By focusing on a new level of analysis – the country offices of International Organizations (IOs), International Non-Governmental Organizations (INGOs), and bilateral donors – this book addresses a crucial underresearched question: How does variation in the characteristics of country offices influence their ability to achieve positive peacebuilding performance? This chapter answers this question by providing a typology that explains the variation in peacebuilding performance described in the subsequent case study chapters. It begins by describing the relationship between organizational learning and peacebuilding, followed by a discussion of the difficulty of organizational learning, particularly for global organizations that are not incentivized to receive or respond to feedback from local actors. The chapter then proceeds to describe how, even in the face of such constraints, some organizations achieve positive peacebuilding performance through informal local accountability routines developed by innovative country-level staff.