Tools for project development within a public action framework

This paper focuses on the contradictory relationship between tools, always open to criticism as technocratic and mechanistic, and processes of development. It focuses on the tools often known as Logical Framework Approach (LFA) which are increasingly used as process tools by many different agencies, including those who espouse values of participation and empowerment. We assess the tools from the perspective of their use in public action-based approaches, as a means to improve clarity and focus in multi-actor interventions. No one tool can fulfil the range of tasks required in complex situations and LFA is useful as one of various options. We consider two of its limitations. First, it can be used in many different styles, including as a means to analyse public interest as contested terrain, or as a technocratic tool. Second, the focus on viewing assumptions as immutable can limit the effectiveness of interventions.     

Seeing eye to eye: organizational behaviour,brokering and building trust in Tanzania

The focus of this article is organizational behaviour in and around the private sector in Tanzania at a time of transition through liberalization and the promotion of private sector activity; how the private sector has re‐emerged in the very recent past; how it operates as a group or, more accurately, as a set of groups, and the relationships between its component parts and with other development organizations (notably public actors: the state and aid donors). Within this framework our interest is in how organizational behaviour is mediated and trust is built through the brokering of relations between different organizations which intersect the public and private (and what this means for the public sphere). The article assesses the usefulness of a three‐level framework for analysing organizational and institutional transformation, shows that some tentative but modest change is occurring, and that a range of incomplete but positive political processes are happening. We show that institutional development is the weak link in these processes. Copyright © 2002 John Wiley & Sons, Ltd.