Professional Documents
Culture Documents
Learning Department
Organisational
Development
Participants’ Handbook – December 2006
Name:
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© VSO 2006. Any part of this document, including illustrations and diagrams, may be copied, reproduced or
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Handout 00-1
TIMETABLE
Day 1 (evening)
19:00 Session 1 Introduction
Session 3 OD Definition
Day 2
09:00 Session 5 Understanding Organisations: The External and Internal
Environment
Lunch
Dinner
Day 3
09:00 Session 10 Presentations
END OF COURSE
Lunch
Page 1
Handout 00-2
HANDOUT PACK
SESSION REF. TITLE PAGE(S)
Introduction 00-1 Course Timetable 1
00-2 Handout pack 2
Session 2 02-1 Phases of an Organisation Development 3
Session 3 03-1 Journey of OD 4
Session 3 03-2 Organisational Development Books and Websites 5
Session 3 03-3 Definition of Organisational Development (OD) 6-7
Session 4 04-1 Illustration of the OD Cycle + Key Elements 8-9
Session 4 04-2 Glossary of Terms 10-12
Session 4 04-3 Organisational Development Course Aim 13
+Link Case Study 14-15
Ministry of Education Case Study 16-17
Romeas Hek Health Centre Case Study 18-19
Session 5 05-1 Contextual Scan 20
Session 5 05-2 Public, Private and Not-for-Profit Sectors 21
Session 5 05-2 Comparison of Formally-Organised Sectors 22
Session 5 05-3 Onion Framework 23-24
Session 5 05-4 Resistance to Change and Strategies 25
Session 5 05-5 Three Circles Framework 26
Session 5 05-6 Key Learning Points/Learning Log 27
Session 6 06-1 OD Values 28
Session 6 06-2 Multiple Roles of an OD Facilitator + OD Spectrum –
Supporting Information 29-30
Session 6 06-3 Stepping Stones of OD 31
Session 6 06-4 Stepping Stones – Supporting Information 32
Session 6 06-5 Situational Matrix – Instructions for Participants 33
Session 6 06-6 Metaphor Matrix 34
Session 6 06-7 Key Learning Points 35
Session 7 07-1 Visualisation Sheet 36
Session 7 07-2 Organisation Capacity Building – Background Material 37
Organisational Capacity Assessment Checklists 38
Organisational Capacity Assessment Strategies 39
Session 7 07-3 Key Learning Points 40
Session 8 08-1 Levels of Culture 41
Session 8 08-2 Characteristics of Organisational Culture 42-43
Session 8 08-3 Why Organisational Culture is Difficult to Manage 44
Session 8 08-4 How do we understand our culture 45-47
Session 8 08-5 Hofstede’s Cultural Dimensions 48
Session 8 08-6 Key Learning Points/Learning Log 49
Session 9 09-1 Devising OD Proposal + Activity 50
Appendix 00-1 Case Studies 51-65
00-2 Metaphors – Proverbs – Quotes – Poems 66-69
00-3 Personal Learning Log 70
Page 2
Handout 02-1
Organisations are similar to organic systems in their uniqueness, individuality and complexity.
They need to understand and adapt to the surrounding environment and context in order to
survive. An organisation’s development is often described in human development or growth
terms. As an organisation is created (birth) it goes through different stages or phases of growth,
such as adolescence, adulthood, parenthood, the prime of life and in some cases a natural
progression towards death with the organisation ceasing to exist, either because of external
factors or it has fulfilled it’s purpose. Organisational development interventions need to consider
the phase of growth and its implications for an organisation.
BIRTH
(PARENTHOOD) Supportive
Some organisations give birth to new ones and provide the resources
necessary for the new growth to find their feet.
DEATH
It is critical that all these phases are recognised as developmental and one is not judged as being
superior to any other. The experience of each phase provides learning and capabilities, which are
vital to engage with the next phase. They are continually reoccurring and overlapping in the
course of an individual life, organisation and community. Skilled and sensitive interventions can
remove hindrances and blockages but there is a limit as to how much this natural process can be
speed up. The process is non linear.
Page 3
Handout 03-1
Journey of OD
Demystifying Organisation Development Rick James page 9
James, Rick, 1998, Demystifying Organisation Development, practical capacity building experiences of
African NGOs, INTRAC (good background to OD, principles and approaches, with some helpful case
studies of OD interventions in African NGOs. Explores role and implications of Northern NGOs and
donors)
Recommended
Handy, Charles, 1987, Understanding Voluntary Organisations, Penguin
(accessible style, good ideas on OD and management, in general)
Pretty, Jules et al, 1998, Participatory Learning and Action, IIED
(very good general participatory tool book, ideas that are transferable to OD)
Eade, Deborah, 2000, Capacity Building: an approach to people centred development, Oxfam
Publishing (broader aspect of capacity building at different levels, including organisational development)
Holman and Devane, 1999, The Change Handbook: Group Methods for Shaping the Future,
Berrett-Koehler Publishers ( useful overview of open systems for change theory with a handy comparative
matrix giving a quick overview of eighteen different approaches)
Johnson and Scholes 1997, Exploring Corporate Strategy, Prentice Hall publishers
(exploration of strategic management in terms of both analysis, planning, strategy, development and change
within a cultural and political context)
You can find the following in the Learning Centre in Harborne Hall
Websites
There are numerous websites on capacity building and OD. We recommend the following:
http://www.cdra.org.za/index.htm
Excellent website of the Community Development Resource Association, based in South Africa.
Well-written and thought provoking articles on OD, management, development, culture and learning.
Plus good links.
http://businessballs.com/
Businessballs is a free ethical learning and development resource for people and organisations, run by Alan
Chapman, in Leicester, England. The site is a rich resource of downloads materials for all aspects of
personal and organisational development.
http://www.trainingzone.co.uk/
A site for corporate training professionals with an online network of 35,000 members.
http://www.managementhelp.org/
“easy-to-access, clutter-free, comprehensive resources regarding the leadership and management of yourself,
other individuals, groups and organizations” NB this is a US site.
http://www.new-paradigm.co.uk/resources.htm provides a gateway to some resources and links
Page 5
Handout 03-3
page 1 of 2
INTRAC – The International NGO Training and Resource Centre, supports non-governmental
organisations (NGOs) and civil society organisations around the world by exploring policy issues,
and strengthening management and organisational effectiveness.
There are some common elements in this approach to OD, which can guide the practitioner’s
understanding of the process. These are described as OD Values and the Core Ingredients of
OD below:
OD Values
Emphasised on SKWID and underpinning the principles of participation and process
development, OD is founded on similar values where the attitudes and behaviour of the
practitioner makes the process of OD and the techniques used effective, not the techniques
themselves. The following are some key values:
• Opportunities for people to develop towards their full potential.
• People are complex with differing needs, not just requiring physical resources.
• Emphasis on openness, trust and collaborative effort.
• To meet the needs of both individuals and the organisation.
• Emphasis on feelings and emotions as well as ideas and concepts.
Page 6
Handout 03-3
page 2 of 2
3. A systems approach
OD views organisations from a holistic, systems perspective, where issues, events and forces within
organisations are not isolated but inter-related. Interventions or change in one part will affect and be
affected by other parts of the organisation.
Page 7
Handout 04-1
page 1 of 2
Contextual Information
Orientation
Theory
Implementation
of activities
Design of key OD
Design of proposal
activities
Acceptance + commitment
Page 8
Handout 04-1
‘Practical men in authority who believe themsleves to be quite exempt from any intellectual
influences, are usually the slaves of some defunct economist’ (Keynes) – laminated quote
in course box
“The question is not does OD travel well, but do the OD consultants themselves travel well?
Experience is showing that it is more a question of personal values, approaches, sensibilities
and behavious and how they practice OD, rather than anything inherent in OD itself” Rick
James Demystifying ODp147
“OD practitioners should proceed no faster or deeper than the legitimation obtained from the client system
and she stays at a level of consciously obtained felt needs” Srinivas 1995 Rick James Demystifying OD
“recipient organisations gain very limited experience with and benefits from donor imposed
assessments…there is a large gulf between donor prescriptions and performance change. this demands the
active engagement of those involves and effected…it is not simply a question of organisation participation in
their own diagnosis. It relates fundamentally to an organisation owning the process” Canadian IDRC
INTRAC rising to the challenge Praxis Paper John Hailey, Rick James + Rebecca Wrigley
Page 9
Handout 04-2
page 1 of 3
Glossary of Terms
Advocacy: Tackling the root causes of poverty by taking action to challenge policies and practices of
institutions and people in power. Uses a range of methods including public campaigning, lobbying, media
work, influencing and building alliances.
Appreciative enquiry: an approach which focuses on asking the ‘appropriate questions’ to enable an
appreciative or positive reflection on a situation, past, present or future.
Baseline data: part of data gathering and diagnosis stages of intervention. Gathering information, which
forms the ´starting point´ or baseline.
Capacity: ‘Ability to perform or produce; capability’; ‘Innate potential for growth, development, or accomplishment-
ability.’
Capacity Building: A generic term relating to interventions designed to develop the ability of
institutions, organisations, teams and individuals to plan and deploy resources in order to achieve their
changing objectives more effectively and efficiently.
CDRA: Community Development Resource Association, South African NGO support agency.
Context: the environment in which an organisation is operating, including political, economic, social,
cultural, technological and environmental factors.
Country Strategic Plans (CSPs): Produced by each VSO country programme to define their work over
the next 3-5 year period.
Entry point: the level, opportunity, activity or leverage to enter into the organisational development
process
Facilitator: Makes a process happen through guiding, enabling and empowering participants through a
range of skills from observation and active listening to clarifying, probing and paraphrasing. The
facilitator is neutral and therefore does not take a position on the event or issue at hand or have a stake in
the outcome.
Gross Domestic Product (GDP): The measure of how much a country earns in a year.
Heavily Indebted Poor Country Initiative (HIPC initiative): An initiative designed by the IMF and
World Bank to reschedule the debt of the most indebted countries.
Page 10
Handout 04-2
page 2 of 3
Human Development Index (HDI): A ranking of all nations according to their achievements in
different aspects of human development, education, health and GDP, compiled each year by the UNDP.
International Monetary Fund (IMF): A multilateral institution, which provides loans to members to
help them over short-term balance of payments problems.
Mentor: Supports and advises a less experienced professional. This is often in an informal way and can
take place on-the-job. In helping the professional, the mentor builds his/her capacity and confidence to
do the job and enables growth in knowledge, skills and attitudes.
Non-Governmental Organisation (NGO): Organisations that are not aligned to a government and are
often not political, sometimes referred to as charities.
Organisational culture: the culture within an organisation that is unique to that ´mini-society´.
Embodies the values and beliefs of an organisation.
Organisational Development: The term used to define capacity building of an organisation, usually
through a planned process of change in order to make the organisation more effective.
Organisational learning: the ability of an organisation to learn from experience in order to assist its
development and growth. Linked to how it manages knowledge and information and its monitoring and
evaluation systems.
OD Activities: Are those activities undertaken to support the capacity of people and systems within an
organisation to work effectively and support organisational learning.
OD Phases: Describes the purpose and sequence of a particular group of activities i.e. analysis, diagnosis,
planning, action, buy-in, implementation. These phases are not limited by time and may overlap.
OD Proposal: Describes the intended OD activities which is presented to management team/board for
approval
Poverty Reduction Strategy Papers (PRSPs): Documents prepared by a country before they are able to
qualify for debt rescheduling under the HIPC initiative (see above).
Participation: A process of collective analysis learning & action and VSO’s role in this process is to
facilitate and/or be involved alongside other stakeholders.
