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Changing
Organisations for Sustainable Livelihoods: a map
to guide change.
Lessons for Change in Policy and Organisations,
No. 1. Kath Pasteur, 2003.
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Summary
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Influencing Policy Processes
for Sustainable Livelihoods: strategies for change.
Lessons for Change in Policies and Organisations
No. 2. James Keeley, 2001. PDF
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Changing
organisations for agricultural extension in Bangladesh:
strategies for change.
Lessons for Change in Policy and Organisations,
No. 3. Kath Pasteur, 2002. PDF
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Changing
organisations for watershed management in India:
from policy to practice.
Lessons for Change in Policy and Organisations,
No. 4. Kath Pasteur, 2002. PDF
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Policy
processes for Community Based Fisheries Management
in Bangladesh.
Lessons for Change in Policy and Organisations,
No. 5. James Keeley, 2003. PDF
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Learning
for Development: A literature review.
Lessons for Change in Policy and Organisations No
6. Katherine Pasteur, 2004 PDF |
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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 |
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Relationships
matter for supporting change in favour of poor people.
Lessons for Change in Policy and Organisations No
8. Rosalind Eyben, 2004 PDF |
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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
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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 |
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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
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Ideals
in Practice. Enquiring into participation in Sida.
Lessons for Change in Policy and Organisations No
12. Andrea Cornwall and Garett Pratt PDF |
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Learning
from Poor People's Experience: Immersions.
Lessons for Change in Policy and Organisations No
13.
Renwick Irvine, Robert Chambers and Rosalind Eyben
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