Project facilitation as an active response to tensions in international development programmes

This paper examines the tension within international development programmes between traditional task-oriented approaches to development and the wider view of programmes as sites for adaptability and learning. It characterises it as a set of inter-related tensions between recursive and adaptive tendencies that exist at individual actor, programme and institutional levels. Drawing on a multiple interpretive case study of partnership based programmes between an international non-government organisation and local partners in three countries, it looks at how these tensions play out in practice. Based on the findings, it proposes an active response to the tensions called project facilitation. This is an adaptive and co-created process that incorporates local experience and practice based knowledge to achieve strategic goals, while utilising recognised project management practices to achieve agreed outcomes. By adopting active responses to the tensions that exist within programmes it offers greater potential for effective delivery of long term benefits than the more typical defensive response strategies. Project facilitation is consistent with the social constructionist view of programmes and programme management but broadens our understanding by emphasising the need to actively consider how the tensions inherent in programmes are responded to.