Participatory Approaches (PA): An umbrella term for any participatory system or method, e.g.
Participatory Rural Appraisal.
Page 11
Handout 04-2
Page 3 of 3
Practitioner: refers to the role of an Organisational Development Practitioner, who may take on different
roles along the OD Spectrum depending on the organisational diagnosis.
Programmatic Approach: Central to VSO’s work in the future and born out of VSO’s Strategic Plan
2002-5 Focus for Change. The approach requires that there are longer and more dynamic relationships
between VSO & its partners that are not only defined by the volunteer placement. Placements will be
more geographically and sectorally clustered to increase impact and networking between partners.
Programme Area Plans (PAP): The individual ‘strategic’ plans for the priority development goal areas
of VSO country programmes e.g. Health, Education and HIV & AIDS. Most countries have only 3
programme areas that form the components of the Country Strategic Plan (CSP).
Stakeholders Self - Assessment: an organisation carries out its own internal audit.
Structures and Systems – e.g. monitoring and evaluation systems, personnel systems, financial
management systems.
Structural Adjustment Programmes (SAPs): The conditions that are attached to IMF loans which are
based on neo-liberal economics and which open up a country’s trade.
Sustainable Development: The concept whereby improvements in quality of life through economic
development are not gained at the expense of the environment or of future generations.
Trainer: Promotes professional growth by building on the level knowledge, skills, attitudes and
experience that learners already have.
United Nations Development Programme (UNDP): An organisation that is part of the United
Nations that runs development programmes.
Values, identity and beliefs – organisational culture, motivation for being in existence, the organisation’s
theory of development and ‘world view’.
Vision: an organisation’s ‘raison d’etre’, its reason for existence and how it would like the world to be
different.
Page 12
Handout 04-3
Aims:
• To increase participants understanding of the concept of ‘Organisational Development’ in a
development context
• To provide volunteers with a framework, approaches and tools to increase organisations’ capacity
Objectives:
• To enable participants appreciate the potential impact of ‘Organisational Development’ to deliver change
• To provide volunteers with a range of tools and techniques and the understanding of how to use them
appropriately within their organisation and the developing country context
• To develop volunteers’ confidence to facilitate organisational capacity building in developing countries
• To emphasise the importance of volunteer approaches, attitudes and behaviours in facilitating effective &
sustainable organisational change
• To raise awareness of the importance of ongoing learning and suggest possible strategies to achieve this.
This course builds on Skills for Working in Development and supports VSO’s commitment to learning,
empowerment and partnership. However, this course is designed for volunteers with a specific role in
supporting Organisational Development.
On most courses, there is a wide spectrum of participants from highly experienced business and
management volunteers to those new to OD. The course is about Adapting Skills to a development
context for those who already have experience in Organisational Development and Developing New
Skills, by exploring new approaches and tools. The course is complemented by self-directed learning,
research at the programme office of the country placement on arrival and research in placement.
Session 5 Understanding Organisations; external and internal environment Session 8 Analysis and
Diagnosis may be familiar to some participants and is an opportunity for revision whilst for others it will
be new information. For the next two days participants will have an opportunity to work in teams on case
studies related to Organisational Development. It is important to acknowledge the different levels of
experience in the group and to reach a common understanding of OD before you go into team work and
case studies tomorrow afternoon and evening.
In preparation for the course tomorrow please read the introduction to the
three case studies in Session 4 (Handout 04-3)
You will be working with one of the case studies but need to be familiar with
the content of all of them.
Page 13
Handout 04-3
page 1 of 6
The Organisation
+Link is a non-profit making umbrella organisation for community-based organisations (CBO) of people
living with HIV and AIDS in the Eastern states of India. It was
set up by a small group of HIV positive people from different communities and registered as a local NGO
in 1999. Initially its main goal was to enable a handful of organisations based around Bhubaneshwar to
share information, resources and best practice for raising awareness of HIV and AIDS and combating the
spread of the virus. It was very successful and within four years membership had increased dramatically
and reached neighbouring Eastern states. The focus has also widened to include improving the quality of
life for people living with HIV and AIDS (PLWHA) by providing opportunities for empowerment.
+Link believes that empowered PLWHA are better equipped to take control of issues affecting their lives,
such as protecting basic human rights, participating in policy/decision-making and accessing legal
assistance and healthcare.
+Link is currently funded by FHI (Family Health International) and UNDP (United Nations
Development Programme). +Link’s offices consist of three rooms in a rented building on the outskirts of
Bhubaneshwar with four non-networked computers and a telephone. The organisation is managed by a
director, one of the original founders, and there are seven other full-time staff members, as well as a
growing number of part-time employees. Most of its CBO members are located in urban areas of the
Eastern states but some are more remote with little access to telecommunications.
Contextual Scan
The infection rate of HIV and AIDS is on the rise in India and about to become a serious developmental
challenge. The main cause for concern is the lack of accurate knowledge about HIV and AIDS and the
public and official lack of will to tackle the issue. Most parts of India are extremely conservative; the
subject of sex is taboo and if brought up, is generally met with a wall of silence. Gender is also seen as a
major barrier to combating HIV and AIDS as women in India do not have equal status in making
decisions on sexual practices.
Page 14
Handout 04-3
page 2 of 6
Bhubaneshwar is the capital of Orissa, one of the poorest states in India. It is well served by train and air
both within the region and to other major cities. The economy is almost entirely based on agriculture,
which has led to widespread migration of the skilled and well educated to the IT belt and private industry
in the wealthier South. Moreover, the local economy is often destabilised by natural disasters with
temperatures reaching 45ºC in May and June and flooding not uncommon in the rainy season (September-
November).
Navigating Change
Despite its success, +Link is still a small organisation and it is finding it increasingly difficult to cope with
the demands of a wider more diverse membership and multi-focused mission. The staff, all PLWHA
themselves, are extremely enthusiastic but few are graduates and their level of education and skills is low.
They have good contact with other local bodies and members within the vicinity of Bhubaneshwar.
However, they are finding it increasingly difficult to keep in touch with members and organisations that
are further away, as well as abreast of developments that are happening in the sector. On top of this,
many of their members wish to see +Link take on a higher profile at national level.
+Link has recognised that it needs help – it is swamped with work and there is a lack of planning, co-
ordination, documentation and clear direction. However, it is not easy to find a person with the right
skills and commitment to assist them. Furthermore, many people do not want to cope with the stigma
attached to working for a HIV and AIDS organisation. +Link has heard of another HIV and AIDS
umbrella group in the south of the country that is employing a VSO volunteer from the Business
Partnership scheme, and has approached the programme office for similar support.
Page 15
Handout 04-3
page 3 of 6
Contextual Scan
Ethiopia is one of the poorest countries in the world. In its most recent past, it has been ravaged by
severe drought and famine, as well as internal and external conflict. Since 1991, however, the country has
been reasonably stable and with the help of the international donor community, it is trying to rebuild its
infrastructure. New federal policies and plans have been drawn up but implementation has been slow,
partly due to a shortage of ‘on the ground’ qualified staff. For this reason there has also been a national
focus on capacity building at all levels.
The Organisation
The major source of funding for education comes from the government budget but there are many
donors who support this, including UNICEF and the World Bank. Some smaller funders along with a
selection of NGOs have offices in the Ministry, which is located in Addis Ababa and consists of two four-
storey buildings. There is a library, a documentation centre, a restaurant and a staff café in the central
courtyard.
Page 16
Handout 04-3
page 4 of 6
There is a severe shortage of qualified personnel at the Ministry especially at senior management level. On
top of this, there is a high turnover as skilled personnel are lured to the competitive salaries of the NGOs.
Managers have high status though and are not questioned, with tradition discouraging delegation, initiative
and motivation. Systems are extremely bureaucratic with an enormous amount of form filling needed
before anything can be achieved. Internal communication is particularly poor and a lack of co-ordinated
planning has led to a culture of crisis management. Ministry personnel at all levels generally fall into two
groups: those who are to be found at their desks everyday and those who spend most of their working
lives out of the office.
Navigating Change
HESI will be a new agency, aiming to formalise, regulate and monitor the educational direction of the
higher education institutions and the courses offered. The overall mission of the agency is to make
Ethiopian Higher Education contribute its share to the growth and development of the country by
improving the quality of education. Along with QRAA, it will be based at the Ministry although the exact
location or number and composition of staff have not yet been confirmed. This is a new area for the
Ministry to be working in, and with its lack of qualified and skilled personnel - particularly at management
level - it has approached VSO for support. The seven-year Ethiopian programme and the Ministry of
Education have a good partnership with over 30 VSO volunteers working in senior positions in Teacher
and Higher Education.
Page 17
Handout 04-3
page 5 of 6
The Organisation
CAP’s main goal is to secure a healthy environment for the children of the Svay Rieng province in South
East Cambodia. It was established in 1997 when a group of visitors from a hospital in Scotland identified
this development need. CAP was registered as a charity in the UK with all 10 original visitors acting as the
trustees. A small management committee, comprising local dignitaries and the district Public Health
Advisor, was also established in Svay Rieng town. Most of the initial funds went towards setting up a
health room on the outskirts of Romeas Hek, a small urban area about an hour’s bus journey from Svay
Rieng town. The committee had entered into a partnership agreement with the Ministry of Health that
CAP would be wholly responsible for running the health room and meeting all costs (including local
salaries). Patients would also be charged a small amount but much less than in the government-run health
rooms. CAP also sent out a succession of short-term UK volunteer nurses to manage the room and train
up local staff.
Due partly to the keen interest and successful UK-based mobilisation of funds of one of the founders,
Mrs Hope, a recently retired practice nurse from Glasgow, the health room has now been upgraded to a
Health Centre. It has 20 beds and provides a minimum package of activities such as midwifery and minor
surgery. It employs 20 staff including a qualified doctor from Phnom Penh (who has just arrived), two
qualified nurses (both from outside the area), two unqualified nurses (‘trained’ for the health room), an
unqualified local ‘pharmacist’, housekeeper, administrative assistant, security and various grounds staff.
The centre has mains power, as well as a generator, a dug well and incineration facilities. Laboratory
services are available in Svay Rieng town. Up to now the staff and health centre have been managed
jointly by the volunteers and Mrs Hope, who makes quarterly visits and is chairperson of the management
committee. It is still wholly funded by CAP but continues to charge patients nominal fees.
Last year CAP was registered as an International NGO in Cambodia. Its vision is “that the communities
of Svay Rieng can be self-sufficient and free from disease with access to quality health care”. It has the
mission of “reducing the incidence of death and disease, to promote the health of the population by
working in partnership with local communities, government agencies and other voluntary organisations”.
Its philosophy is “people-centred”, and it believes in “respecting the rights, cultures and values of its
partners and in supporting their own efforts irrespective of their health status”.
Page 18
Handout 04-3
page 6 of 6
Contextual Scan
Since 1953 when it gained its independence from French colonial rule, Cambodia has been ravaged by
continual internal conflict. The fragile administrative systems and structures that exist resemble the
hierarchical bureaucracy of the 1950 French civil service, overlaid with a strong patron and client culture.
In recent years the donor community has been very active in the country and ‘participatory approaches’
are becoming overused.
Romeas Hek is a small town in the rural province of Svay Rieng located about 7 hours’ drive from the
capital Phnom Penh. It is fairly cut off in terms of both communication and roads, particularly at the
peak (September-October) of the monsoon season (May-October) when severe flooding is common.
Most of its population are engaged in rice farming, usually at subsistence level.
