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dc.contributor.authorMowles, Chris*
dc.contributor.editorEade, Deborahen
dc.date.accessioned2011-05-24T10:04:39Zen
dc.date.available2011-05-24T10:04:39Zen
dc.date.issued2010-09-01en
dc.identifier.issn0961-4524en
dc.identifier.doi10.1080/09614524.2010.508110en
dc.identifier.urihttp://hdl.handle.net/10546/131137en
dc.descriptionThis article offers a critique of the dominant ways of conceiving of, managing, and evaluating development. It argues that these management methods constrain the exploration of novelty and difference. By drawing on insights from the complexity sciences, particularly the theory of emergence, the article calls for a broadening of our understanding of how social change comes about. Arguing that the domain of development is not a narrow technical discipline, but an intensely social and political practice of mutual recognition, this article calls for a greater focus on power and processes of relating as they affect local interaction between people.<p>This article is hosted by our co-publisher Taylor & Francis.</p>en
dc.format.extent14en
dc.format.mimetypePDFen
dc.language.isoEnglishen
dc.publisherOxfam GBen
dc.publisherRoutledgeen
dc.relation.urlhttp://policy-practice.oxfam.org.uk/publications/successful-or-not-evidence-emergence-and-development-management-131137
dc.subjectApproach and methodology
dc.titleSuccessful or not? Evidence, emergence, and development managementen
dc.typeJournal articleen
dc.identifier.eissn1364-9213en
dc.identifier.journalDevelopment in Practiceen
oxfam.signoff.statusFor public use – can be shared outside Oxfamen
oxfam.subject.keywordMonitoring and evaluation
oxfam.subject.keywordM&E
oxfam.subject.keywordDevelopment methods
oxfam.subject.keywordDevelopment in Practice Journal
oxfam.subject.keywordDiP
prism.number7en
prism.volume20en


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