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 35
الصفحة 7
... recipients' efforts to pursue the social justice goals that it shares with its 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 ...
... recipients' efforts to pursue the social justice goals that it shares with its 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 ...
الصفحة 8
... recipient organization 'learns the ropes' and changes its own values and ways of working so as to respond to the requirements of the financing organization. However, while learning to comply, the organization might also learn to resist ...
... recipient organization 'learns the ropes' and changes its own values and ways of working so as to respond to the requirements of the financing organization. However, while learning to comply, the organization might also learn to resist ...
الصفحة 10
... recipient organizations will come to naught. Everyone will see that the agency is not practising what it preaches. In Chapter 7, David, Mancini and Guijt comment that organizational change is often sought through altering an ...
... recipient organizations will come to naught. Everyone will see that the agency is not practising what it preaches. In Chapter 7, David, Mancini and Guijt comment that organizational change is often sought through altering an ...
الصفحة 11
... recipient government manages its finances to the detriment of learning why spending this extra money does not necessarily lead to the desired change. Conversely, as DFID in Peru argued, a small budget does not necessarily constitute a ...
... recipient government manages its finances to the detriment of learning why spending this extra money does not necessarily lead to the desired change. Conversely, as DFID in Peru argued, a small budget does not necessarily constitute a ...
الصفحة 12
... recipients pledged to practise good government and donors pledged to provide sufficient resources (IMF, 2002). Compared ... recipient governments introduce a similar system in their own country. The performance information thus acquired ...
... recipients pledged to practise good government and donors pledged to provide sufficient resources (IMF, 2002). Compared ... recipient governments introduce a similar system in their own country. The performance information thus acquired ...
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