessons for Change . Sida staff worked to explore ...
... staff members explore how the way they learn shapes their attitudes and behaviour , an aid agency may find that its efforts to support capacity development in recipient organizations will come to naught . Everyone will see that the ...
... staff spending much less time interacting with the beneficiaries of their organization's efforts ( see Chapters 3 and 4 ) . This , at best , limits their circle of potential relations and , at worst , results in increasing time being ...
... Staff saw this as one of the elements of a rights - based approach with partners encouraged to practise similar rules of engagement with their fellow citizens / members ( see Chapter 6 ) . Using only small pockets of money in a context ...
المحتوى
1 | |
18 | |
Reflective Practice | 60 |
Organizational Learning through Valuebased Relationships Possibilities andChallenges | 113 |
Rosalind Eyben | 171 |
Index | 174 |