Contents -- List of Tables and Boxes -- Foreword -- Preface -- Acknowledgements -- Acronyms -- 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 -- Part 2: IDRC and the Dnieper River -- 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 -- 4.4 Forecasting -- 4.5 Recommendations -- 4.6 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 -- 2.3 The Multilateral Agreement on Investment (MAI), A bridge too far... -- 2.4 The Club du Sahel: A Unique Experiment -- Section 3: Conclusion -- Post Face: This Leaves a Few Haunting Questions -- Appendix: Glossary -- A -- C -- D -- E -- G -- H -- I -- K -- M -- N -- O -- P -- R -- S -- T -- U -- W -- References.