Decades of development practice suggest the fundamental importance of improving aid-delivery systems and stakeholder competence in order to improve the well-being of poor people. However, it is questionable whether the aid system is able to change its attitudes and values through such partnerships in a way that will do this. This paper suggests that for this change to be possible, processes of individual, organisational, and inter-organisational learning have to be encouraged, in ways that do not sacrifice the knowledge obtained by aid workers in the processes of global management.
