Page 424 - Volume 2_CHANGES_merged_with links

Development Aid

“Izandla ziyagezana” - “Hands Wash Each Other”

One point of reference that readers can turn to for some understanding of these might well
be the following:

"Supreme Command : Soldiers, Statesmen and Leadership in Wartime"

Eliot A Cohen (2003) London Free Press

On one level the book can be seen as clearly demonstrating how political leaders can, and
sometimes have to, achieve results beyond those offered by their war time generals. It

might also serve as a metaphor for the sort of leadership that might well be unpalatable to

a wide range of 'development' professionals and experts.
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Conclusions
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m̩
As has been referred to elsewhere 'zuŋ u Aid donor countries and their Bretton Woods
Institutions, through their own demands, give rise to increased societal volatility in

underdeveloped countries, which have a very fragmented population.
I see no evidence in any of the wide range of studies that I have had to review for this

m̩
ɡ
narrative any robust evidence that 'zuŋ u aid donor countries and their Bretton Wood
Institutions have made any real attempt to measure the potential for societal volatility that
ɡ
m̩
their 'zuŋ u requirements give rise to.
Threaded throughout the reports related to World Bank and IMF involvement in

development projects are references to a 'one size fits all' approach.
ɡ
m̩ 'zuŋ u aid donor countries and their Bretton Wood Institutions would achieve more
impact, make a faster rate of progress if they ensure their own key people were
• properly versed in (and ideally had had personal experience of having to deploy) Change
Management Skills

• properly versed in how the Leadership Behaviour Continuum can be / should be an integral
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m̩
part of the design and implementation of 'zuŋ u sponsored national development
programmes
• give a greater weighting to the achievement of results by the leaders of any underdeveloped
African country rather than applying a list of items such as perceived improvements in
democratic processes

As set out above, major achievements in Change Management are only achievable if the

leaders of the change management have a 'finger on the pulse' of emotions and willingness
of their people.