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. |
من داخل الكتاب
النتائج 6-10 من 26
الصفحة 6
... Sida, is the direct lineal descendant of the former Colonial 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 ...
... Sida, is the direct lineal descendant of the former Colonial 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 ...
الصفحة 8
... Sida and DFID are accounts of energetic and committed individuals and limited networks, tolerated but hardly supported by senior management. Relational notions of power challenge the idea of objective value-free knowledge because such ...
... Sida and DFID are accounts of energetic and committed individuals and limited networks, tolerated but hardly supported by senior management. Relational notions of power challenge the idea of objective value-free knowledge because such ...
الصفحة 9
... Sida staff to learn differently through a cooperative enquiry process that became a site for collective learning and reflection through action is the subject of Chapter 4. Arora-]onsson and Cornwall describe an event for Sida ...
... Sida staff to learn differently through a cooperative enquiry process that became a site for collective learning and reflection through action is the subject of Chapter 4. Arora-]onsson and Cornwall describe an event for Sida ...
الصفحة 10
... Sida staff feared might undermine the prospect of their learning group being taken seriously by colleagues and managers, as well as exposing the tactics they used to navigate their way within the strictures of bureaucracy. Power ...
... Sida staff feared might undermine the prospect of their learning group being taken seriously by colleagues and managers, as well as exposing the tactics they used to navigate their way within the strictures of bureaucracy. Power ...
الصفحة 13
... Sida's learning group (see Chapter 4). Nevertheless, a relationships approach to aid, despite its potential perils of falling into patronage traps (the shadow side of friendship), may go further than the mutual accountability principle ...
... Sida's learning group (see Chapter 4). Nevertheless, a relationships approach to aid, despite its potential perils of falling into patronage traps (the shadow side of friendship), may go further than the mutual accountability principle ...
المحتوى
1 | |
18 | |
Reflective Practice | 60 |
Organizational Learning through Valuebased Relationships Possibilities andChallenges | 113 |
Rosalind Eyben | 171 |
Index | 174 |
طبعات أخرى - عرض جميع المقتطفات
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