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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... achieve their aims of contributing to the reduction of global poverty, they need to invest as much or more time in their relationships up, down and across the aid chain as they currently spend in managing their money. It means that ...
... achieving the Millennium Development Goals (MDGs) — for example, in relation to improvements in health and access to education. The assumed fears of taxpayers were soothed by stressing that money would not be misspent, and that a ...
... achieve their goals because it constrains learning through relationships. At first glance, 'mutual accountability' appears to assume an already existing equality of relationship without any apparent need to reverse or diminish ...
... impact of these procedures on learning, Shutt picks up the theme discussed in Chapter 2 of regressive and transformative learning. She argues that a necessary condition for achieving the latter is that INTRODUCTION 13.
Rosalind Eyben. that a necessary condition for achieving the latter is that the organization which holds the ... achieved through a better integration of the financial and programme planning cycles in order to avoid the financial ...
المحتوى
| 1 | |
| 18 | |
Reflective Practice | 60 |
Organizational Learning through Valuebased Relationships Possibilities andChallenges | 113 |
Rosalind Eyben | 171 |
Index | 174 |