for Organisational Effectiveness
The world is changing at an accelerating pace and with increasing complexity. Globalisation, and ever more sophisticated information and communication technologies, have dramatically increased both the range of actors and events which affect life at local, national and international levels. We seem to be ‘living in a much more dense, interconnected world – and the speed of interactions in all societies has increased’ (Morgan, 2005).
As civil society around the world develops, unpredictable and frequently unfavourable environments present major challenges to the diverse civil society organisations (CSOs) that are emerging. They are required to respond within contexts of political and economic instability and to the upheavals brought about by crisis and conflict. CSOs are also required to respond and adapt to new bodies of knowledge and ever changing development targets, whether this is gender mainstreaming, HIV/AIDS or the Millennium Development Goals (MDGs), even if these are not part of their mission and may be beyond their existing capacities.
In regions where civil society sectors are embryonic or emerging, individual CSOs can be relatively inexperienced with limited access to stable funding. This vulnerability often means that they feel obliged to comply with donor or government agendas in order to survive. The situation is not helped by the power imbalances that have persisted, or even deteriorated, within and between the different regions in the world. So how can CSOs stay afloat in this unpredictable sea of change and be effective in achieving their mission?
The world is changing at an accelerating pace and with increasing complexity. Globalisation, and ever more sophisticated information and communication technologies, have dramatically increased both the range of actors and events which affect life at local, national and international levels. We seem to be ‘living in a much more dense, interconnected world – and the speed of interactions in all societies has increased’ (Morgan, 2005).
As civil society around the world develops, unpredictable and frequently unfavourable environments present major challenges to the diverse civil society organisations (CSOs) that are emerging. They are required to respond within contexts of political and economic instability and to the upheavals brought about by crisis and conflict. CSOs are also required to respond and adapt to new bodies of knowledge and ever changing development targets, whether this is gender mainstreaming, HIV/AIDS or the Millennium Development Goals (MDGs), even if these are not part of their mission and may be beyond their existing capacities.
In regions where civil society sectors are embryonic or emerging, individual CSOs can be relatively inexperienced with limited access to stable funding. This vulnerability often means that they feel obliged to comply with donor or government agendas in order to survive. The situation is not helped by the power imbalances that have persisted, or even deteriorated, within and between the different regions in the world. So how can CSOs stay afloat in this unpredictable sea of change and be effective in achieving their mission?
Rihani1 suggests that the route to success is to consider development as a ‘local affair’ of survival, adaptation, and learning. Future development interventions would therefore aim to create conditions that enable locally driven development to take place as an evolutionary process where local communities and organisations accumulate knowledge, interact freely in the complex systems in which they operate, and respond to opportunities and threats in their environment. To achieve this, CSOs require the ability to observe and analyse their environment and continuously adapt to new situations by developing flexible ways of operating while staying true to their vision and mission. In doing so, they are anticipating and proactively responding to internal and external forces for change rather than limiting themselves to adopting short-term, reactive coping strategies. To do this successfully, CSOs therefore need the capacity to continuously reflect critically and act effectively.