This study develops a systematic, participatory research method to study the impacts of different discourses on the outcomes of development policies and projects. The method visualizes relationships between key project discourses, enabling comparisons to be made between stated and actual discourses, and recognition of mutual synergies or inconsistencies among the discourses.Case study analysis of a rural water resources management project in Nepal demonstrates the ways in which individual responses from project specialists, combined together, lead to distinct hierarchical groups and clusters of discourses that reflect the day-to-day ways in which policies and projects are implemented. The paper discusses the ways in which project and organizational management could utilize the analysis in project planning, team formation, monitoring and supervision to meet external policy requirements, fit with local realities, and improve policy and project outcomes. Other instruments of development, such as sectoral, programmatic, and microcredit approaches, also become often "projectified" at the operational levels (Rondinelli, 2013, p. 6; Sjöblom et al., 2013, p. 3). From one perspective, development project organizations then function as simple implementation and innovation platforms for the policies. According to this view, external policies direct the ways in which development projects are allowed to operate (Ferguson, 1994; Rondinelli, 2013, pp. 5-6;Rossi, 2004). From a broader viewpoint, project organizations are not only mechanical devices of development, but their operation also depends on local, internal values and participation mechanisms (Cleaver, 2012;Haapala, Rautanen, White, Keskinen, & Varis, 2016;Tortajada, 2014). They promote embedded societal goals and reflect the characteristics of the surrounding society (Cleaver, 2012;Haapala et al., 2016;Tortajada, 2014).Various tensions between directive policies, project implementation and local realities can be further characterized in the project context.Here we identify four types of such implementation tensions (Figure 1).
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