The society is quite closed and traditional with respect for elders, local leaders and healers; there are few
women in key positions. Government facilities are poor and most of the welfare services are provided by
a number of different faith-based organisations. The HIV infection rate is lower than the average for
Cambodia but is thought to be on the rise in the region as a whole.
Navigating Change
Although the Health Centre has better facilities than other local service providers, it is not being well
attended. The arrival of the doctor has made some difference but there is still a long way to go. There is
also a problem with absenteeism amongst the staff. CAP feels that the center needs a local manager/
administrator but there is no one skilled enough to fulfil that role and CAP does not want the Doctor’s
time to be used in this way. Moreover, Mrs Hope wants to step down as chairperson of the Svay Rieng
management committee and does not feel she can continue to travel out to Cambodia so frequently: She
will, however, continue to fundraise in the UK. She feels that the health centre, which is the
organisation’s main focus of activity, is vulnerable and recommended to CAP and the rest of the local
management committee that they approach VSO. On her most recent visit Mrs Hope initiated meetings
with staff at the Programme Office.
Page 19
Handout 05-1
Contextual Scan
OD stresses the importance of being able to adapt to the changing environment. The NGO environment
is increasingly being described as ‘turbulent’ with major changes in funding and NGO roles forcing
NGOs to adapt quickly. Before embarking an OD strategy an analysis of the external environment and
drivers of change need to be analysed. It is important that the OD practitioner does not do this in
isolation but gain insight from the organisation staff and stakeholders.
Political
• Political upheaval / conflict
• Change in political regime
• Tax laws which effect the third sector (not for
profit)
• Laws effecting gender, disability, human rights
Economic
• Globalisation
• Pull out of key funder
Social
• Conflict
• Death of Director
• Health issues – Aids pandemic
Technical
• Unreliable phone lines and electricity
• Change in technology – access to www
Environmental
• Logistical issues due to geography and
climate
• Natural disasters – earthquake, flooding
• Reduction in electricity supply
Page 20
Handout 05-2
Public Sector
Purpose To protect, secure and regulate the lives and actions of citizens. e.g. to
manage how society is defined as well as how it functions and progresses.
Characteristics / Assumptions
• Bureaucratic
• Layers of decision making
• Paper pushing
• Slow to react
• Driven by policy
• Individuals don’t take responsibility
• Distant from the problems on the ground
Private Sector
Purpose To make a livelihood and create accumulated wealth.
Characteristics / Assumptions
• Driven by money
• Uncaring
• Fast moving
• Focused
• Well managed
• Competitive
Characteristics / Assumptions
• Poorly managed
• Under funded
• Well meaning
• Limited effectiveness
• Under pressure from too many demands
• Front line – very aware of needs
Page 21
Handout 05-2
Business
Sector Government
Sector Not-for-
Profit sector
Typical North Sectors e.g USA: Activity limits the role of government while encourages private
enterprise and voluntary initiative.
Government
Business Sector
Sector Not-for-
Profit sector
Typical South Sectors e.g. Tanzania, Kazakstan, India: More typical of societies were the
government dominate and ideology has made public ownership and central planning the primary force for
economic and social development.
It should come as no surprise that the intentions and funding conditions of the international aid system
are designed to make the organisational pattern of the countries of the South and East to be more like the
north.
Page 22
Handout 05-3
page 1 of 2
Onion Framework
This framework shows the interrelationship between the different elements of an organisations capacity.
What we observe when visiting an organisation can give some indication of how effective the organisation
is at the different levels of the onion framework. However when working within an organisation it is
possible to spend time trying to understand the effectiveness of the different levels, the interrelationships
between them and what opportunities there are for organisational learning.
Physical Resources and Financial Resources
• Quality of the buildings: reception areas, signage.
• Equipment: vehicles, computers, photocopiers.
• Organisational literature: marketing material, newsletters, annual report.
Can give an indication of the financial resources of the organisation.
Skills + Abilities
• How people deal with you over the phone.
• Welcome you.
• Manner of receptionist and staff.
Can reveal individual skills + abilities and perhaps give insight to (HR) human resources and staff
competencies.
Structures and Systems
• The receptionist (if there is one) knows the extension number of the person you want to meet.
• Information is available about the organisation.
• How easy it is to find out who is the key contact in the organisation.
• Key person is fully briefed and knows where to find further information and the people with
responsibility for specific areas of work.
First impressions can give some indication the structures and systems in place. Further research may
reveal: monitoring and evaluation systems, personnel systems, financial management systems
Vision, Purpose and Strategy
• Mission and Purpose (in some organisations written up in the reception of the organisation –
would need to question if staff are aware of, ‘buy-into’ or even ‘own’ this).
• Staffs appear confident and motivated about their role and how they contribute to the
organisation.
• The organisation appears to have a clear sense of what it is there for, where it is going and how it
is going to get there.
To get beyond the first impression it may be possible to find material written down regarding vision,
purpose and strategy but when were they written, who wrote them and for whom (a funder, previous
Director, themselves, the organisation); do all current staff and those involved with the organisation
understand, ‘buy-into’ or own them?
Values, Identity and Beliefs
• What the reception looks like? Is it clean, orderly, information on the walls, welcoming?
• What is the manner of staff/people you meet? Confident, happy, helpful, interested?
The ‘culture of the organisation’ is evident in the language, history, way of doing things and unwritten
rules that underpin or glue the organisation together (see Session 8).
Organisational Learning
• Supportive management style, discourages ‘blame culture’ and encourages staff to take on
responsibility for learning.
• Reviews and reflection encouraged at different stages of work and at different organisational
levels – support given to develop staff competencies: visits, exchanges, training, coaching etc.
Organisational learning can cut across all levels of the organisation and the onion framework.
Page 23
Handout 05-3
page 2 of 2
Onion Framework
Financial
resources
Physical
resources
Skills +
Abilities
Organisational
Learning
Structures
+ Systems
Vision
Purpose +
strategy
Context Values,
identity +
beliefs
Page 24
Handout 05-4
Force Field
weakness because it is an admission of inadequacy • Build coalitions for change with like minded individuals
and less than competent leadership • Change styles of management and leadership to
• The organisation may have problems being increase trust
committed to OD as they would rather keep things • Allocate responsibility for change process with those
as they are and not embark on the unknown who inspire confidence.
• Monitoring and performance systems allow poor • Linking changes in strategy to changes in outcome
practice to go unchallenged: effort = achievement • Getting a common understanding of the change
“good works is enough” and criticism is seen as process
unfair as everyone is doing their best
• Identifying gains from change
• Capacity weakness may be clear but the underlying
• Promote wide and systematic communication
causes or apparent remedies may give rise to dispute
• Provide personal counselling
• Conflicting time and resource pressures
• Solicit suggestions on ways to go about effecting change
• Too many priorities
• Find ways to disturb
• The scale of the organisation and the range of
different services • Guide/Facilitate
• Geographic barriers- many services are based away • Develop new organisational competencies
from the centre and have tended to work in isolation • Involve principle stakeholders in an advisory capacity
• Inner-service rivalry and as an educational opportunity
• Lack of, or poor internal communications
• Constant change
• Challenge seen as a threat rather than an opportunity
Page 25
Handout 05-5
Internal
Organisation
Culture
Leadership
Learning
Resources-
Partnerships Human Systems
Physical and
Financial Structures Outreach
Community Trade Effectiveness
Scale
Impact
Leaders Unions Geography Achievements
Donors/ Public
Funders Sector
External
Linkages Programme
Private
Performance
NGOs Sector
Empowerment
Context
Page 26
Handout 05-6
• Contextual Scan
Supporting the organisations awareness of external drivers ties directly into VSO
programmatic approach. This awareness will help the organisation avoid icebergs and benefit
from opportunities and collaborations.
• Holistic approach
The onion model is a useful framework or ‘visual checklist’ especially for individuals new to
OD. It is very important to be aware of the wider impact of any OD intervention and
therefore analysis needs to consider the organisation holistically. It can be helpful in
questioning assumptions based on previous experience in a different cultural context.
Holistic analysis of the organisation can help to clarify what changes are required to
support organisational development and shift the focus from ‘fire fighting’.
Understanding the external and internal context and drivers of change are key to the
analysis and enables the OD facilitator to move along the OD cycle.
The ability to identify the underlying resistances to change and have strategies to overcome
them is key to OD.
Learning Log:
What has been the key learning for you so far from the course. How might you use the
tools discussed so far in your placement?
Page 27
Handout 06-1
OD Values
Page 28
Handout 06-2
page 1 of 2
Non-Directive Directive
Probes, Observes, Gathers, Identifies and Offers and Designs, leads Proposes and Tries to
observes, diagnoses and synthesises and assesses the helps to select and evaluates guides the pursuade,
mirrors and facilitates the analyses data potential alternative learning changes in proposes
reports what is human relevant to the alternatives. actions needed experiences content and guidelines or
observed. dynamics and Organisational to create the within the process. directs the
interpersonal Develoment. desired change. Organisatinal problem
Retreats from relationships Development. The solving
active role in in the organisation exercise
organisations organisation. relies on the whether in
decision practitioners process or
making. expertise. content.
Page 29
Handout 06-2
page 2 of 2
Page 30
Handout 06-3
Stepping Stones of OD
1 3 6
Creating Diagnosis + 4 Setting key
A relationships planning objective B
Getting
acceptance +
2
Concern Getting
commitment 5 7
Future
bigger Creating Implementing
picture Direction key objectives Vision
Understanding
Emotion
Will
8 Evaluation
Page 31
Handout 06-4
1. Creating Relationships
Relationship is at the heart of development itself. The nature and quality of the relationship will have a
major effect on the quality of the OD work, and the extent to which it achieves developmental objectives.
3. Diagnosis + Planning
• ‘Ideal’ would be organisation doing self-diagnosis
• To get to the organisations real issue which may lie behind the obvious problem (onion)
• Analysing raw data, grouping data in a framework which will make sense to the organisation
• Use interview statements to provide the organisation with a mirror to look at itself and suggesting
ways to take this process forward (presentation of the information is one of the most difficult
aspects as the diagnosis as it needs to be perceived and experienced as true by the client and so
the client owns the process of change)
Page 32
Handout 06-5
there.
you want to go?
Quadrant 2 Quadrant 4
2. What would be your plan for finding out this information and
creating good relationships?
Page 33
Handout 06-6
Metaphor Matrix
Do you know how to get there?
Yes No
Quadrant 1 Quadrant 3
We know where we want to go and We know where we want to go but not
how to get there. how to get there.
Do you know where you want to go?
Yes
Quadrant 2 Quadrant 4
We know what we’re doing generally We don’t know where we want to go or
but lack a clear direction. how to get there.
No
Quadrant 1:
BY THE BOOK - Know where you want to go and how to get there
This can be a powerful situation to be in. Your organisation has a real strategic focus and powerful
techniques to achieve results. However, placing yourself in this quadrant could be an indication of severe
self-delusion or unwarranted self-satisfaction.
Quadrant 2:
MAKE A MOVIE – Know how but don’t know where
An organisation in quadrant 2 can simply cruise along reasonably successfully. But this can also be a
demoralising position because your energies are not directed - you have no strong sense of why you are
doing what you are doing.
Quadrant 3:
HOLY GRAIL QUEST – Know where but don’t know how
This can be an energising position and one that encourages you to look for creative solutions. Or it can
cause frustration because the organisation isn’t bridging the gap between desire and action.
Quadrant 4:
WANDERING IN THE FOG - Don’t know how or where
You’re in the most challenging quadrant. The good thing is that everyone has agreed that things have to
change. But spirits are low, and it is difficult to get people energised. There is also a danger that any
energy there is could be wasted, taking you in the wrong direction.
