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Organisational Learning in DFID, Sida and ActionAid
Global

Seven papers on experiences of learning and change in ActionAid, DFID and Sida


Background

Organisational learning, in which leaders and managers give priority to learning as integral to practice, is increasingly recognized as critical to improved performance. ActionAid, DFID and Sida collaborated with the Participation Group at the Institute of Development Studies to explore understandings of learning and to document innovative approaches.

Learning with ActionAid centred on institutionalising a radical organization-wide approach to accountability, learning and planning. The new system prioritises accountability to poor people and partners and so revolutionizes the way the organization does business. The paper by David and Mancini documents the struggle to institutionalize the new system and the extraordinary changes that it has engendered.

The learning process with the UK Department of International Development (DFID) looked at how to reflect on and improve relationships as a central aspect of aid delivery. The paper by Eyben provides a justification for the role of relationships in DFID’s practice as an bilateral development organization. In their paper, Pasteur and Scott-Villiers examine the importance of learning about relationships and offer a set of questions for the organization wishing to learn.

Staff of the Swedish International Development Agency (Sida) worked to explore understandings an dpractices of participaton across the agency. They experimented with participatory learning groups, which took different forms in Stockholm and Nairobi. In their paper, Pratt, Cornwall and Scott-Villiers detail the learning methodology and point out pitfalls and possibilities. Cornwall and Pratt, in a separate paper, explore the realities of implementing participation in a complex bilateral development organisation.

These collaborations resulted from a workshop held at IDS in May 2001 on “Power, Procedures and Relationships” which highlighted learning as a way to achieve consistency between personal behaviour, institutional norms and the new development agenda (IDS Policy Briefing, Issue 15). At IDS, a group was formed to pursue this subject, including Robert Chambers, Andrea Cornwall, Rosalind Eyben, Kath Pasteur Garett Pratt and Patta Scott-Villiers.


Lessons papers
Learning for Development: A literature review. Lessons for Change in Policy and Organisations No 6. Katherine Pasteur, 2004 PDF
Going against the flow: making organisational systems part of the solution rather than part of the problem. Lessons for Change in Policy and Organisations No 7. Rosalind David and Antonella Mancini, 2004 PDF
Relationships matter for supporting change in favour of poor people. Lessons for Change in Policy and Organisations No 8. Rosalind Eyben, 2004 PDF
If relationships matter, how can they be improved? Learning about relationships in development. Lessons for Change in Policy and Organisations No 9. Katherine Pasteur and Patta Scott Villiers, 2004 PDF
Working for pro-poor change in Brazil: Influencing? Parnterships? Lessons for Change in Policy and Organisations No 10. Ana Cristina Guimarães and Emily Larbi Jones PDF NEW
Participatory learning groups in an aid bureaucracy. Lessons for Change in Policy and Organisations No 11. Andrea Cornwall, Garett Pratt and Patta Scott-Villiers, 2004 PDF
Ideals in Practice. Enquiring into participation in Sida. Lessons for Change in Policy and Organisations No 12. Andrea Cornwall and Garett Pratt PDF
Learning from Poor People's Experience: Immersions. Lessons for Change in Policy and Organisations No 13. Renwick Irvine, Robert Chambers and Rosalind Eyben PDF

You can purchase hard copies of these publications by searching by author, title or series at the IDS Bookshop. For further information on this project, please contact Kath Pasteur k.pasteur@ids.ac.uk



Background
Lessons Papers
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Feedback on the lessons and experience presented, contributions and suggestions are welcome by email to:
livelihoods-connect@ids.ac.uk



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