Making Relationships Matter for Aid Bureaucracies: Rosalind Eyben
Large aid agencies of the kind discussed in this volume face similar challenges. They are bureaucratic organizations whose edifice of rules, procedures and systems is predicated on cause-and-effect thinking, in which process is seen as a transaction cost undermining efficiency. Second, they have a common goal of progressive social change. Finally, they find learning difficult. Drawing on complexity theory, this chapter explores how these characteristics provide both opportunities and challenges for a relationships approach to aid, in which donors learn to become more accountable to citizens at both ends of the aid chain.