Development Projects ObservedBloomsbury Publishing USA, 10 de dez. de 2014 Originally published in 1967, the modest and plainly descriptive title of Development Projects Observed is deceptive. Today, it is recognized as the ultimate volume of Hirschman's groundbreaking trilogy on development, and as the bridge to the broader social science themes of his subsequent writings. Though among his lesser-known works, this unassuming tome is one of his most influential. It is in this book that Hirschman first shared his now famous ""Principle of the Hiding Hand."" In an April 2013 New Yorker issue, Malcolm Gladwell wrote an appreciation of the principle, described by Cass Sunstein in the book's new foreword as ""a bit of a trick up history's sleeve."" It can be summed up as a phenomenon in which people's inability to foresee obstacles leads to actions that succeed because people have far more problem-solving ability that they anticipate or appreciate. And it is in Development Projects Observed that Hirschman laid the foundation for the core of his most important work, Exit, Voice, and Loyalty, and later led to the concept of an ""exit strategy."" |
Conteúdo
Introduction | 1 |
The Principle of the Hiding Hand | 8 |
Uncertainties | 32 |
Latitudes and Disciplines | 79 |
TraitTaking and TraitMaking | 118 |
The Centrality of SideEffects | 148 |
Albert Hirschman Observed | 175 |
| 191 | |
Back Cover | 204 |
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Termos e frases comuns
activities administrative agricultural analysis AOHP argument autonomous agency Brookings Institution building Chap chapter characteristics considerable construction costs country’s course creativity Damodar Valley Corporation demand developed countries development projects difficulties discipline East Pakistan Economic Development ects effects electric power Ethiopia example experience fact growth Hence Hiding Hand highway Hirschman important industry inputs investment decisions irrigation projects Karnaphuli Paper Mill lack of latitude legumes Lempa River less linkage managers ment mileage Nigeria Nigerian Railway Corporation non-site-bound operation perhaps Peru Piura planning fallacy political possible principle problems production proj project behavior project planners public sector railways result risk river road San Lorenzo side-effects site-bound investment situation social Strategy of Economic substitution success supply uncertainties task technical technique technological tion trait-making traits transport trucks Uganda Uganda Electricity Board underdeveloped countries underestimate University Press various West Bengal wholly World Bank