The paper presents insights into experiences of advisors from a Western background who worked on projects in Central and Eastern European countries after the restructuring of 1990/91. Motivation, relations and conflicts on the personal and organizational levels are discussed. The experiences are illustrated mainly with the case of the assistance for central banks in countries in transition. The paper ends with ten recommendations to create maximum profit from the technical assistance. Important are e.g., to create partnerships with counterparts in the recipient organizations; to focus on learning processes; to create practical and psychological support for consultants. The paper may be of interest to persons working (or intending to work) in such projects, in charge of projects, or responsible for human resources in the consulting organizations.
Conflicts and Motivation in Projects for Central Banks (pdf, 124 KB)
Onderwijs Management Samenwerking Besturen Matra Internationaal Europese Unie Beleid Open boek Cultuur Cultuurverandering Transactionele analyse Primaire proces Onderstromen Dienstverlening Coaching Begeleiding Dwang Stagnatie Psychonanalytisch Verborgen regels Imago Kwaliteit Verandering Adviesproces Paradox Phare kwartiermaken projectmanagement project nieuwe vragen nieuw perspectief Community of practice Praktijkkring Intervisie samen leren Strategie programmamanagement interim-management Organisatieleren Lobby en belangenbehartiging Supervisie Privaat - publiek Levenskunst