Lucknow Housewife Escorts by Sexy Bhabhi Service 8250092165
Mdp 511 2012 organizations in development - session 1
1. Considering the Snail
The snail pushes through a green
night, for the grass is heavy
with water and meets over
the bright path he makes, where rain
has darkened the earth’s dark. He
moves in a wood of desire,
pale antlers barely stirring
as he hunts. I cannot tell
what power is at work, drenched there
with purpose, knowing nothing.
What is a snail’s fury? All
I think is that if later
I parted the blades above the tunnel and saw the thin
trail of broken white across
litter, I would never have
imagined the slow passion
to that deliberate progress.
Thom Gunn
3. Session 1 Plan
A. Introductions and welcome
B. Why Organizations in Development – Review of
the session’s readings
C. Brief overview of the course
• Objectives
• Themes and the snail
• Trajectory of the course
D. Organizational landscape
E. Power
4. Introductions and Learning Influences
Organization and country name
One word that describes your summer
internship experience
Think about the people who were an important
part of your learning over the course of your
field internship.….
Can you identify a specific person or group of
people that you learned a lot from or learned
together with?
5. Paying Attention to Language
Substantialist Words Relationist Words
• Money • Patterns
• Technical assistance • Systems
• Catalyst • Processes
• Aid architecture • Waves
• Incentives • Networks
• Targets • Emergent change
• Mechanisms • Uncertainty
• Outcomes • Relativity
6. Understanding Adaptive Challenges
Technical Challenges Adaptive Challenges
(Bounded Problems, Difficulties) (Messes,
• Solutions are known, and • Gap between aspirations and
often straight-forward reality. Narrowing the gap
involves difficult learning
• Can apply technical knowhow • Learning involves distinguishing
• Problem solvers are usually from what is expendable and
authorities or experts what is essential (involves loss)
• Requires skills and
• Solution is clear competencies outside current
• Does not usually require deep repertoire
thinking of systemic change • Problem solving responsibility
shifts to wider stakeholders
• Need to mobilize people’s
hearts and minds to operate
differently
• Value laden
8. Trajectory of the course
1. Contexts,
Actors, 2. Effective-
10. Wither
Power ness,
organizations
in Accounta-
development bility
3. Poverty,
9. Contested ORGANIZATIONS IN Social
Perspectives change
DEVELOPMENT
4. Forces at
work (global,
8. Learning, local),
leadership, partners
change 5. Facing
7. Strategic up to
Planning complexity
6. Org
theory
9. Objectives
• Types of organizations in development and how they
relate to each other and operate in different social change
contexts.
• Major issues, challenges and trends facing these
organizations as the operating context and the civil
societies they are a part of evolve, and to explore
questions for their future.
• Introduction to organizational theory, applied to
organizations in development and power in organizations.
• Options for the future, which types of organizations might
flourish best, and forms of interaction between them.
• Your questions concerning organizations in development
10. Key Themes
• Power and power relations
• Engagement in complex processes of social
change (what we say and what we do)
• Effectiveness and accountability
• Organizational learning, leadership and
change
• Diversity and differentiation
11. Organizational Landscape
Group Exercise
Group 1: Anna E, Connor, Kristin, James, Larissa, Miriam, Trinity
Group 2: Aliya, Anna T, Esther, Jiabing, Linling, Sarah,
Assign a timekeeper and a facilitator
Brainstorm organizations that formed part of the development actor
landscape in the context you worked in over the summer. As you
brainstorm, place them at the appropriate level on the diagram,
clustering them into whatever categories seem relevant. Don’t
forget to draw your office and yourself in there (30 minutes)
Try to cluster your organizations if possible into organization/ actor
types. Label your clusters and get them up on flip chart/s (10
minutes)
Talk about some of the relationships between the various actors/
organizations on your diagram
Present your charts with clusters to the larger group for discussion (15
minutes)
12. Organizational Landscape
Your
Office/
Team
Communities
Local Environment
National Environment
International Environment
13. Understanding Power (JASS)
Dynamic, Relational, Multi-dimensional
• Power over – repression, force, coercion,
discrimination, corruption, abuse. Those who control
resources and decisions have power over those who
do not. (Controlling)
But there are other more collaborative ways of
exercising and using power affirming people’s
capacity to act collaboratively and creatively
14. Understanding Power (JASS)
• Power with: Finding common ground among
different interests to build collective strength.
Engenders mutual support, collaboration,
solidarity, recognition and respect for differences
• Power to: Unique potential of every person/
group to shape his or her life in the world – new
skills, knowledge, awareness.
• Power within: Self-worth and self-knowledge; the
capacity to imagine and to have hope
15. Dimensions of Power Over
• Visible power: Observable unrepresentative
decision making
• Hidden power: Controlling who gets to make
decisions. Excludes/ devalues concerns of less
powerful groups. Framing the narrative and
process behind the scenes
• Invisible power: Shapes the psychological and
ideological boundaries of change. Prevent
issues from being put on the table
16. Intersecting Realms – Understanding
layers of experience with power
PUBLIC: Women, men at work and in their
communities
PRIVATE: Relationships/ roles among family,
friends, sexual partners, marriage
INTIMATE: Sense of self-worth, confidence,
relationship to body
17. Technical information is vital to
effective political work but will not
motivate people to act. A song or a
poem might.
18. Preparing for week 2 – Readings
Effectiveness and Accountability
Required:
Edwards, Michael, 2005, ‘Have NGOs “Made a difference”?
From Manchester to Birmingham with an elephant in the
room’, University of Manchester, 27-29 June 2005
Eyben, Rosalind, May 2008, ‘Power, Mutual Accountability
and Responsibility in the Practice of International Aid
Ho, Wenny, 2011. From Reimagining to Repositioning
Accountability, IDS Bulletin, September 2011
Brown, David L. and Mark H. Moore, Accountability,
Strategy and International Nongovernmental
Organizations, Nonprofit and Voluntary Sector Quarterly
2001 30: 569
19.
20. Field Internships in a word
(Class comments on September 4th, 2012)
X X
X
X X X
X
X
X
X
X X
X
X
X
21. I shall be telling this with a sigh
Somewhere ages and ages hence:
two roads diverged in a wood, and I --
I took the one less traveled by,
And that has made all the difference.
