Description
Book SynopsisThis book provides four strategic recommendations for cross-sector, cross-cultural collaborations to effectively and meaningfully address adverse societal challenges.
? Monitor external factors to ensure the environment is conducive for sustainable growth of the initiative.
? Employ effective leadership and competent staff who should be given early attention. A multicultural team embodies the organizational attributes and intelligence needed to account for variance in behavior within a context.
? Provide sufficient funding and marshal sufficient resources to collect data required to inform learning and make thoughtful, nuanced, strategic decisions as the program progresses.
? The project's commitments must be timely and accurately accounted for. Entering collaboration makes one-on-one commitments between members subject to additional commitments that must be accounted for.
Trade ReviewThis book provides valuable insights into operational challenges faced by multi-donor funded projects in developing countries, such as the access to finance project (MITAF) in Sierra Leone, with sometimes conflicting interests and priorities by donors on one hand and government stakeholders on the other hand. -- Pearson Kalungulungu, Financial Services Consultant
Table of ContentsForeword
Preface: We Understand Bureaucracy in International Development Collaborations through Observations of Practice
1. The Actors Used to Understand the New Bureaucracy
2. The Approach to Identifying and Understanding the New Bureaucracy
3. The Espoused Process (or the Planned Collaborative Bureaucratic Structure and Process)
4. The Actual Process (or the Collaborative Bureaucracy at Work)
5. Context of Behavior-Volatility Linkages: The New Bureaucracy’s Emerging
6. Perennials of the New Bureaucracy: Evaluation, Time, and Diverse Partners
7. The New Bureaucracy Defined: Collaboration Bureaucratic Triad
8. The New Bureaucracy in Practice: CBT Applied to Data
9. Policy Implications: Recommendations and future research
