"This article tries to show that media development work could be based less on the idea of cooperation, but rather be perceived as a dominance of foreign funding countries and their politics. Taking this view, the donor organisations’ perceived dominance in controlling the entire process and meeting their requirements seem to be more important than establishing relationships built on trust with the actors on site, and openness to adjust projects and funds to local needs on a more ad hoc basis. Based on a literature review and two case studies in India and Ghana, Elbers, Knippenberg and Schulpen (2014) explain why the approach to control often wins over the approach of trust; and what this means for development cooperation. According to them, the approach to control is based on the phenomenon of “development managerialism” where “[e]ffectiveness, efficiency and transparency became key principles” (p.1). Here, trust is replaced by indicators that can be controlled and measured to guarantee effectiveness and efficiency and justify funding decisions. At this point, it needs to be mentioned that donors and other funding organizations themselves have to be accountable to their central auditing authorities in their re-spective home countries. Thus, the focus on controlling the process at the expense of neglecting empowerment and autonomy of the recipients maybe beyond their control or intention." (p.8)