ABSTRACT
The separation of authority and knowledge in international disaster relief work creates a tension, an imbalance. Imbalance creates pressure for change. Planners may have assumed authority on part of organisations or people who in fact have no formal mandate at all. The trajectories along which authority travels before action is finally taken can sometimes be profoundly puzzling. The opposite way, of getting authority to where knowledge is, is relied on much more often. Compelled to act eventually, local team leaders frequently take charge even where no formal authority is mandated to them. Moving authority to the location of knowledge and resources is an adjustment that is hardly ever officially acknowledged. It is not trained for, nor is the reasons or practical need for such migrations of authority officially discussed in the preparation of team leaders. Such higher-level constraints on decision making, the subtleties of which may elude local team leaders, demand bureaucratic accountability.