Page 34
Handout 06-7
• Relationships are key to OD and the OD facilitator must invest time and consider what
activities and tools may be appropriate.
• Analysis + Diagnosis are keys to ensuring that the organisation accepts and is committed to
OD.
• Using simple practical tools to facilitate the organisation with analysis helps to ensure that
the organisation has ownership of the analysis, diagnosis and OD plan:
o Opportunities for people to develop towards their full potential
o People are complex with different needs not just requiring resources
o Openness, trust and collaborative effort
o To meet the needs of individuals and the organisation
o Emphasis on feelings and emotions as well as ideas and concepts
o The organisation maintains responsibility for choice and change
• Remember,
o ‘Prescription without diagnosis is malpractice whether in medicine or
management’ Albrecht
Learning Log:
How might you use the tools discussed in your placement?
Page 35
Handout 07-1
Visualisation Sheet
Page 36
page 1 of 3
Funders use checklists or criteria to assess an organisation’s capacity and suitability for funding.
These will vary enormously. The following is an adaptation of a donor check list for NGDO
capacity from Alan Fowler’s, ‘Striking a Balance’, p201:
Page 37
Handout 07-2
page 2 of 3
WORKING PRACTICES
Governance, management and organisation
• If NGO is it truly non governmental?
• Does the governing body exert proper oversight and does it really carry responsibility?
• If NGO is the leadership still the founder or has there been a transition?
• Is the management style appropriate to the mission, activities and context?
• Is the organizational set up and culture appropriate for the tasks and their scope?
Relationships
• Does the organisation network and have partnerships with other organisations, institutions, and
communities?
• Is it respected by other organisations?
RESOURCES
Implementation
• Does the organisation have the technical skills required?
• Does the organisation have an effective approach in working with its target audience?
• Are the physical resources looked after and well maintained?
• Is a monitoring system in place, does it disaggregate information by gender
Administration
• Are financial records produced on time and properly?
• Are audit reports satisfactory?
Financial Resources
• Has there been a continuity of donor support/
• Is there a strategy for funding and potential income?
PROGRAMMES
• Is the organisation offering services appropriate to the community needs?
• Does it apply participatory approaches and demonstrate community involvement in decision-
making?
ORGANISATION LEARNING
Performance track record
• Can the organisation show sustainable outcomes or impact at any level?
• Are evaluations carried out regularly?
• Is there evidence of learning from evaluation findings?
Page 38
Handout 07-2
page 3 of 3
Limitations:
• Willingness of the organisation to be self critical
• Difficult to get frank responses from primary stakeholders especially when dependent on the
relationship with the organisation
• An independent practitioner and validation is needed
Page 39
Key Learning Points
• If the OD process is funder/donor driven and the capacity shortfall identified by them the
OD facilitator needs to ensure that the organisation appreciate the benefits for them and be
committed to the changes. A key consideration is the role of the funder/donor in the
process.
• If the organisational capacity and OD are driven internally the ownership and
commitment will help ensure success of the OD process or intervention. It is important
that the volunteer does not assume the capacity needs of the organisation independently of
the organisation or funders.
• The term capacity is often used in the development field whether it is referring to institutional
or organisational capacity. In the OD definition we emphasise an organisation’s capacity for
learning.
• Before identifying the range of approaches, which can be used in OD, it is important to get
an understanding of the organisation’s capacity.
Page 40
Handout 08-1
Interaction Interaction
Organisation
Culture
Society
Culture
Page 41
Handout 08-2
page 1 of 2
Role culture
• Predictable and stable (an • In-built inertia.
advantage only if the • Rule and procedure-bound.
environment is also stable). • Stifle creativity and
• Can become very efficient innovation.
over time.
• Suitable for organisations
with long programmes of
work.
Task culture
• Flexible and able to change to • Very difficult to produce
suit changes in the economies of scale.
environment. • Can be very complex and
• Consistent with difficult to manage.
decentralisation, teamwork • Can be confusing to staff.
and participatory approaches
to management.
Person culture
• Suitable for small teams of • Inconsistent with NGO
professionals such as lawyers values since it puts the needs
or architects. of the staff before the needs
of the beneficiaries.
One of the key questions for the manager is: “How manageable is organisational culture?”
Organisational culture is an immensely powerful aspect of how organisation’s work. It can work
positively to support the purpose of the organisation or negatively as a subversive force. Obviously, it
is in the interests of managers that organisation culture is aligned with the purpose and strategy of the
organisation. But what if this is not the case? How possible is it to change organisational culture?
Pettigrew is cautious about the manageability of organisational culture. He has identified seven major
factors that make organisational culture difficult to manage. These are listed in Handout 08-3.
Page 42
Handout 08-1 / OHT 08-2
page 2 of 2
5. It is dynamic. Culture can change over time either by adaptation or as a result of a deliberate
process of culture change.
7. It is a control mechanism. By making explicit what are the prevailing values and norms,
managers can exercise control over others by demarcating what is acceptable behaviour in the
organisation.
Adapted from: Hudson, Mike (1995). Managing Without Profit, Harmondsworth, England: Penguin, Appendix Three.
A number of writers have developed ways of classifying organisational cultures. One of the most
commonly used classifications was developed by Charles Handy and based on the work of Roger
Harrison.
Charles Handy describes four main types of organisational cultures:
• Power culture.
• Role culture.
• Task culture.
• Person culture.
According to Handy, each organisational culture has its advantages and disadvantages.
These are summarised in the table on the previous page.
Page 43
Handout 08-6
2. The pervasiveness issue. Culture does not just refer to people’s more deeply held
beliefs but also to their views about such things as their work tasks, organisational
structures, systems, strategy and approaches to recruitment, induction and reward.
3. The implicitness issue. Much of organisational culture is taken for granted and it is
remarkably difficult to change things, which are implicitly part of people’s thinking and
behaviour.
4. The historical issue. Because culture has deep historic roots, this can make it very
difficult to change.
6. The plurality issue. Most larger organisations do not have a single organisational
culture but may have a series of subcultures. Tensions may exist between these
subcultures. Culture change needs to take into account what may be very complex
inter-relationships between the subcultures.
Adapted from: Pettigrew, Andrew M. (1990). ‘Is Corporate Culture Manageable?’ in Wilson and
Rosenfeld (eds.) (1990). Managing Organisations: Text, Readings and Cases, London: McGraw-Hill.
Organisation culture is a very significant element of organisational identity and one that can be extremely
difficult (indeed, some would say almost impossible) to change. Nonetheless, in NGOs, it is important
for everyone to be conscious of the culture of the organisation and the impact that this can have on
almost every aspect of how the organisation operates.
Based on: Wye College External Programme (1998) NGO Management, Unit 2 ‘NGO Identity’, University of London,
designed by INTRAC.
Page 44
Handout 08-5
What is it?
• Expectations and strategy are rooted in the collective experience of the group
• Organisations can be ‘captured’ by their culture e.g. free newspapers: news or advertising?
• Whole organisation and subcultures: different functions, management/staff, UK/overseas,
length of service
• Influenced by sector e.g. voluntary sector organisations must maximise (rather than
optimise?) spend on beneficiaries
• Looking outside sector for new ideas e.g. voluntary sector increasingly looking at commercial
models
• Four layers:
o Values – often expressed as vision, mission statements etc
o Beliefs – expressed as rules
o Behaviours – day-to-day ways in which the organisation operates e.g. work routines,
structure, control mechanisms, symbolic behaviours
o Taken-for-granted assumptions – core aspects difficult to identify and explain i.e. ‘what
really matters around here’
Why define it?
• How can we decide what to keep and what to change? How can we establish the culture that
will best meet our goals?
How can we define it?
• Not easy to define!
• Some parts are written down but others are in the way people behave and the assumptions
they make.
• How can we identify the taken-for-granted assumptions and therefore decide what to keep
and what to change?
Ref: Exploring Corporate Strategy; Gerry Johnson, Kevan Scholes, Richard Whittington
Page 45
Handout 08-5
Routines
& Rituals
Symbols
Organisation
al Structures
Culture
Stories
and Myths
Control
Systems
Power
Structures
Ref: Exploring Corporate Strategy; Gerry Johnson, Kevan Scholes, Richard Whittington
Page 46
Handout 08-5
Ref: Exploring Corporate Strategy; Gerry Johnson, Kevan Scholes, Richard Whittington
Page 47
Handout 08-5
Dr Geert Hofstede conducted a study of values in the workplace, which are influenced by culture. From 1067 -1973
while working for IBM as a psychologist, he collected and analysed data from over 100,000 individuals from 50
countries. As with any generalised study the results may or may not be applicable to specific individuals or
organisations, often there is more than one cultural group within that country. His dimensions are intended to assist
business people or travellers in better understanding the intercultural differences within regions and between
countries.
Collectivist Individualist
- Identity is based on membership of a social - Identity is based on individual.
network or group. - People focus mainly on their own interests.
- Strong family and social ties. - Task prevails over relationship.
- Relationship prevails over task. - Individual interests prevail.
- Collective interests prevail over individual - Employer-employee relationship is based on
interests. contract to mutual advantage.
- Employer-employee relationship is like a
family link.
Feminine Masculine
- Prominent values in society are caring for - Dominant values in society are material
others and preservation. success and progress.
- People are warm and relationships are - Money and things are important.
important. - Men are supposed to be assertive, ambitious
- Everybody is supposed to be modest. and tough.
- Stress on equality, solidarity and quality of - Stress on equity, competition among
work life. colleagues and performance.
- Resolution on conflicts by compromise and - Resolution of conflicts by fighting them out.
negotiation. - Women’s liberation means that women will
- Women’s liberation means that men and be admitted to positions hitherto only
women should take equal shares both at occupied by men.
home and at work.
Page 48
Handout 08-6
• The volunteer may need to do more research in the field of OD both books and materials
available in country to identify interventions, which are culturally appropriate.
• The Culture of an organisation has its own language, history, way of doing things,
unwritten rules that underpin or ‘glue’ the organisation together, like a mini society.
• Understanding the culture of an organisation, it’s values and attitudes, is key to reading
an organisation and making a diagnosis.
• The OD proposal should be developed with the organisation however the way in which
this is conducted and the approaches of the volunteer will depend on the needs of the
organisation and the skills and confidence of the volunteer. Ownership of the OD
process and outcomes must belong to the organisation.
Learning Log:
What has been the key learning for you?
How might you use the tools discussed in your placement?
Page 49
Handout 09-1 / OHT 09-2
You are now presenting the OD proposal and activity to the management to
encourage ownership and ‘buy-in’.
You have 25 minutes to present the following, in whichever way you feel is appropriate.
Team work
• Identifying expertise – speed reading, graphics skills, presentation
skills, motivational skills
• Deciding on roles within the team –leader, researcher/reader,
timekeeper
• Identifying tasks and allocating to team members
• Managing time during preparation + in your presentation
Case Study
Decide if you need to read all the material.
If you are going to read it how will you divide up the task, different
team members can read different things.
You will have to trust your team and give up some control. This will be the situation in your
placment were you will need to trust your colleagues and others to gather information.
