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1. The
Conceptual Framework
Section 1: Alliances and Cooperation: Emergence of a
New Post-War Paradigm
1.1 Fifteen Hundred Years of War
1.2 Five Characteristics of the New Paradigm
1.3 Overall Impact of the New Paradigm
1.4 Role of Human Rights and Democratic Governance in
Functioning of OECD Methodologies
Section 2: From Paradigm Shift to Institutional
Activities
2.1 Multilateral Organizations with Universal Membership
2.2 International and Regional Organizations with Limited
Membership
2.3 The North Atlantic Treaty Organization (NATO)
2.4 International Policy Regimes and Coordinating
Institutions
Section 3: International Development Cooperation
3.1 The Marshall Plan
3.2 The Colombo Plan
3.3 Official Development Assistance (ODA)
3.4 Aid and the International Projection of Ideas
3.5 Aid Volumes and Impact
Section 4: The Cooperation Paradigm and the Former
Eastern Bloc
4.1 The ‘Magic’ of the Market
4.2 Reform: A Complex, Multifaceted Process
4.3 Need for New and Relevant Aid Instruments
Section 5: Relevance of the IDRC and OECD Experience to
Eastern European Countries
2.
Development and Networks as Instruments for Change
Section 1: Experiences in Development
1.1 Lessons Learned from the Japanese Experience
Section 2: Era of Cooperative Undertakings
2.1 Informal Networks
2.2 Multinational and Formal Networks
Section 3: The Case of Former Soviet Countries
Section 4: Scientific Networks: IDRC Experience
Part 1: IDRC and Scientific Networks
4.1.1 Background
4.1.2 IDRC’s Legal Foundation
4.1.3 IDRC’s Vision
4.1.4 IDRC’s Methodology
4.1.5 Assessing IDRC Sponsored Networks
4.1.6 Linkage between Research, Networks and Policy
Setting
Part 2: IDRC and the Dnieper River
4.2.1 Introduction
4.2.2 Learning to Work in Terra Incognita
Section 5: Components of the EMDU Program and Immediate
Results
5.1 Water Pollution Control
Section 6: Effects of the Program on Policy Formulation
6.1 Expanding Policy Capacities
6.2 Program’s Impact
Section 7: Moving Toward Regional Networks and
Management of the GEF Program
3. OECD’s
Basic Rules of Conduct—A Sociology of its Institutional
Culture
Introduction
Section 1: Foundations of the OECD’s Institutional
Culture
1.1 Historical Background
1.2 OECD’s Basic Rules of Conduct or the Values of the
Institution
1.3 OECD Structure and Functions
1.4 Economics Department
1.5 OECD’s Basic Rules of Conduct
1.6 OECD’s ‘Etiquette’ or Unwritten Behavioural Principles
Section 2: A Network Driven by Peer Pressure
2.1 Peer Pressure
Section 3: Consensual Discipline and Dynamic Tension
3.1 Maintaining Balance
3.2 Mechanisms for Softening the Rigours of Consensus
Section 4: Policy Process, Blending Negotiations and
Research
4.1 Defining a Common Agenda through ‘Preliminary Inquiry’
4.2 Establishing Reliable and Comparable Databases
4.3 Analyzing the Data
4.5 Forecasting
4.6 Recommendations
4.7 Peer Review
Section 5: Supportive Policies
5.1 Personnel Policy
5.2 Role of a ‘Wise Director’
5.3 Publication Policy
Section 6: Adapting the OECD Methodology to a New
Cultural Environment
6.1 Respect for Essential Linkages
6.2 Introduction of New Values
Section 7: Summary and Conclusions
4. OECD Techniques for Managing the Iterative Policy
Process within a Multicultural Environment
Section 1: The Policy Process
1.1 What is a ‘Policy’?
1.2 OECD Influence in National Policy Drafting
Section 2: Arriving at Policy Consensus within a
Cross-Cultural Environment
2.1 Development and Culture
2.2 The Balance of Social Systems: Weights, Drifts and
Counterweights
2.3 Bonthous’ Four Key Dimensions for Gathering
Intelligence
2.4 Defining a ‘Story Line’
Section 3: Managing the Negotiation Process
3.1 Roles Ascribed to Various Actors
Section 4: Syntax for Key Documents
4.1 The Annotated Agenda
4.2 The Syntax for Summary Record
4.3 The Syntax of the Communiqué
4.4 The Syntax of Peer Reviews
Section 5: Organization of Meetings: From Workshops and
Seminars to Committees and Plenary
5.1 Expectations and Results
5.2 The Agenda as a Management Tool
5.3 Time Management
5.4 Real Cost of an International Seminar
5.5 Managing Workshop Meetings: Room Set-up
5. Why Does it Work?
Section 1: OECD and Complexity
1.1 The Nature of Complexity
1.2 Complexity, Diversity and Adaptation
1.3 The Creation of OECD: An Injection of Simplicity and
Intelligence
Section 2: Examples of What Works and What Doesn’t
2.1 OECD and Health: Facing Complexity
2.2 The Bribery Convention, an Unambiguous Success Story
3.3 The Multilateral Agreement on Investment (MAI), A
bridge too far…
3.4 The Club du Sahel: A Unique Experiment
Section 3: Conclusion
Post Face:
This Leaves a Few Haunting Questions
Appendix:
Glossary
References |
