Community organization and rural development: a learning process approach
Korten, D.C.
Public Administration Review 5: 480-511
1981
ISSN/ISBN: 0033-3352 DOI: 10.2307/3110204Document Number: 465717
This study combines both extensive and intensive analysis of development assistance programmes in Asia and focuses specifically on five case studies (in India, Sri Lanka, Bangladesh, Thailand and the Philippines) which provide the basis for the author's strong conviction that Third World development assistance programmes must be part of a holistically perceived learning process as opposed to a bureaucratically mandated blue-print design. The case studies provide insights into what can be accomplished in the way of social development if the development process itself can be viewed as a learning experience for all participants involved. While awareness is becoming widespread that the blueprint approach is an inadequate response to rural development problems, its assumptions and procedures continue to dominate most rural development programming and most development management training. It is concluded that the concepts and methods of the blueprint approach may be more of a hinderance than an aid in the programming of effective rural development action where the need is for an adaptive, bottom-up process of programme and organizational development through which an adequate fit may be achieved between beneficiary needs, programme outputs, and organizational competence. This calls not for more sophisticated skills in the preparation of detailed project plans, but rather for skills in building capacities for action through action.