Page 50
Handout 08-6
Appendix:
Organisational Development Case Studies
The following case studies are practical capacity building experiences from African NGOs with
an organisational development focus. 1 The organisational development interventions in each
case involve an external ‘consultant’ or OD practitioner. The periods of engagement range from
20 days over six months to 60 days over 2 years. The cases highlight the OD cycle, the phases of
OD, the role of the consultant and the factors hindering and helping the process. The cases
identify issues around:
• Visioning
• Mission Building
• Leadership
• Identity, values and culture
• Strategic Direction
• Structural Changes
• Systems Development
• Conflict Resolution
• Team Building
The following questions may be useful to guide you as you read through the case studies:
3. What were the key ‘entry points’ for the Organisational Development Consultant?
The case studies are from the following organisations and countries:
1James, R, ‘Demystifying Organisation Development: Practical Capacity Building Experiences of African NGOs,
1998, INTRAC, UK
Page 51
Handout 08-6
INDEPENDENCE DAY?
The Independence of ‘Community Resource Centres’ from the Fellowship of Churches in
South Africa
Carol-Ann Foulis (Olive)
Introduction
Olive (OD & Training) first began working with the client in February 1995, when it was contracted to
write job descriptions and develop a payment framework for Community Resource Centres (CRCs). The
CRC Programme comprises 14 centres which are all situated within the greater Durban area and provide
the following services: paralegal advice, community development, lobbying and networking. There are 28
staff employed by the programme who are paid by the ‘parent’ organisation. Managerial and
administrative support also comes from the parent organisation which is the same Durban-based
Fellowship of Churches mentioned in the previous case study. In fact dealing with some of the human
resource systems issues and structural issues was one of the recommendations of the previous OD
intervention by CDRA.
The Aim of the Intervention
The initial request to look at job descriptions and a payment framework for the centres was based largely
on the CDRA work. Furthermore, the importance of the CRCs becoming (more) independent of the
organisations within which they are located, as well as the need to increase their sustainability were also
strongly emphasized. These recommendations have subsequently been translated into what has become
known as the ‘independence process’ – a long-term process of change which has had to be planned and
embarked upon in an integrated, holistic way. While Olive initially contracted with the client around the
delivery of a specific product – job descriptions and a payment framework, the Director also wanted the
work to ‘test’ staff’s understanding of and readiness to move towards independence. This HR request also
set the ball rolling for the OD intervention.
Shifting from HR to OD
Having delivered the product of job descriptions and a payment framework as per the initial brief, in
August 1995, Olive then entered into a new contract with the client which had as its longer-term goal the
increased independence of the CRCs from the parent organisation.
The Intervention Process
The intervention process can be divided into three phases: each with its own objectives.
Phase 1: Creating a vision of independence
The first phase was marked by the appointment of four Zonal Co-ordinators to assist the centres in their
move to independence. The objectives were as follows:
1. Consultations with the client to explore ideas and share views to develop an understanding of the
client’s vision of independence.
2. Workshops with staff to assist people in understanding what would be involved in the change
process; providing opportunities for people to share their views, feelings, concerns and challenges
about independence.
3. Training and support of Zonal Co-ordinators in the transition from staff member to Zonal Co-
ordinator and equipping them with the skills required for their new position, such as planning,
supervision, delegation and time management.
Phase 2: Review period and adapted contract
A review was conducted in June 1996 to assess the extent to which intended outcomes had been achieved
in each of the three areas. Based on this review, the consultant entered into an adapted contract with the
client which had as its key objective the training and development of the Zonal Co-ordinators (in
recognition of their key role in the change process). Another feature of this phase was the establishment
of clearer boundaries regarding the consultant’s role in the change process. At this stage, it was decided
that Olive would no longer play a role in the general training of programme staff. It was felt that staff
were sufficiently oriented to the idea of independence and that the organisation itself needed to drive the
next stage in this process. It was also agreed that the consultant would not be involved in the training and
development of local committees. While this was clearly an important component of the next phase, it
Page 52
Appendix
was acknowledged that this was outside of the consultant’s organisational mission and area of ‘expertise’.
Other organisations were referred to who could assist in this area.
Phase 3: The way ahead
From December 1996, the relationship between the client and consultant enters into yet another phase.
This is in part because certain objectives have been achieved, and also because new circumstances are
calling for new kinds of support and approaches to the change process. At this point in time, the content
of this phase is undefined.
Factors Constraining the Process
A number of factors have hindered or slowed down the process:
• The style of the Programme Manager has reinforced a particular way of relating to people that the
independence process is seeking to change. Given that the Programme Manager is the pioneer and
possibly stands to lose too much from the change, it has been important for the consultant not to
skirt around these issues but to find ways of dealing with them directly and constructively.
• To a large extent, there is no external imperative for change. The parent organisation has initiated the
independence of the CRCs and the deadlines by which change needs to take place are variable and
extend considerably far into the future. This has its advantages, but the lack of urgency and need to
change has sometimes resulted in a level of complacency, which has curtailed the action that needs to
be taken.
• The level of management and administrative experience of staff of the CRC Programme is limited in
certain respects. Many staff members have worked only for this particular programme and do not
have other organizational experience to draw on. This is significant given that management and
administrative skills are needed for an independent CRC. The change process is therefore slow as
time needs to be spent building the capacity of staff in these areas.
Factors Promoting the Process
Many factors have helped or been important in taking the process forward:
• The appointment and training of the Zonal Co-ordinators, with an increasing emphasis on their role
as key change agents, has given a sense of urgency, importance and focus to the independence
process. They have been a tangible sign, particularly to staff, that this process is ‘for real’. The
appointment of a temporary ‘Programme Co-ordinator’ with a very participative style of management,
while the Programme Manager has been on sabbatical, has significantly facilitated the move towards
independence. The consultant has noticed increased energy, enthusiasm and interest amongst staff
which seems to be related to this person coming into the organisation.
• Having dedicated capacity for managing the change process has been particularly important. It has
been the responsibility of the ‘Programme Coordinator’ to focus on the independence process.
• The recent introduction of the client to different models of ‘independence’ has provided the client
with an opportunity to learn from others’ experiences.
• Olive has used a team for this intervention, rather than one consultant. This has been particularly
useful in ensuring that our approach remains open, innovative, critically reflective and professional.
Furthermore, keeping the same people part of this team has had a number of advantages, particularly
for understanding the complexity and dynamics of the intervention.
• From the start and throughout the intervention, the method of diagnosing the system and making
recommendations was a highly interactive process. The consultant did not offer a neatly mapped out
path for independence of the centres. As ‘staff were involved throughout the process ... involved in developing and
negotiating the ToR.’ this meant that staff very much owned the change process.
• The quality of the reporting was also seen by CRC staff as being important.
• ‘The detailed report with key questions to address in the workshop was very helpful. Their reports were thorough and
accessible, prompt and with clear recommendations and conclusions’.
• It was important for Olive to regularly define and review its role in the OD process and to set specific
objectives in relation to this role as it became difficult to maintain the different roles and
responsibilities of the client versus those of the consultant at certain times. Given the importance of
ensuring that ownership of the process remained with the client, the consultants made considerable
efforts to continually clarify their role – ‘we were beginning to drive the process. Because they were too busy we
Page 53
Appendix
would be bringing more of the ideas and setting the agendas ... so we said ... we will leave it to you to contact us. They
brought proposals and we formalized them into briefs’.
Preliminary Assessment of the Impact
It is difficult at this stage to measure the impact of the intervention because Olive’s relationship with the
client continues. However, the process has been monitored along the way and a number of goals (both
planned and unplanned) have been achieved. The impressions of both client and consultant have also
been regularly gathered and reflected upon. The consultant has encouraged the client to establish its own
criteria for measuring the impact and using its own means for collecting this information.
Some of the impressions of the key achievements to date are:
• People are clearer on what is needed for an independent organisation and are in the process of
formulating plans, which will indicate how they will go about achieving this. There is a vision for what will
be achieved.
• Staff (and some of the local committee members) have had opportunities to raise their fears, concerns
and questions about the independence process and the parent organisation has responded to these. To
some extent, this has built a critical mass of people who understand, support and drive this move to
independence. Furthermore, the parent organisation has realised the importance of letting go.
• The attitudes and behaviour of certain staff members have changed in the time that the consultant has
been working with them. Staff are behaving in a more ‘responsible’ manner.
• The growth and development of the Zonal Co-ordinators is also significant.
They have received training in a number of areas and are also behaving in a more responsible,
independent manner. The management has noted ‘a lot more confidence amongst the zonal coordinators’ with
them ‘taking more initiative, greater participation in management meetings and deeper issues raised, delegation of
responsibility coped with’.
• A number of structural changes have occurred as a result of this intervention. First, the appointment of
the Zonal Co-ordinators has played an important role in moving some of the control and power away
from the parent organisation to the CRCs. Secondly, it is likely that the post of Programme Co-ordinator
will remain as a dedicated internal resource for managing the change process.
The change that is required in this process is enormous – it is about moving the CRCs from a state of
financial, administrative and management dependence for the last 14 years to one of independence.
Furthermore, being independent brings with it a set of challenges for which some people are not and may
never be ready. However, the consultant acknowledges that change is a series of steps that need to be
managed and be made manageable. They also need to be heading in an agreed to direction. What the
consultants have done ‘is walk with the client for some distance along the path of change’. Getting the client on this
path and assisting the different components in becoming skilled, aligned and ready for change has been a
lengthy but productive process.
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Appendix
massive changes in the external environment in South Africa during 1993/4 where everything was
changing from white to black. The fight against apartheid had unified individuals and organisations, but
when that enemy disappeared after the 1994 elections, people and organisations had to redefine their
roles. NGOs were suddenly confronted by their own diversity. They had to deal with their own groups of
blacks, whites, coloured, working class, upper class, management and workers. The diversity had been
there all along, but because the common focus was lost, conflict arose in the new era. Some of the
pressures Triple Trust was facing were simply a microcosm of what was happening in the whole country.
Own Doctor
As a result TTO ‘spent the year of 1994 trying to be our own doctor’. There were many internal meetings and
transitional committees with staff representative bodies and board member associations. Task groups on
communication, terms of employment, structural change and cultural diversity were formed. Workshops
were held on issues such as ‘Unlearning Racism’. While all this internal activity did give staff forums in
which to express their views and showed that management was concerned and interested in their
opinions, ‘we weren’t able to fix the problems’. By treating symptoms rather than causes, and the rational not
the emotional, TTO experienced a year of grueling accusation and counter accusation. The organisation
was paralysed and limped along with programmes and concluded,
‘we weren’t getting anywhere on our own as it is very hard to diagnose issues of heart, values, culture yourself ’ especially
when loss of trust had become an issue and polarised staff and management. In an act of desperation
TTO sought help from CDRA (a very well respected South African organisation which provides OD
consultancy support to the NGO sector).
The Intervention Process
CDRA developed an OD process, which looked at four basic steps:
• examination and redefinition of the organisation’s mission;
• examination and redefinition of their values;
• examination and redefinition of the organisation’s structure;
• examination and rebuilding of perceptions, feelings and relationships.
They did this largely by means of an organisational survey, draft report and residential
workshop.
CDRA Organisational Survey
In November 1994, two CDRA consultants (one white, one black) interviewed most of TTO staff to elicit
their views, concerns and priorities. They found an organisation on the brink of collapse. Leadership and
management, as roles and as concepts, were confused and contested. The staff felt they wanted a share in
the ownership of the organisation and had been excluded so far. Trust had broken down and conflict and
tension pervaded the whole organisation.
Report
From the interviews, the CDRA consultants produced a draft report and presented it to the staff and
management at the end of December. Importantly, this report was a verbatim summary of what was said,
a mirror without any consultant interpretation at that stage. The views of staff reflected in the report were
seen by management as ‘very damning’: ‘when we got CDRA’s report we were confronted by tark reality. The report
basically said our organisation was very sick, that it was run by three people who didn’t listen to anyone else’. Another of
the leadership team said the report was ‘the stuff of suicides. So unbelievably awful. It was a big risk and we had to
have lots of counseling to talk us out of resigning’. The consultants in fact spent some time preparing the
leadership team to receive the report (even taking them out to lunch!) and convincing them of their need
to confront and deal with the issues rather than run away and resign.
