Abstract: Within the framework of the Bounded Rationality theory, this case study describes an Aid-the-Poor Project in the forestry area undertaken by a Chinese non-industrial unit in cooperation with several other organizations. The four descriptive parts are: setting the Project goals and objectives, selecting the areas to run the Project, assessing the forestry status in communities, and purchasing goods and supplies. Through the overall description and analysis of the entire Project, a discussion was provided regarding the factors and mechanisms that had influenced the organizations’ deviation from the planned goals at several facets.

Key words: bounded rationality, strategic political struggles, learn through doing, system inertia