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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النتائج 6-10 من 61
الصفحة 9
... (Chapter 7) observes that, despite considerable achievements, ActionAid still has to consolidate and fully implement processes for organization-wide horizontal learning from local field offices, as well as from national offices. Who does ...
... (Chapter 7) observes that, despite considerable achievements, ActionAid still has to consolidate and fully implement processes for organization-wide horizontal learning from local field offices, as well as from national offices. Who does ...
الصفحة 10
... Chapter 4 and Chapter 3 on immersions provide examples of learning activities for reflective practice. Unless its own staff members explore how the way they learn shapes their attitudes and behaviour, an aid agency may find that its ...
... Chapter 4 and Chapter 3 on immersions provide examples of learning activities for reflective practice. Unless its own staff members explore how the way they learn shapes their attitudes and behaviour, an aid agency may find that its ...
الصفحة 11
... Chapter 5). However, this same switch has also led to 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 ...
... Chapter 5). However, this same switch has also led to 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 ...
الصفحة 12
... Chapter 7). ActionAid's efforts are part of a growing movement, particularly in the field of non-governmental practice that seeks to tackle the current accountability practices of international aid agencies, which, it is argued, impede ...
... Chapter 7). ActionAid's efforts are part of a growing movement, particularly in the field of non-governmental practice that seeks to tackle the current accountability practices of international aid agencies, which, it is argued, impede ...
الصفحة 13
... Chapter 6). Using only small pockets of money in a context where their ideas and convening power were appreciated as much as their financial support, DFID staff did not perceive themselves as being in a hierarchical power relationship ...
... Chapter 6). Using only small pockets of money in a context where their ideas and convening power were appreciated as much as their financial support, DFID staff did not perceive themselves as being in a hierarchical power relationship ...
المحتوى
1 | |
18 | |
Reflective Practice | 60 |
Organizational Learning through Valuebased Relationships Possibilities andChallenges | 113 |
Rosalind Eyben | 171 |
Index | 174 |
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عبارات ومصطلحات مألوفة
accountability achieve action action learning ActionAid agenda aid agencies aid relationships ALPS analysis behaviour benefits bureaucratic challenges Chapter civil society complexity context country programmes culture defined Development Agency development practice DFID Brazil DFID in Peru DFID’s dialogue difficult discussed donors effective emotional intelligence enquiry experience explore Eyben facilitate feedback field finance financial find first ForoSalud funding global ideas immersions impact improve individual influence institutional international aid International Development involved issues knowledge knowledge management Lagom learning organization London monitoring networks NGOs office officers official organization’s organizational learning outcomes participation participatory partners partnership people’s perspective Peru political poor poverty procedures PRRP questions recipient reflection processes reflexivity reform relations reporting rights-based approach Scott-Villiers sector SEWA shared Sida significant social specific staff stakeholders strategies systems thinking transformative learning Uganda understanding workshop World Bank