Change Workshop
In order to deal with the issues raised in the report a five-day residential retreat for 40 staff members was
arranged for December 1995. This was much more than a mere feedback meeting, but a strategic
intervention for organizational change. Individual interviews, small group discussions and full group
‘therapy sessions’ were used to work through both rational and emotional issues. Issues raised in the
report were written up as ‘organisational norms’ to provide insight into TTO culture. This statement of
implicit norms, many of which were undesirable, provided the basis for a discussion of a set of values by
which the organisation should operate, concluding by committing to paper a vision and values statement.
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It proved to be a ‘very tough week’. The retreat was seen by all as pivotal: ‘we worked on the breaking down and
building up of relationships. People cried; it was heart wrenching for all of us. At one point we didn’t think we were going to
make it. But we did learn we had to improve relationships before we could restructure the organisation’. Resistance, anger,
denial, attempted bargaining gave way to listening and trying to understand each other, relinquishing
prejudice and preconceived perception. One of the founders concluded, ‘at some point during the workshop, I
had an ah-ha moment. I realised people were not saying that I was not doing a good job, but only that they wanted to share in
helping us fulfil that vision’. Principles to guide the restructuring were developed as followed:
• information should be more freely available;
• decisions should be taken at a range of different levels;
• fewer departments with fewer lines to a central person;
• leadership should be wider and more focused.
CDRA then worked jointly with TTO to develop a structure which fulfilled these conditions. This
workshop was followed up immediately by two days back in the office. One day was for staff who could
not be present at the workshop, and although the ground was covered, there was not the same group
dynamics. Those who had not participated in the workshop said that they ‘always felt a little robbed’. The
next day was spent discussing ‘where do we go from here?’ CDRA’s work with TTO took about seven
weeks spread over a nine-month period.
Preliminary Assessment of the Impact
The CDRA work clearly had a considerable impact on TTO, especially if it is compared with the ‘control
group’ of TTO trying to solve its own problems without consultancy support. The senior management in
particular attribute the CDRA work as ensuring the very survival of the organisation; ‘that intervention rescued
the organisation from complete disaster. It would have closed’. Others said, ‘the clarity of issues set us back on track’... ‘It
was a real turning point’. At the very heart of OD consultancy is facilitating the NGO to take charge of its
own development. The intervention indicated that this had been achieved to a certain extent as a ‘structure
was put in place where we can solve our own problems, before there were no systems or structures to catch these’. The chair
of the board has taken on the OD role – a monthly ‘tapping of the wheel’. When a new issue arose for
example, senior management at TTO felt that ‘if this current issue had happened before it would have been really
serious, but now we can address it ourselves’. Certainly there are a number of organisational indicators to
demonstrate that change has taken place to some degree:
Values: A values statement was developed which explained the kind of culture within which staff wanted
to work.
Mission: The mission statement became more fully owned and understood by all staff.
Leadership: A broader and more mixed and representative leadership team was developed which resulted
in ‘the practice of leadership and management being no longer scorned but respected and is being practised in a coherent and
organised fashion’.
Strategy: Strategic planning processes were introduced.
Systems: HRD, strategic planning, monitoring and evaluation, teamwork and
interdepartmental cooperation systems have all been initiated to some degree.
Relationships: Staff and management relationships improved considerably
with ‘a lot of barriers broken down’.
Motivation: In order for staff to be motivated they need to have an understanding
of the logic of the organisation. TTO was suffering from staff not having a sense of ownership of the
organisation but ‘that happened in that week’... ‘field workers now feel part of the organisation’.
Impact on Beneficiaries: If an organisation is suffering from severe organizational problems then this
will certainly be a significant constraint on their effectiveness as ‘organisational problems affect the client very
negatively’. The TTO case showed that addressing these organisational ills will have a very real impact on
beneficiaries: ‘we were paralysed for one year before the intervention and our programmes were suffering’ ... ‘Triple Trust
field workers now have a place to be heard and are more empowered to do their own jobs’. Genuine transformation at a
deep level is not easy, however, and there is the tendency to slip back into old patterns of behaviour.
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Some middle management staff in Triple Trust were more restrained in their assessment of the impact of
the CDRA work feeling that the early momentum for change has been lost – ‘the assumption was that we could
continue on our own, but structures were not put in place, people were left untrained. When they left things fell back. The self-
momentum carried things on for a while, but it soon waned’. They further point out that OD is not an event, but a
process, which needs to be continued within the organisation. ‘CDRA was one event in the process and we see
the workshop as a key part of our history’. They believe that although TTO had the potential capacity to take on
the change process itself it was not given enough priority and people were not ‘empowered to take it on
themselves’. In fact some of the very changes, such as bringing more blacks into the leadership (who had not
been part of the OD process), undermined its continuance.
Factors Constraining the Process
This case and the different perceptions about its effectiveness clearly highlight issues around follow-
through. The consultant himself said, ‘continuity in some form is key. One of the main problems with OD consultancy
is the lack of follow- up; organisations feel they have moved beyond it’. The consultant felt that insufficient follow-up
had been given but that he had to wait to be asked back. TTO were more equivocal, on the one hand
saying, ‘we have heard nothing since they left. The consultant felt we had the structure in place to support changes. But the
new leadership was not part of that process and perhaps they could give us more follow-up’ and on the other noting that
‘the temptation is to go back to the consultant all the time. We need to take ownership ourselves, and consultants need to hold
back’. Even if the consultants themselves did not follow through, there was a feeling amongst some staff
that the OD interventions were strengthened by greater staff development in these areas.
Factors Promoting the Process
External Consultants: The advantages of using external consultants was highlighted by many
respondents stating that, ‘we could not have gone through such a deep and painful process on our own. We needed an
outsider’.
Ownership: The most commonly mentioned success factor was that the NGO itself owned the change
process and was prepared to invest in it, ‘even if our funder had refused to support it we would have paid for it
ourselves’. The ownership of the change process is closely related to how keenly the NGO perceives the
crisis. TTO were in the position of saying, ‘we were at the wall. We had no choice’.
Leadership: With the success of OD being closely related to the leadership’s ability to shift, those who
felt that Triple Trust had changed considerably attributed this partly to ‘the willingness to face head on tough
choices and be flexible’.
Consultant: TTO took considerable time to find the right consultants sympathetic to TTO’s beliefs,
objectives and values. CDRA provided a very experienced, mixed black/white team. The style and skills of
the consultants were crucial as they had to be able to lead TTO through very sensitive and at times
conflictive processes. The main consultant was described as ‘very skilled at trying to work through both the
rational and the emotional’. Maturity of NGO: The maturity of the NGO was also seen to be a contributory
factor in determining the success of OD. TTO said about their willingness to be open to change that ‘we
are capable people, and self-assured. We know we are doing good work we have nothing to hide we are not defensive’.
Role of Donor: TTO lauded its donor in supporting this OD process saying that,
‘we had a wonderful funder who two years before had asked us for a list of capacity-building projects and had funded 7 out of
our list of 11’. This donor, however, was not even a Northern NGO but a bilateral donor – the ODA (now
DFID)! Such enlightened behaviour on the part of bilateral donors represents a very real challenge for
Northern NGOs. The role of donor was strictly limited to the funding of the consultancy and was not
involved in the OD process itself. The CDRA was contracted and reported exclusively to TTO.
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prevalence of Aids in Malawi and hoped to share experience and learning. TUBA was to facilitate the
coordination and cooperation of NGOs, donors and government involved in Aids-related projects.
TUBA quickly secured funding and established a good reputation through its coherent and articulate
leadership; its high calibre staff; and regular and useful national coordination meetings and newsletters.
Within a short period of time TUBA was credible and trusted with its major donor saying, ‘it’s one NGO we
are proud of ’. By 1996, TUBA had grown to 12 staff members and was diversifying its activities into a
number of related roles. As well as working on coordination, information and networking activities
amongst NGOs, international donors and government, TUBA was also training communities in Aids
awareness education; training NGOs and government extension staff in community care and counseling
methods and medical aspects to Aids prevention and care; undertaking research and advisory support in
gender-related aspects of development; starting an Aids resource centre; undertaking district-level
coordination of NGOs involved in Aids care; as well as channeling funds to NGOs as part of a World
Bank programme of Aids management. TUBA had already been involved in policy level discussions on
Malawi’s Aids prevention and care policy and was also contemplating taking a more active advocacy role
towards government as well as being asked by a number of international bodies to be a regional focal
point.
Potential Crisis?
This growth and diversification soon began to cause a number of internal pressures. TUBA leadership and
staff were feeling increasingly overworked and unable to complete all their tasks adequately. There was a
concern that performance and reputation would soon suffer. Staff morale was falling and programmes
were operating in an isolated fashion. It was clear to the leadership, as well as to the staff, that TUBA was
being dangerously overstretched and that they needed to better define their role in the future and develop
a more focused strategy. This desire coincided with the concerns of a prospective donor; and as part of
the first year’s funding (and the indication that funding would be for at least three to five years) a grant
was included for TUBA to undertake a strategic directions exercise.
The Intervention Process
A few months earlier TUBA had met and quickly built up a level of understanding and trust with a British
OD consultant doing a short-term contract in Malawi. The donor had considerable contact with and was
favourably disposed to the NGO with whom this consultant worked and so TUBA approached the
consultant to undertake this work. Much of the planning had to be done by fax; during which time:
• it was arranged that TUBA would contract the consultant, not the donor, and that a Malawian consultant
would be contracted to work alongside the expatriate;
• the different roles and responsibilities of TUBA and the consultants were agreed;
• TUBA’s ownership of the need for the intervention was identified;
• the process was designed for undertaking the work;
• the outputs of the work were clearly defined – TUBA maintained responsibility for writing up any action
points into a revised strategic plan and a capacity-building plan;
• a questionnaire for staff and another for partner NGOs was designed and sent.
The initial process was agreed at two weeks with a follow-up visit from the consultants after six months.
While the limitations of such a discrete exercise were understood, it was decided that a limited initial
process would not preclude further involvement later should more ongoing support prove necessary. On
arrival, the consultants spent a day with the director of TUBA discovering the background to the
consultancy and what was expected from the intervention. The key stakeholders in TUBA had previously
been identified and individual meetings had been arranged with all TUBA staff, most of TUBA board
members, a sample of Malawian NGOs involved with TUBA, TUBA international donors and
contractors (such as the World Bank) and other stakeholders such as the national umbrella body for
NGOs and the government ministry of health. The two consultants spent seven days gathering data on
TUBA from:
• the semi-structured interviews;
• the questionnaire responses from TUBA staff and member NGOs;
• a review of past TUBA plans, reports and evaluations.
The data was analysed and structured by the consultants and discussed with 15 members of TUBA staff
and board during the four-day workshop, which followed the interviews.
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This demonstrates the need for OD consultancies to look at some of the harder financial issues in some
detail; to be aware of the resistance of many people to publicly expose their leaders; and to probe further
when off-hand comments are dropped. Having said that, if the consultancy had managed to expose the
fraud issue this would have undoubtedly derailed the strategic planning process which would have left
TUBA without a direction and without a director (as opposed to just without a director!).
