The solution is for aid agencies to reorient their priorities, and
learn how to build lasting partnerships that transfer power to the
very people locked in poverty. 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 that is widely used in business.
Rosalind Eyben CBE is a development social scientist at the Institute of Development Studies (IDS) with a career in international development policy and practice. She has long-term overseas experience in Anglophone and Francophone Africa, India and most recently in Latin America and was DFID's first Chief Social Development Adviser.
Introduction Part I Framing the Issues Learning for Development Making Relationships Matter for Aid Bureaucracies Part II Reflective Practice Learning from People Living in Poverty: Learning from Immersions Making Connections: Learning about Participation in a Large Aid Bureaucracy Learning about Relationships in Development Part III Organizational Learning through Value-based Relationships: Possibilities and Challenges Supporting Rights and Nurturing Networks: The Case of the UK Department for International Development (DFID) in Peru Bringing Systems into Line with Values: The Practice of the Accountability, Learning and Planning System (ALPS) Money Matters in Aid Relationships