University of Hertfordshire

From the same journal

By the same authors

Successful or not? Evidence, emergence, and development management

Research output: Contribution to journalArticlepeer-review

Documents

  • 904445

    Accepted author manuscript, 170 KB, PDF document

View graph of relations
Original languageEnglish
Pages (from-to)757-770
JournalDevelopment in Practice
Volume20
Issue7
DOIs
Publication statusPublished - 2010

Abstract

This article offers a critique of the dominant ways of conceiving of, managing, and evaluating development. It argues that these management methods constrain the exploration of novelty and difference. By drawing on insights from the complexity sciences, particularly the theory of emergence, the article calls for a broadening of our understanding of how social change comes about. Arguing that the domain of development is not a narrow technical discipline, but an intensely social and political practice of mutual recognition, this article calls for a greater focus on power and processes of relating as they affect local interaction between people.

Notes

Original article can be found at: http://www.informaworld.com/ Copyright Taylor & Francis

ID: 393688