Abstract: | Two construction programmes were initiated in the same year (1981) by the same organization (Industrias Florestais de Manica, Ifloma, a large state forestry firm) in the same country (Mozambique's Beira Corridor) under the responsibility of the same architect (the author). The construction process in the first programme (Messica, a new town of 5,000 people) tended to reinforce dependence on foreign resources and on centralized decisiontaking, resulting in a dormitory town where initiative was in company hands. This contrasts with the construction process in the second programme (schools and health posts in 20 communal villages), which generally strengthened local organization, often revitalizing people's belief in collective action, while stimulating both the cooperative and family sectors of the local economy. In this case, parts of Ifloma's organization, particularly purchasing, transport, construction and, more recently, rural extension, were utilized in support of popular initiatives in the villages. |