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	Time: 40 hours Level: Masters

	Introduction Introduction Resource Development is a phenomenon with a pedigree stretching back over 200 years, rather than the period since the Second World War and the beginnings of decolonisation as is generally conceived. This unit,...

	1 Overview of international development 1.1 Development, development management – and you Resource We'll start with you! 1.2 Looking at development: context and practice Resource We've already indicated that we see ‘development’ as a global phenomenon, not confined to the ‘developing world’, but happening anywhere and everywhere. It's all over the place, something we're all caught... 1.3 Managing development: professional and personal challenges Resource We've suggested that development management can be seen as a matter of ‘managing differences’. Alan Thomas, one of the creators of the Development Management Programme, put this in a somewhat more complicated... 1.4 Developing institutions: rules and relationships Resource One answer to the last question is that having the acknowledged right to do something comes from working within a recognised institutional framework. Because institutions are ‘sets of rules’, and action... 1.5 Engaging with conflict: war and peace Resource You have seen the importance of development management for negotiating and brokering conflict. It should be remembered that conflict is a normal feature of life, and is often desirable as it can lead to...

	2 Development context and practice 2.1 Introduction Resource The course on which this section is based, TU871 Development: context and practice, examines contemporary debates and the practice of ‘development’ in the best traditions of interdisciplinary study. It... 2.2 Poverty and inequality Resource One of the core concepts at the heart of development is that of poverty. This section introduces different conceptualisations of poverty. 2.3 Globalisation Resource Having looked at different conceptualisations of poverty as a shorthand route to understanding development, let us now turn to the context of development. The Development: context and practice course introduces... 2.4 The practice of development Resource Let us take stock of where we are. We have considered development through the lens of different approaches to poverty and have engaged with the context within which development happens by considering one... 2.5 Public action and development policy Resource Public action can steer development through deliberate action by targeting of projects and programmes. 2.6 Public action as steering development Resource The role of ‘development’ here is primarily to ameliorate the disordered faults of [capitalist] progress, and it is development agencies or ‘trustees of development’ – state, NGOs, international organisations... 2.7 Public action as enabling immanent development Resource Now let us turn to the idea of how public action can enable development within the framework of immanent development. Thomas (2000, p. 25) defines immanent development as meaning a ‘spontaneous and unconscious’... 2.8 Public action as contesting development Resource In this section, we will attempt to explore public action that involves contesting development of capitalism. The role of ‘development’ here includes individual and group empowerment, which often occurs... 2.9 Section summary and conclusion Resource Summary

	3 Managing Development 3.1 Introduction Resource As our look at Development: context and practice showed, lives and livelihoods for many of the world's population are precarious and fraught with seemingly intractable problems exacerbated by poverty,... 3.2 Managing development: professional and personal challenge Resource Whatever your background, it is likely that what has brought you to this unit is an interest in, a concern for, the ‘troubled and fast-changing landscape’ I referred to in the previous section. Such an... 3.3 Development management in the twenty-first century Resource Section 3.3 homes in on efforts to reframe DM at the start of the twenty-first century. It highlights the blurring of boundaries between the approaches adopted by development actors, such as the state,... 3.4 Managing development: tools and approaches Resource In Sections 3.5 to 3.7, we look at a small selection of the means – the tools and the approaches – by which development managers go about their business: investigating, or finding out; understanding, where... 3.5 Tools and approaches: investigating Resource Knowing what information to collect, how to analyze it, and how to present it in order to make a case are not simply ‘inputs’ to a project, but are vital political resources in effecting change. In order... 3.6 Tools and approaches: understanding Resource We are now going to look at one of the many possible ways of organising information in ways that provide an effective guide to action. No one tool can be said to provide the ‘correct’ or ‘best’ way of... 3.7 Tools and approaches: being inclusive Resource Interest in promoting inclusion of potential beneficiaries, particularly ‘the poor’, has come to characterise the approach taken across sectors and types of organisation in both the North and South, and... 3.8 The development manager as advocate: making a case Resource Advocacy work has become the latest enthusiasm for most agencies involved in international aid and development. Over the past decade NGOs have dedicated more resources and given a higher priority to influencing... 3.9 The development manager as advocate: making a case against Resource Advocacy is not just about proposing change. It can also be about opposing change. By way of drawing your look at development management to an active conclusion, the following activity gives you the opportunity...

	4 Institutions of development 4.1 Introduction Resource Institutional development can be, and is, studied in a variety of ways. Most obviously, the academic disciplines of politics, economics, sociology and anthropology have all contributed to our understanding... 4.2 Understanding institutions and institutional development Resource Institutions frame our lives. From birth through to death, in the most private and the most public aspects of our lives, in our personal and professional histories, we are shaped by – and we in turn shape... 4.3 Why are institutions and institutional development important for development? Resource From the discussion in the last section we can identify two reasons why institutions and institutional development are important for development. 4.4 Why do inter-organisational relations matter? Resource Development management necessarily and inevitably involves the management of relationships between organisations. As one development manager puts it: 4.5 The changing relationships between state, market and civil society Resource The central development debates over the last fifty years can – somewhat crudely – be characterised by shifting perceptions of the relative roles of the state and the market. Until the late 1970s development... 4.6 Making institutional development happen Resource As we've seen, institutional development involves a multiplicity of people and organisations, and depends on the working relationships between them. Negotiation and brokering are skills that are vital... 4.7 Perspective and power in making institutional development happen Resource We want finally to look at two factors which shape negotiation and, more generally, how institutional development happens: perspective and power. Our perspective is the collection of attitudes and outlooks...

	5 Development in difficult contexts 5.1 Introduction Resource There have been more than 200 wars in the past half-century. Nearly all of them have been civil wars – wars within a single country. Although there have been many attempts to generalise about civil wars,... 5.2 Perceptions Resource This section looks at how to manage conflict sensitively and introduces a number of intellectual tools to help facilitate this. 5.3 Decision making Resource Decision making is not an exact science but research has come up with some guidelines which can help with the process. It may be helpful to consider some of these and the different ways in which decision... 5.4 Choices and principles – sanctions and Sierra Leone Resource To get your feet wet, we are going to immerse you in a difficult environment right away and ask you to think about the sanctions that were imposed during Sierra Leone's civil war in 1997. You will complain... 5.5 Negotiation Resource Resolving tensions within an organisation requires similar negotiating skills to those needed to develop collaboration between organisations, so we look at these issues together. But we start with tensions... 5.6 Conclusion Resource This section of the unit was all about management and getting things done. It introduced you to some of the theory and some of the practice on decision making, problem solving, interpersonal confrontations...

	References and Acknowledgements References Resource Acknowledgements Resource

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