Using the example of Jagat Sundar Bwone Kuthi, a private school in Kathmandu funded principally by a Japanese social service organization but run by Newar cultural nationalists as a flagship school for the Newa language, it will be argued that organizations can function tolerably well even when the various ‘stakeholders’ hold radically different views and do not share a vision for the development of the institution. Though this particular school may be an extreme case, the principle of value divergence, it will be argued, applies much more generally.
