Development and the Learning Organisation
Laura Roper, Jethro Pettit, and Deborah Eade, editors | | ISBN: 978-0-85598-470-0 $29.95 |
| 2003/431 pages A Kumarian Press Book |
DESCRIPTION
As development NGOs and aid agencies embrace the idea of "becoming a learning organization," they are increasingly concerned with issues of knowledge generation. This collection, drawn from the contents of the acclaimed journal Development in Practice, presents the work of development scholars and practitioners from a range of institutional backgrounds, some introducing new approaches and models, others offering critical case studies of individual and group learning practice across cultures and organizational efforts to put theory into practice.
ABOUT THE AUTHOR
Laura Roper is director of planning and learning at Oxfam America, as well as adjunct lecturer at Brandeis University's Heller School for Policy and Management. Jethro Pettit is research fellow at the Institute for Development Studies, University of Sussex. Deborah Eade is a writer and editor specializing in international development and humanitarian issues.
CONTENTS
- Introduction—L. Roper and J. Pettit.
- POWER, CULTURE, AND GENDER: CHALLENGES TO ORGANISATIONAL LEARNING.
- Operationalizing Bottom-Up Learning in International NGOs—G. Power et al.
- Should Development Agencies Have Official Views?—D. Ellerman.
- Engendering Organizational Practice in NGOs: The Case of Utthan—S. Ahmed.
- Organizational Learning: A Borrowed Toolbox?—D. Kelleher and the Gender at Work Collective.
- Making the Organization Learn: Demystification and Management Action—V. Padaki.
- LEARNING TOGETHER: MULTI-INSTITUTIONAL INITIATIVES.
- Achieving Successful Academic-Practitioner Research Collaborations—L. Roper.
- Evaluation for Learning in a Multi-Organizational Global Partnership—M. Solomon and A. Mustaque R. Chowdhury.
- Guest Learning and Adaptation in the Field: A Navajo Case Study—G. Debebe.
- Can Bilateral Programs Become Learning Organizations? Experiences from Institutionalizing Participation in Kenya–S. Musyoki.
- ORGANISATIONAL CASE STUDIES.
- A Chocolate-Coated Case for Alternative International Business Models—P. Tiffen.
- Learning Leaders: The Key to Learning Organizations—J. Hailey and R. James.
- Leading Learning and Change from the Middle: Reconceptualizing Strategy's Purpose, Content, and Measures—C. Beckwith et al.
- The Struggle for Organizational Change: How the ActionAid Accountability, Learning, and Planning System Emerged—P. Scott-Villiers.
- Heifer International: Growing a Learning Organization–T.S. Dierolf et al.
- Children's Participation in a School-Based Nutrition Project in Western Kenya—C. Ogoye-Ndegwa et al.
- Organizational Learning in NGOs: An Example of an Intervention Based on the Work of Chris Argyris—D. Bloch and N. Borges.
- LEARNING FROM HUMANITARIAN ACTION.
- Mainstreaming Disaster Mitigation: Challenges to Organizational Learning in NGOs—J. Twigg and D. Steiner.
- The Learning Process of the Local Capacities for Peace Project—M. Wallace.
- Humanitarian Principles and Organizational Culture: Everyday Practice in Médecins Sans Frontières-Holland—D. Hilhorst and N. Schmiemann.
- TOOLS AND METHODS FOR LEARNING AND CHANGE.
- Perceptions and Practices of Monitoring and Evaluation: International NGO Experiences in Ethiopia—E. Mebrahtu.
- The International Development Research Centre's Experience with Outcome Mapping–S. Earl and F. Carden.
- Modeling Learning Programs—M. den Heyer.
- Learning for Change:The Art of Assessing the Impact of Advocacy Work—B. Coates and R. David.
