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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... staff in aid agencies to learn experientially and to reflect on the lives of the poor for whom their organizations exist (see Chapter 3). Finally, in terms of chronology, Shutt used current research and past professional practice to ...
... staff were not prepared to play the compliance game, but vocally objected to the DFID imposition of a logframe in their Programme Partnership Agreement. As a matter of principle, they objected to conforming to 'normal practice' that ...
... 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 bureaucrats ...
... staff members explore how the way they learn shapes their attitudes and behaviour, an aid agency may find that its efforts to support capacity development in recipient organizations will come to naught. Everyone will see that the agency ...
... 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, at worst, results in increasing time being spent in ...
المحتوى
| 1 | |
| 18 | |
Reflective Practice | 60 |
Organizational Learning through Valuebased Relationships Possibilities andChallenges | 113 |
Rosalind Eyben | 171 |
Index | 174 |