“Managing Development: understanding inter-organizational relationships” edited by D. Robinson, T. Hewitt, J. Harriss

My interest in this book and hence its value for my work stems from the importance of relationships between organisations, as a driver of close work for common purpose in development management. In other words, we follow the assumption that better we work together, better are the results in projects and beyond. There is general donors and governments’ consensus on that. The practice of it is more nuanced though (will come back to that in another post).

The editors organised the book around the three “ideal types” or modes of structuring inter-organizational relationships:  competition, co-ordination and co-operation. The authors warn us that these types shall not be understood as stand-alone and rigid concepts. There are significant overlaps between them and each comes with strengths and weaknesses, each peculiar to development stages and contexts.

The book might seem more academic, yet the background research abounds with practical relevance. Therefore, I come back to this book when relationships between and with stakeholders become too complicated and we seem to distance ourselves from our starting point. It helps understanding organisations’ dynamics, which jointly with the science of human behaviour, is a valuable knowledge to succeed in development management.

 

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