Titlebook: Sustainable Rural Development; Andrew Shepherd Textbook 1998Latest edition Andrew Shepherd 1998 agriculture.assessment.culture.development

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Common Goods,ve been left behind in the process of economic growth. The dominant western strategy has always involved a focus on individuals and households, and assumptions that they exist in a context of well-functioning markets. Where markets do not function (‘market failure’), strategists resort to the state

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Poverty Alleviation,s relied on benefits to ‘trickle down’ to the rural poor, but this has only happened under very specific circumstances among countries coming ‘late’ to the development process. As a result, thinking — at least in the international development agencies — has moved towards a new paradigm of poverty al

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Organisational Change,of substantial change in institutional arrangement and organisational policies. It is an era for radical decisions. One of the skills rural development managers will need is that of promoting and managing organisational change. This is true in all agencies — donors, governments, parastatals, NGOs an

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Conclusion,l rural development focused on the state (Heyer ., 1981). It was seen as serving the particular interests of national and international dominant social groups rather than general interests. Stated objectives of rural development were often undermined by actual implementation, which was environmental

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Organisational Change,be heavily constrained by other overriding political and organisational objectives. Part of the challenge will be to influence these wider organisations to change their practices insofar as they have an impact on rural development. Given the unbundling which is now characteristic of public sector reform, this should not prove impossible.

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Towards a New Paradigm,easingly taking their place beside the material in a reformulated, more holistic concept of development. In the very definition of development there is then evidence that old paradigms are breaking down, and a new one formed.