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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الصفحة 9
... organization-wide horizontal learning from local field offices, as well as from national offices. Who does and does not learn complements Pasteur's question in Chapter 1 about who decides what is knowledge. In both cases, we cannot ...
... organization-wide horizontal learning from local field offices, as well as from national offices. Who does and does not learn complements Pasteur's question in Chapter 1 about who decides what is knowledge. In both cases, we cannot ...
الصفحة 10
Rosalind Eyben. new capabilities and new ways of relating within the organization — and from that to new ways of ... organization's mechanics and structures, the easiest things to change, with too little attention paid to principles ...
Rosalind Eyben. new capabilities and new ways of relating within the organization — and from that to new ways of ... organization's mechanics and structures, the easiest things to change, with too little attention paid to principles ...
الصفحة 11
... 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 spent in improving the way in which the recipient government manages its finances ...
... 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 spent in improving the way in which the recipient government manages its finances ...
الصفحة 14
... organization operates in a kind of vacuum vis-a-vis other funders — which is unlikely these days given the efforts to reduce transaction costs for recipients through joined-up or harmonized procedures. Shutt argues that overstretched ...
... organization operates in a kind of vacuum vis-a-vis other funders — which is unlikely these days given the efforts to reduce transaction costs for recipients through joined-up or harmonized procedures. Shutt argues that overstretched ...
الصفحة 22
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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