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 7
... partners (see Chapter 8). This is how the collaborative learning programme evolved to include new themes and partners. The book's structure does not follow that chronological trajectory. Following this Introduction, two theoretical ...
... partners (see Chapter 8). This is how the collaborative learning programme evolved to include new themes and partners. The book's structure does not follow that chronological trajectory. Following this Introduction, two theoretical ...
الصفحة 8
... Partnership Agreement (Chapter 7). The obligatory inclusion of the logframe by many bilateral and multilateral aid agencies is another example. Its imposition can lead to 'regressive learning', discussed by Shutt (Chapter 8) ...
... Partnership Agreement (Chapter 7). The obligatory inclusion of the logframe by many bilateral and multilateral aid agencies is another example. Its imposition can lead to 'regressive learning', discussed by Shutt (Chapter 8) ...
الصفحة 11
... partners commented that what they appreciated from the relationship with DFID was not the money, but the ... partnership more successful in its subsequent engagement with DFID's office in Brazil; but there may be another reason. In non ...
... partners commented that what they appreciated from the relationship with DFID was not the money, but the ... partnership more successful in its subsequent engagement with DFID's office in Brazil; but there may be another reason. In non ...
الصفحة 12
... partnership based on a framework of mutual accountability between developed and developing countries. Monterrey recipients pledged to practise good government and donors pledged to provide sufficient resources (IMF, 2002). Compared with ...
... partnership based on a framework of mutual accountability between developed and developing countries. Monterrey recipients pledged to practise good government and donors pledged to provide sufficient resources (IMF, 2002). Compared with ...
الصفحة 13
... partnership is based on mutual accountability and clearly defined obligations. In this regard, he expressed concern about the unfulfilled pledges made to Africa by its development partners in the past' (Africa Partnership Forum, 2005) ...
... partnership is based on mutual accountability and clearly defined obligations. In this regard, he expressed concern about the unfulfilled pledges made to Africa by its development partners in the past' (Africa Partnership Forum, 2005) ...
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