ABSTRACT
The combination of emphasizing formal factors and avoiding contradictory strategies reinforces a static perspective on organizations. The logic of design documents for integrated rural development projects posits a complex set of mutually supportive outputs that combine to achieve a broad, long-range developmental goal. The prevalence of organizational problems during implementation results from the following tendencies that appear during the project design process. The tendencies: the organizational dimension is treated as peripheral, overly formalistic analyses take the place of understanding local circumstances, contradictions inherent to the development process are avoided; and organization is seen as a static choice of project placement, rather than a dynamic set of human interactions. Interdisciplinary perspectives can all be utilized to depict institutions as entities arising from collective action intended to influence individual behavior. An increase in agricultural production can provide rural people with surplus produce.