Preliminary Assessment of the Impact
While the strategic plan was written up by the staff after the workshop and approved by the board, TUBA
has continued to face difficulties. The decision to withdraw from channelling World Bank funds angered
the Bank and so, with the departure of the director, the Bank was soon able to say publicly that it was this
mismanagement of funds which had led the World Bank to pull out of TUBA, not vice versa. Within a
month of the loss of the director, the Chair of the Board and two foreign volunteers have also left the
country (as their contracts had ended) aggravating the leadership vacuum. This has severely inhibited the
implementation of the change process, both strategically and in terms of addressing the identified
capacity-building needs. Almost 12 months after the departure of the director, the leadership vacuum still
has not been filled – one director who was appointed by the board was clearly unsuited and his contract
was terminated after just one month. The foreign consultant (now resident in Malawi) has continued with
limited involvement with TUBA in an informal counseling role with some of the remaining staff. Donors
too were increasingly worried about the situation and were being presented with proposals for funding
which were patently unrealistic. Just as it looked as though they would withdraw support and TUBA
would collapse, a final opportunity was given to TUBA to revise their proposal. The remaining staff led
this process themselves and with donor support asked the consultant to help facilitate a one-day
programme-planning day to help them develop some of their strategic priorities into a fundable proposal.
The proposal which the staff developed was greeted extremely enthusiastically by donors – ‘it has improved
200%’. This process, for all its limitations of implementation, did result in a small NGO gaining sufficient
self-identity to be able to say no to the World Bank and perhaps more importantly did succeed in
broadening the ‘ownership’ of the organisation amongst the staff. Prior to the workshop much of the
understanding of the rationale and direction of TUBA lay entirely in the director’s head. If this
understanding had not been transferred to the rest of the staff, it is unlikely that TUBA would have been
able to survive the succeeding 11 months of leadership chaos. It also reinforces the extent to which
responsibility for actually bringing about organisational change lies not with the consultants, but with the
NGO itself.
Introduction
The Eritrean War Disabled Fighters’ Association (EWDFA) was founded as an ‘NGO’ with the
encouragement and support of the Government of Eritrea. Unlike many other newly independent
countries where existing elites take over, the ex-soldiers in Eritrea formed a major part of the new
government. This government realised it had an enormous debt to the disabled fighters and had a duty to
support their resettlement and rehabilitation. It also soon realised that it could not support them from the
national budget for ever and that an organisation owned, controlled and run by the disabled themselves
would have the best potential to address their long-term needs for medical care and economic resources.
In 1992 and 1993, the government gave EWDFA considerable grants as well as contracts for beer
distribution throughout the country to help the NGO get off the ground. A draft constitution was
approved by a founding Congress, members recruited, offices established, core staff hired and
programmes started. These programme initiatives, however, did not prove successful as the ex-fighters
had very little experience of civilian business and management. The programme stagnation soon resulted
in internal quarrels over direction and increasing tension between the civilian and military elements and
the disabled and non-disabled members. While the desire to contribute was there and the funding was also
there, these did not translate into effective programmes. The EWDFA approached Norwegian Church
Aid (NCA) (as Norwegian organisations had always been very close to the struggle in Eritrea) to see how
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their organisation could be made more effective. Through discussions NCA suggested that a Kenyan
consultancy firm, Matrix, be approached to help facilitate two parallel processes – a five-day workshop
with one group to look at vision and mission, as well as a three-day workshop with another group to look
at constitutional issues. On reviewing the literature on the organisation and its history, the Kenyan
consultant felt that the approach suggested was too superficial to deal with the significant problems of
identity in an organisation of 18,000 members and yet with little idea of who it was, what it wanted to be,
how to resolve inherent conflicts internally as well as how it should relate to others externally. It was
thought that a one-off vision workshop might create a vision statement, but would probably not create a
shared vision. A longer-term intervention was suggested which would also keep the entire group of 20
executive committee members and senior staff together. These suggestions were agreed to both by
EWDFA and by NCA.
The Intervention Process
A staggered series of workshops took place with the aims of:
• training the participants in the art of analytical planning;
• analysing the current situation in the country and of the members with a view to mapping out the
organisation’s place in the development of both; • highlighting issues and areas of weakness in the
organisation to collectively prescribe potential solutions and actions;
• concurrently and practically applying those skills gained to actually produce a 1997 Annual Plan and Five
Year Plan.
Workshop I: Vision and Mission (ten days) early 1996
A visioning process was used so that the participants defined:
• what the fighters ought to be like;
• how to get to that desired future;
• what the organisation should be like to facilitate that process.
In between the workshops participants were required to do a lot of ‘homework’ identifying what sorts of
activity each of the categories of the disabled could do and what they needed to be able to do these. Mini-
workshops throughout the country were held which helped members feel greater ownership of the
process. These wider consultations were written up with the help of NCA-supplied secretarial and
translation services.
Workshop II: Strategies and Main Activities (seven days)
In this workshop the main approaches and activities were outlined bringing together the findings of the
wider consultations. Back in the communities after the workshop, participants continued the process of
consultation by working out how these activities might be implemented. For example, activities such as
providing institutional care for the severely disabled had to deal with questions of implementation
including who will supply the medicines and how will it be paid for in the long term.
Workshop III: Detailed 1997 Annual Plan and Sketch of Five Year Plan(14 days) late 1996
The actual plans for 1997 and 1998 were detailed with the workshop participants brainstorming the
contents of the planning document and then authorizing one person to write it up. A very detailed
operational plan and budget was arrived at. These plans were then translated and taken to regional
workshops for discussion and further refinement. Towards the end of 1997 a review is planned to find out
what has gone right and what has gone wrong and what can be learnt. So far about ten weeks consultancy
time has been taken, spread out over the course of the year.
Preliminary Assessment of the Impact
There is evidence of positive impact in a number of areas:
• Vision and mission statements were produced – a ‘first’ for an Eritrean organisation.
• Overall strategies were produced, including a 5 year plan with an indicative budget.
• A detailed annual plan with budgets was produced.
• Participant skills were enhanced as evidenced by their evaluations.
• Cultural shift – despite the military culture, which pervaded at the start, decision-making has
become more consultative and decentralised with regular meetings formalised.
• Conflict resolution – civilians and combatant colleagues are now happier working together.
Factors Constraining the Process
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The main languages of the participants were Arabic and Tigrigna. The Kenyan consultant had to
communicate in English and so there was a need for good translation and interpretation. Communication
became much more difficult. The consultant was an outsider and a stranger to an organisation, which had
a very strong common history of struggle and yet was now disabled. There was much resistance to an
able-bodied outsider who had not fought in the war. This meant that the consultant had to be very open
about himself and his own history to gain acceptance, proving that he did understand their context and
developing sufficient rapport with the fighters to reach even a point of sharing jokes about their
disabilities.
Factors Promoting the Process
The climate in the country was very conducive to the organisation. The disabled fighters were revered
throughout society for their sacrifice in the struggle. The government was very supportive giving them
comfortable funding and removing a big burden of having to respond to donor demands. The
organisation was truly motivated and committed to change. They recognized they had reached a point of
stagnation and if they did not help themselves who would do it for them. The combatants had an
extremely strong team spirit. They were used to working together. They had been sharing their beliefs,
pains and dreams for many years. The top leadership gave their full commitment to the entire process as
all members of the Executive Committee and senior staff participated fully. The consultant spent
considerable time in learning the context and history of the organisation and its struggle as well as the
Eritrean culture. The consultant also prepared case histories of other struggles in Africa to apply back to
their situation. The donor funded the consultancy and provided all the necessary transport, translation
services, secretarial services as well as stationery resources. They recognised the need for an ongoing
process in the wider organisation, rather than just one-off workshops. They held back from full
participation in the early workshops, as they would have been tempted to try to move the process too
quickly. At subsequent workshops they were able to be a bit more involved as EWDFA was beginning to
establish a clearer self-identity. The donor also separated the OD process from a funding decision. The
first stage of OD is building confidence – this cannot be done within the context of a donor decision on
funding, as ‘NGOs have to find their feet first and feel they can argue with a donor on an equal basis and that
disagreement on certain issues is OK’.
INTEGRATING OD
Namibian Rural Development NGO (NRDN)2 Lynette Maart (CDRA)
Introduction
The NRDN had been established in 1987 as a channel for development aid money from the European
Economic Community (EEC) to Victims of Apartheid. It aimed to fund local NGOs and CBOs involved
in resistance work. In 1990 South Africa finally withdrew from their occupation of Namibia in the face of
increased international pressure and the looming possibility of military defeat. The South West African
People’s Organisation (SWAPO) won a landslide victory in the first democratic election in 1990. It soon
became clear, however, that it was unable to deliver on its election promises of alleviating poverty due to a
number of factors including very limited human and financial resources. After independence the NRDN
redefined itself as a national service organisation and changed its focus to facilitate the development of
NGOs and CBOs in the areas of education, health, agriculture, income generation, organisation
development, gender research, as well as lobbying, networking and advocacy. By 1993 the NRDN
employed 22 staff members, all of whom were Namibian locals. The organisation prides itself in that it has
no European or white person on its staff. The NRDN is based in Windhoek, with field offices in the
South and North of Namibia.
The Aim of the Intervention
In December 1992 the CDRA received a letter from a Dutch-based funding agency requesting the CDRA
to assist the NRDN with a routine three-year evaluation process that would cover:
• an assessment of the impact of the organisation’s work;
• internal organisational development, for example, leadership/management, structuring to support the
focus, staff development and policies and procedures. The donor was also concerned about funding,
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questioning whether they should continue to invest in Namibia. The CDRA responded to the funder’s
request that it preferred dealing directly with the client rather than through a third party. The CDRA
believes that development can only be nurtured where the freedom and integrity of the client, as well as
the relationship between the consultant and the client, is sacrosanct. Therefore, the CDRA asked the
NRDN to make a request for an evaluation process in its own name. It received such a request from the
NRDN in February 1993.
The Intervention Process
Initially the CDRA thought that an evaluation and strategic planning process (three months in 1993)
would be sufficient to boost the staff capacity. However, the intervention took three years and three
phases:
1. entry and developing a strategic framework for the way forward;
2. developing the capacity of leadership and management;
3. developing the capacity of the field-work and programme staff.
Each phase was negotiated and contracted for separately. At times the needs emerged out of
conversations with the organisation and at other times it was based on suggestions from the consultants as
to what could be a potential next step. The NRDN then negotiated with its existing funders or sought
new funders to support a particular part of the intervention.
Phase One: Entry, diagnosis and developing a strategic framework for the way forward.
Most of the negotiation for the first phase took place over the telephone and by letter. In the initial
contract with the NRDN the CDRA agreed to:
• conduct an organisational survey which would enable the CDRA to gain an in-depth understanding of
the functioning of the Namibian NGO. The survey would be focused on both the internal organisational
environment (vision and mission, management of resources and functioning of the organisation) and the
external context (i.e. communities that the NGO works with and the broader Namibian context
influencing the dynamic within these communities);
• conduct an organisational workshop that would allow the NRDN to explore its issues and develop skills
as well as adequate plans to resolve these issues and move into the future and complete the report of the
process;
• undertake future work as the need arises.
This part of the contract was carried out by two CDRA consultants over a three-month period in 1993.
Phases two and three are described in detail under the section titled: The Closure and Next Steps Taken.
The Implementation
The following methods were used:
1. Organisational survey
This process took three weeks. The time frame was influenced by distances. During this phase the CDRA
interviewed NRDN clients and board members and identified role-players in the Namibian NGO
community. The CDRA visited project sites and the respective offices to observe their functioning. It also
carried out a review of relevant organisational literature. This enabled the CDRA to develop overviews of
the history and work of the NRDN and the changing Namibian context; analysis of the work done with
clients; and an assessment of the internal organisational functions focusing on identity, strategies,
personnel, technical support and systems, structures and procedures and leadership and management. The
results of the organisational survey were written up in a draft report.
