Exploring the historiography of the International Crisis Group (ICG), this article looks critically at the narratives surrounding the organisation’s self-declared success. The focus is specifically on the so-called icg methodology, consisting of field-based research and analysis, practical policy recommendations and high-level advocacy. Combining a three-level approach to the analysis of organisational cultures with Yanow’s concept of organisational myths, the article argues that the icg methodology contains a number of organisational myths that are meant to mask tensions and contradictions in the organisation’s underpinning basic assumptions and values, which, if publicly discussed, could have the power to undermine its expert authority. The four myths looked at in detail are the ‘field facts myth’, the ‘myth of flexible pragmatism’, the ‘myth of uniqueness’ and the ‘neutrality/independence myth’.
|Number of pages||18|
|Journal||Third World Quarterly|
|Publication status||Published - 16 Jul 2014|
- International Crisis Group (ICG)
- expert authority
- organisational culture
- knowledge market
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Berit Bliesemann de Guevara
- Faculty of Arts and Social Sciences, Department of International Politics - Personal Chair
Person: Teaching And Research