Relationships for Aid
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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At its simplest , reflective practice1 – a term made popular by Schön ( 1983 ) – is the ability to be aware of the dynamics of our social and professional environments , reflecting on how these shape our own behaviour and the impact ...
Unless its own 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 .
This required considerable investment of time and effort in order to achieve profound change in team behaviour . However , they note : ' there are no miracles – changes take time ' ( Bloch and Borges , 2002 , p468 ) .
ما يقوله الناس - كتابة مراجعة
Learning for Development
Making Relationships Matter for Aid Bureaucracies
Learning from Immersions
6 من الأقسام الأخرى غير ظاهرة