‘How we think they think’: thought styles in the management of international aid

Abstract Aid administration is characterised by high moral objectives and often frustratingly low achievements. This article explores the idea that the problem lies not in inadequate policy or instruments as such but in the thinking processes that emerge within policy circles, at delivery levels within aid administration and at the interface between donor and recipient, to which the trade likes to apply the notion of ‘partnership’. Cultural Theory identifies three distinct and often contradictory ways of thinking that reflect individualist, group and hierarchical value premises. It is adopted here to explore how these types of thinking apply within aid administration, finding that the policy process is a surprisingly ‘groupie’ kind of activity, emphasising the sharing of values and understandings within donor circles. Delivery agents (donor field offices) by contrast are under hierarchical pressure to turn the outcomes into packaged deliverables, whether the ‘good’ is packageable or not. Supported by NPM orthodoxies, these agents seek control through linear programming and performance monitoring. A third contradiction is revealed when the donor attempts to bring such packages into a partnership relationship with recipient governments. Partnership is about sharing and dealing. But what the recipient is offered is a package with Henry Ford type characteristics: ‘any colour you like (social aspiration), as long as it is black (PRSP formula)’. The article is biased; from the perspective of a consultant caught in the middle; but if there is truth in the findings it might just open the door to new styles of aid relationship and novel delivery vehicles. Copyright © 2004 John Wiley & Sons, Ltd.