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dc.contributor.authorAbbott, Dina
dc.contributor.authorBrown, Suzanne
dc.contributor.authorWilson, Gordon
dc.date.accessioned2012-05-29T15:34:33Z
dc.date.available2012-05-29T15:34:33Z
dc.date.issued2012-05-29
dc.identifier.citationDevelopment management as reflective practice 2007, 19 (2):187 Journal of International Developmenten
dc.identifier.issn09541748
dc.identifier.issn10991328
dc.identifier.doi10.1002/jid.1323
dc.identifier.urihttp://hdl.handle.net/10545/226491
dc.descriptionArticle first published online: 15 DEC 2006 DOI: 10.1002/jid.1323en
dc.description.abstractThis paper examines development management through the reflections of development managers themselves. They are seen to grapple with the global and local contexts that frame their actions; with operationalising their individual values and ethics about development; and with issues concerning inter-personal and inter-organisational relationships. The paper argues that such reflections potentially form the basis of transformations in learning and development practice. However, for this to happen development managers have to embed their reflections within their work, and conceptualise their relations with other stakeholders beyond operational management challenges towards joint learning opportunities. Copyright © 2006 John Wiley & Sons, Ltd.
dc.language.isoenen
dc.publisherJohn Wiley & Sonsen
dc.relation.urlhttp://doi.wiley.com/10.1002/jid.1323en
dc.rightsArchived with thanks to Journal of International Developmenten
dc.subjectDevelopment managementen
dc.subjectReflective practice
dc.subjectLearning
dc.subjectSensemaking
dc.subjectStakeholder participation
dc.titleDevelopment management as reflective practiceen
dc.typeArticleen
dc.contributor.departmentUniversity of Derbyen
dc.identifier.journalJournal of International Developmenten
html.description.abstractThis paper examines development management through the reflections of development managers themselves. They are seen to grapple with the global and local contexts that frame their actions; with operationalising their individual values and ethics about development; and with issues concerning inter-personal and inter-organisational relationships. The paper argues that such reflections potentially form the basis of transformations in learning and development practice. However, for this to happen development managers have to embed their reflections within their work, and conceptualise their relations with other stakeholders beyond operational management challenges towards joint learning opportunities. Copyright © 2006 John Wiley & Sons, Ltd.


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