Tools

 Non-Governmental  Organizations and the Organization Development

Cycle Non-Governmental Organizations (NGOs) are becoming increasingly important for the range and kind of services they provide in a rapidly changing environment. Models to help NGOs diagnose the special organizational problems they have as they grow, develop, and respond to changing needs can provide practical guidance when consulting with these  organizations. The literature points to four important problem  areas that NGOs face as they develop and grow:

1. Inefficiency (They do less than they could) An organization development (OD) consultant may offer help with management information systems, technical assistance, board and staff development, program quality assessment (TQM), and supervisory and performance appraisal  systems to deal with this kind of problem.
2. Ineffectiveness (They do not do what they are supposed to do) The kinds of organization  development activities that may help an NGO with this kind of  problem include: strategic planning to help focus their vision and mission, board and staff development, program development  and evaluation, budget planning, and so on.
3. Private inurement (Illegitimate benefits for some) Solving this kind of problem  requires the board and/or other stakeholder in the organization to address issues of equity and accountability.
4. Excessive risk (Extreme vulnerability to the external environment) Avoiding  placing the organization in an extremely vulnerable position  requires a system of accountability measures such as disclosure systems, reports that analyze and disseminate information, and specific and public program outcome statements.

How a particular NGO addresses these problems largely depends on its stage of development. The  model we have developed sees an NGO in a continual process of moving through four stages in a cycle of growth. Each stage presents  different challenges to be managed by the executive, the board,  and the staff. The model helps an organization identify its stage of development so it can address these problems in an appropriate  manner. The four stages of development of an NGO are presented  in Figure 1.

FIGURE 1 (Click here to see it)
THE  NGO OD CYCLE

STAGE 1: EMERGING

Characteristics:  Emerging NGOs are those that are newly formed (or those that have  re-invented themselves and are launching themselves again, perhaps with a different mission). Most NGOs at this stage are focused  on meeting a real need. In this environment they have some kind of external support (which is key to their survival), are dependent  on a few key people/resources, have voluntary, none, or very few  staff, no budget, high energy and commitment, few systems in place,  and a small board and few leaders.

Dilemma: The typical  dilemma is whether their vision is too grandiose or too simplistic.

Need: The most important need of the NGO at this stage is for a primary vision.

Choice: The organization has to make a choice as to whether it is committed to social change or to what extent it is going to promote the status quo. Once an organization has a vision, if it is going to survive it needs to begin moving into the next stage, growing,  as soon as possible.

STAGE  2: GROWING

Characteristics:  NGOs at this stage volunteers to accomplish some of the work of  the organization, have developed more programs, have some good key people on the staff, have put a few organizational systems in place, have a kind of expansive energy, and are involved in  increasing board and community action and support.

Dilemma: A typical  dilemma is whether the organization will attempt to do too much or too little.

Need: Growing NGOs have developed a primary vision of what they want to achieve in  society, but now need to translate that into a primary task that can be implemented by the organization.

Choice: The organization faces the choice of whether its services are going to be "niche"  or multi-service.

STAGE  3: MATURING

Characteristics:  NGOs at this stage have a budget and financial plans, have diversified funding and support base, their energy is focused, they have a sufficient number of staff, they provide professional development  opportunities for their staff, they have a history in their field  and a track record, an active and functioning board, and have  developed a reputation in the community.

Dilemma: A typical  dilemma is whether the organization is too loosely or too tightly structured.

Need: Maturing NGOs have a clear primary task but now need to develop primary  systems to implement their mission more effectively.

Choice: The organization faces the choice of locating itself on a continuum that goes from more entrepreneurial to more bureaucratic. The organizational systems developed should not be too slack or too rigid.

STAGE  4: RE-INVENTING

Characteristics:  A re-inventing NGO is an organization, which may have achieved its primary task, or its task is no longer relevant in a changing  environment. NGOs at this stage have significant internal tensions,  have external pressures for change, and find themselves in a rapidly  shifting environment. Also, they may be re-structuring and reassessing  their board, staff, and community base and support.

Dilemma: A typical  dilemma is that the organization at this stage may be too quick or too slow to respond to environmental changes.

Need: Its primary  need is to identify the primary risk it faces in terms of its relevance and survival as an organization.

Choice: The NGO  faces the choice of functioning in a crisis mode as it tries to adjust and adapt to a changing environment, or trying to enter into a self- assessment mode that allows it to "take  stock" of where it is/should be, and develop continuous mechanisms  for feedback and organizational learning.

An NGO may emerge out of the re-inventing process with an understanding that it needs to respond to a different kind of social need. It therefore  moves into a more complex version of Stage 1 again (Emerging) and begins the search for a new primary vision within the context  of its strengths and history.

The model  as a diagnostic tool

The model  has proved very useful as a diagnostic tool. Together with a consultant,  an organization can decide where it is in the cycle. Then it can  make an assessment of its primary need, choice, and dilemma. Based  on that assessment, appropriate organization change interventions can be designed and implemented. Instead of using standard intervention  approaches that do not acknowledge the subtlety and complexity of organizations in a continual process of change, the challenge  is to design specific interventions appropriate for the stage of development they are in.

For example, when Evangelina consulted with The Nigerian Trainers Network, she assessed it at the emerging stage. An internal future search/strategic planning process helped the members begin to articulate their  vision and develop short and long term goals to direct their energy in a realistic manner. As they worked together to produce a strategic plan, she gave them the following advice:

• Develop a few key systems, not complicated offices and databases.
• Focus on enabling strong leadership and followership.
• Hold on to those aspects  of the vision that have been identified as "common ground."

As this organization moves from the emerging stage into the growing stage, her recommendations will change. .

ref: 3194ngood