2. Organisational workshop
In a one-week residential workshop the CDRA assisted staff to work through the issues raised in the draft
diagnostic and evaluation report and devised a strategic response for addressing these including
overhauling the technical subsystem of the organisation.
3. Final report
The final report incorporated the changes and comments made by staff of the interim report during the
first part of the workshop. The final report also contained the outcomes of the organisational workshop
and future recommendations by the consultants.
The Closure and Next Steps Taken
This process ended (according to the first contract) after the organizational workshop. During the
workshop, however, we were confronted with the reality of the leadership and management capacity of an
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organisation staffed primarily by Namibians. It was extremely difficult just to walk away. Over the next
two and a half years, while not part of the initial plan, the following interventions became appropriate and
were conducted as the NRDN developed.
Phase Two: Developing the capacity of the management team (three-year project from 1994 to
1996).
The second phase comprised the following steps:
• a workshop in 1994 which targeted the newly appointed leadership of the NRDN to explore the tasks
and functions of organisational leadership and management and self-management;
• three members of the management team attended the CDRA – Facilitating
Organisation Development (FOD) Course in 1994 and another one in 1995;
• evaluation and strategic planning with the entire management team for one week in 1995 and another
week in 1996 to tackle internal functioning and management difficulties.
Phase Three: Developing the capacity of the field-work staff (one year 1996).
This included accompanying the entire field team (15 staff) through the Fieldworkers’ Formation Course
(FFC) in 1996, a training and development programme designed to equip participants to better facilitate
the building of capacity of clients.
Preliminary Assessment of the Impact
Clarity was gained in the identity, purpose and strategies of the NRDN and then refined even more in
1995 when the organisation defined itself as working in the area of poverty alleviation through attaining
household food security and more specifically agriculture and income generation and capacity-building of
local initiatives. The OD interventions resulted in very real changes in strategy with programmes actually
being closed down – ‘NRDN, a generalist organisation decided to concentrate on agriculture and income generation.
They dropped pre-school education, health, resource centres and libraries’. This did not remain a one-off event, as
ongoing strategic planning processes were introduced. There were very real changes in the style of
leadership and organizational culture, with ‘the pioneer culture, which knew about everything and was responsive to all
demands giving way to a more differentiated way of working where strategic choices were made’. A radical restructuring of
the organisation resulting in three decentralized offices and a national office with the role of providing
organisational and financial support while ‘regional managers were given a role in determining the organisational
direction’. The restructuring process took the organisation approximately one and a half years to complete.
It had to secure financial resources and to search from within its ranks and outside for potentially suitable
leadership candidates and then train them. Development of leadership and management capacity took
place. Without this, the initial intervention would not have been sustained. The CDRA firmly believes that
organisational development is intertwined with the capacity of leadership and management collectively and
as individuals. An indication of this is that the pioneer leader has indicated that she is willing to move on
to greener pastures, as some leadership and management capacity has been developed. She would not
have been able to risk this during 1993. There was also the development of staff skills at field level, which
led to an ‘increased level of analysis and depth of questions at field-worker level. They became able to critique and change
their own practice’. Most importantly, the organisation in the short term dealt with the immediate crisis but
also created the institutional framework upon which further capacity could be built. Even though the
process has been slow and at times painstaking it has enabled the staff of the NRDN to improve their
understanding of their roles within the organisation and of the organisational functioning overall, thus
putting the NRDN in a better position to make conscious and informed choices for the organisation’s
future development.
Key Learning
When confronted with the outcome of the initial diagnostic report the organizational leadership (the
director – a coloured female and the deputy director – black male) took the criticism as a personal attack
on their integrity. Their initial reaction was panic, withdrawal and paralysis. A lot of counseling work was
done on the side with the director and she concluded, ‘this was my moment of consciousness. I needed to be shocked
to make the shift’. In order to encourage this change the consultants had to use different consulting styles,
such as both the confrontational and the nurturing style. The consultants felt that ‘you need both roles,
especially in organisations of women where confrontation is very difficult for them to deal with’. It is clear from this case
that the context is important in affecting the nature of OD. By consciously choosing to employ only black
staff (with a limited educational background) it ‘means that the OD process will take longer and be more expensive.
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It is making up for years of poor education which means you cannot take the knowledge base for granted. Also Namibia has
a much smaller pool to draw on than South Africa which makes the pace slower’. While the CDRA intervention was
meant to scale down the activities of the NGO and provide capacity-building (allowing the donor to exit),
CDRA was clear at the outset to the donor ‘if you want to exit then say so, but do not use an evaluation to do so’.
The donor is still there to this day. During the intervention the staff of the NRDN needed time in
between interventions to digest what happened, to distil learning and to take forward in implementation
what was useful for them. This required considerable patience of the consultant and the ability to hold
back. This holding back at times, and not giving up, is vital to the success of an intervention of this nature,
particularly with local African initiatives which tend to have organisational capacity constraints.
Organisation development is not a one-night stand based only on the needs and requirement of funders.
It is a long-term relationship that is based on mutual understanding and respect.
Factors Promoting the Process
NRDN maintained ownership of the intervention. At the start CDRA insisted that the request for the
support come from NRDN and that the contracting be done directly by them rather than by the Dutch
donor. The feedback workshop process in Phase one continued this ownership of the issues. CDRA did
not just extract information to write a report, but they used this to design the workshop
for NRDN to work through the strategic issues and responses. The consultants also showed the
importance of holding back from becoming too directive and ensuring that control remained with the
NRDN. The intervention recognised the long-term nature of organisational change and did not expect
that a one-off workshop would solve all NRDN’s problems. Extensive follow-up was given. This follow-
up used a mixture of other capacity-building methodologies such as training, highlighting the benefit of a
multi-pronged approach to organizational change. The diagnostic process enabled the consultants to gain
an in-depth understanding of the key issues which NRDN needed to address and undoubtedly helped
them facilitate the workshop appropriately and manage the initial adverse reactions of the leadership. The
intervention shows the importance of ensuring that the leadership is fully involved in the process, not just
consenting to it. If the director had not been given such one-to-one counseling support, she may well
have derailed the entire process.
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Open Systems Change Theory includes a range of change methods that are based on two foundation
assumptions:
• high involvement
• a systematic approach to improvement
These ‘high leverage’ change methods can help you initiate sustainable improvements in your
organisation or community. Note the emphasis on high leverage’. In any improvement effort we want
the highest possible value for the effort invested. Moving people in a systematic way is the key to high
leverage. As a OD facilitator you will need to determine which methods will be best suited to help
move the organisation forward
Open Systems can be applied to OD processes and OD has been influenced by such thinking.
The Change Handbook gives an overview of these approaches and a useful matrix which highlights:
Purpose/Outcomes, Process, Number of Participants, Typical Duration, Brief Example, When to use it,
When not to use it, Impact on Cultural Assumptions, Creator, Date Created, Historic Context.
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To illustrate this approach a selection of metaphors, proverbs, quotes and poems are
listed and some sources for further ideas (in Participants Handbook). In addition
a range of materials are laminated and in the course box, to be used at the
trainers discretion. It may be useful in presenting a transition of
approaches by using quotes in the first part of the course and proverbs as
the course progresses.
Metaphors
An expression which describes a person or object in a literary way by referring to something that is
considered to possess similar characteristics to the person or object you are trying to describe.
Quotes
A fact or example referenced in order to add emphasis to what you are
saying.
Poems
The art of rhythmical composition, written or spoken, for exciting
pleasure by beautiful, imaginative, or elevated thoughts.
Riddles
A type of question which describes something in a difficult and confusing way, and which
has a clever or amusing answer, often asked as a game.
Sources:
Aesops Fables: (Alan Chapman 2001-4) www.businessballs.com
Poetry: www.cdra.za
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page 2 of 4
Metaphors
Setting up a support network
“palm trees drop coconuts and float to other islands where they grow forests” Vanuatu.
Strategic Planning
Boat and island imagery throughout Strategic Planning workshops - Phillipines.
Systematic Planning
Stepping Stones for phases of OD – VSO OD workshop.
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page 3 of 4
The Oak and the Reeds. (The need for tolerance - changer or 'changes'.)
A mighty oak tree was uprooted by a gale and fell across a stream into some reeds. "How have you reeds,
so frail, survived, when I, so strong, have been felled?" asked the oak tree. "You were stubborn and
wouldn't bend," replied the reeds, "whereas we yield and allow the gale to pass harmlessly by."
The Rich Man and the Tanner. (Time softens change - given time people get used to things.)
A rich man moved nearby a tanner and soon found the smell of the tannery so bad that he asked the
tanner to relocate his business. The rich man repeated his demands for a while, but the tanner delayed
and procrastinated so long that eventually the rich man became used to the smell and never mentioned it
again.
The Ass and the Mule. (Agree to reasonable change now or you can risk far worse enforced
change in the future.)
A man loaded his ass and his mule for a journey, but after traveling for a while the ass began to weaken,
so he asked the stronger mule to carry some of his load. The mule refused, and in due course the ass
collapsed and died. The mule was then forced to carry the ass's load, and also the skin of the poor ass.
The mule could only just manage the painful load, and realised his failure to help a little at first had caused
a much greater suffering to himself.
Africa
Strategic Planning
“You can’t eat an elephant in one bite.”
“Here delicious things, there delicious things, the monkey end up falling flat on his back.” Malawi.
“Bad things do not beat a drum to say they are coming so be prepared.” Malawi.
“Walk quietly but carry a big stick”.
Organisational Change
“If you want to change someone you must start at the heart.” Malawi.
Team work
“One finger does not squash a tick.” Malawi.
Learning
“How can we teach people to fish when we don’t know how to fish ourselves?”
Conflict
“If you have a disagreement with your father, you go and talk to your mother who will talk to your
father.”
Asian
Zen Stories
"The Nightingale does not resent the Cuckoo's simple song. But you, if I don't sing like you, tell me that I
am wrong."
"If you want to understand, you don't understand. If you attain don't-know, that is your true nature."
"If you are attached to words and speech, you won't understand a melon's taste; you will only understand
it’s outside form. If you want to understand a melon's taste, then cut a piece and put it in your mouth."
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Chinese
Culture hides more than it reveals and, strangely enough, what it hides, it hides most effectively
from its own participants.
“The fish is the last one to discover the sea."
The effect of supporting organisations to develop themselves – capacity building.
“Give a man a fish and you feed him for a day. Teach a man to fish and you feed him for a lifetime."
You have to be courageous if you're going to be an agent for change. You've just got to be
tenacious and stick with it and really believe in what you're doing, otherwise the road is going to
be even tougher.
"If we don't change our direction, we are likely to end up where we are headed."
“Falling down seven times, but standing up eight times.”
"Better go home and make a net, rather than dive for fish at random."
Indonesian
'Different fields, different grasshoppers' in Indonesian = 'Horses for courses' in English
Quotes
‘‘prescriptions without diagnosis is malpractice whether in medicine or management’ Albrecht
Riddles – Gender
One day, a father and son go for a drive. Their car is hit by a truck. The father is killed and the son is
taken to hospital. When the son is wheeled into the emergency room, one of the doctors gasps, shouting,
'Oh my God, that's my son!' How could that be?
‘Early OD emphasised destination, current practice seems to be more concerned with good
seamanship and keeping the craft buoyant and picking a course between many hazards’.
McLean.
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Learning Log
From your placement document, what tools do you think might be useful in your
placement?
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