| Abstract: | In a wide range of issues such as aid effectiveness, poverty reduction and planning, development management has witnessed a schism between reformists and radicals. This article traces the ‘schism’ between reformist and radical views, critiques their unnecessary dichotomization and proposes an epistemologically‐grounded metaphor for managing divergent ideas. Moving beyond the schism, the article examines current conceptions from Gulrajani that the synthesis should be at the ‘centre’ of the spectrum between radical and reformist frames. The article then proposes an ‘off‐centre’ radical‐reformist synthesis with a less apologetic acceptance of reformist or ‘managerialist’ approaches. |
