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The power of peer learning : networks and development cooperation

Author: Jean-H Guilmette
Publisher: New Delhi : Academic Foundation, 2007.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:

Explores the self-help, peer learning approach of the Organisation for Economic Co-operation and Development, comparing it with that of IDRC. This book focuses on the importance of networks to  Read more...

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Additional Physical Format: author.
Power of peer learning.
2007.
20167018353
Document Type: Book
All Authors / Contributors: Jean-H Guilmette
ISBN: 9788171886227 8171886221
OCLC Number: 154667909
Description: 257 pages ; 22 cm
Contents: 1 The Conceptual Framework 23 --
Section 1 Alliances and Cooperation: Emergence of a New Post-War Paradigm --
1.1 Fifteen Hundred Years of War --
1.2 Five Characteristics of the New Paradigm --
1.3 Overall Impact of the New Paradigm --
1.4 Role of Human Rights and Democratic Governance in Functioning of OECD Methodologies --
Section 2 From Paradigm Shift to Institutional Activities --
2.1 Multilateral Organizations with Universal Membership --
2.2 International and Regional Organizations with Limited Membership --
2.3 The North Atlantic Treaty Organization (NATO) --
2.4 International Policy Regimes and Coordinating Institutions --
Section 3 International Development Cooperation --
3.1 The Marshall Plan --
3.2 The Colombo Plan --
3.3 Official Development Assistance (ODA) --
3.4 Aid and the International Projection of Ideas --
3.5 Aid Volumes and Impact --
Section 4 The Cooperation Paradigm and the Former Eastern Bloc --
4.1 The 'Magic' of the Market --
4.2 Reform: A Complex, Multifaceted Process --
4.3 Need for New and Relevant Aid Instruments --
Section 5 Relevance of the IDRC and OECD Experience to Eastern European Countries --
2 Development and Networks as Instruments for Change 51 --
Section 1 Experiences in Development --
1.1 Lessons Learned from the Japanese Experience --
Section 2 Era of Cooperative Undertakings --
2.1 Informal Networks --
2.2 Multinational and Formal Networks --
Section 3 The Case of Former Soviet Countries --
Section 4 Scientific Networks: IDRC Experience --
Part 1 IDRC and Scientific Networks --
4.1.2 IDRC's Legal Foundation --
4.1.3 IDRC's Vision --
4.1.4 IDRC's Methodology --
4.1.5 Assessing IDRC Sponsored Networks --
4.1.6 Linkage between Research, Networks and Policy Setting --
Part 2 IDRC and the Dnieper River --
4.2.2 Learning to Work in Terra Incognita --
Section 5 Components of the EMDU Program and Immediate Results --
5.1 Water Pollution Control --
Section 6 Effects of the Program on Policy Formulation --
6.1 Expanding Policy Capacities --
6.2 Program's Impact --
Section 7 Moving Toward Regional Networks and Management of the GEF Program --
3 OECD's Basic Rules of Conduct: A Sociology of its Institutional Culture 97 --
Section 1 Foundations of the OECD's Institutional Culture --
1.1 Historical Background --
1.2 OECD's Basic Rules of Conduct or the Values of the Institution --
1.3 OECD Structure and Functions --
1.4 Economics Department --
1.5 OECD's Basic Rules of Conduct --
1.6 OECD's 'Etiquette' or Unwritten Behavioural Principles --
Section 2 A Network Driven by Peer Pressure --
2.1 Peer Pressure --
Section 3 Consensual Discipline and Dynamic Tension --
3.1 Maintaining Balance --
3.2 Mechanisms for Softening the Rigours of Consensus --
Section 4 Policy Process, Blending Negotiations and Research --
4.1 Defining a Common Agenda through 'Preliminary Inquiry' --
4.2 Establishing Reliable and Comparable Databases --
4.3 Analyzing the Data --
4.5 Forecasting --
4.6 Recommendations --
4.7 Peer Review --
Section 5 Supportive Policies --
5.1 Personnel Policy --
5.2 Role of a 'Wise Director' --
5.3 Publication Policy --
Section 6 Adapting the OECD Methodology to a New Cultural Environment --
6.1 Respect for Essential Linkages --
6.2 Introduction of New Values --
4 OECD Techniques for Managing the Iterative Policy Process within a Multicultural Environment 153 --
Section 1 The Policy Process --
1.1 What is a 'Policy'? --
1.2 OECD Influence in National Policy Drafting --
Section 2 Arriving at Policy Consensus within a Cross-Cultural Environment --
2.1 Development and Culture --
2.2 The Balance of Social Systems: Weights, Drifts and Counterweights --
2.3 Bonthous' Four Key Dimensions for Gathering Intelligence --
2.4 Defining a 'Story Line' --
Section 3 Managing the Negotiation Process --
3.1 Roles Ascribed to Various Actors --
Section 4 Syntax for Key Documents --
4.1 The Annotated Agenda --
4.2 The Syntax for Summary Record --
4.3 The Syntax of the Communique --
4.4 The Syntax of Peer Reviews --
Section 5 Organization of Meetings: From Workshops and Seminars to Committees and Plenary --
5.1 Expectations and Results --
5.2 The Agenda as a Management Tool --
5.3 Time Management --
5.4 Real Cost of an International Seminar --
5.5 Managing Workshop Meetings: Room Set-up --
5 Why Does it Work? 211 --
Section 1 OECD and Complexity --
1.1 The Nature of Complexity --
1.2 Complexity, Diversity and Adaptation --
1.3 The Creation of OECD: An Injection of Simplicity and Intelligence --
Section 2 Examples of What Works and What Doesn't --
2.1 OECD and Health: Facing Complexity --
2.2 The Bribery Convention, an Unambiguous Success Story --
2.3 The Multilateral Agreement on Investment (MAI), A bridge too far ... --
2.4 The Club du Sahel: A Unique Experiment --
Post Face: This Leaves a Few Haunting Questions 233.
Responsibility: Jean-H. Guilmette.

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