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The Learning Process Approach

This approach is also known as 'people centered management approach' which has been
developed in response to the demonstrated weakness of the blueprint approach1. The key
features of the approach are flexibility and incremental adaptation, continuous information
gathering at the micro level, experimentation and iterative learning. Since goals and targets
and timeframes emerge as a result of the interplay between local people and resource
providers and are constantly revised as learning and adaptation progress.

Features learning process


Operating Optimal solution can only be identified by beneficiaries, during
premise planning and implementation.
Bottom-up
Goals Emphasis on more creative capacity to solve problems as they occur.
Perception of High levels of complexity and uncertainty; analytical tests inappropriate.
environment Open systems.
Emphasis on the long term.
Problem solving Preventive; empowered beneficiaries can prevent problems via
orientation participation in design and implementation.
Dominant view: Social/psychological values and informal arrangements affect
human behavior. participation and commitment.
Institutional bias Pro-people; communities and beneficiaries know best.
Leadership informal leadership evolves during design and implementation; Locally
based authority.
Management 'Sot' tools; social and group facilitation techniques; participation and
tools process consultation.
Methods learning Process observation value clarification and case studies.
Source: Brinkerhoff, 1986; pp. 491-492. Quoted in: Saifulla Ibid. p. 49.

The optimum solution can be identified by beneficiaries during planning and implementation
process (bottom up). It emphasizes on more creative capacity of local level to solve the local
problems. It is based on the open system. In this process, high levels of complexity and
uncertainty can be raised. Analytical test might me inappropriate to tackle the problem. The
problem solving orientation would be preventive. Empowered beneficiaries can prevent
problems via participation in design and implementation of developmental activities. It is
dominated by social/psychological values and informal arrangement which affect
participation and commitment of the beneficiaries. Informal leadership evolve during the
design and implementation. It has local based authority.

1
Sweet and Weisel, (1979)

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