The main problem of our organisation has to do with:
1. We suffer from an unpleasant atmosphere.
What is bothering most?
1.1. Everybody is always tired or exhausted.
1.1.1. The caseload is high, we just do not have enough people to do the work.
Look at intermezzo:
1.1.2. The caseload is high and we lack a good system of assignment of duties.
Look at intermezzo:
1.1.3. The problem is too big to be handled with our (wo)manpower.
Look at problem 4.1.: ambitious goals.
1.1.4. There is no time left for reflection; we run and run; we do not learn anymore; we feel powerless facing the complexity of the problems.
Look at dynamic 2: traumatised organisations.
1.2. Money is often the subject of quarrels and fights.
1.2.1. The donor causes a shortage of budget.
Look at problem 6: money.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
1.2.2. People think they earn too little, especially compared with what representatives of the donor get by helping us.
Look at dynamic 3: coming from socialism.
1.2.3. Cheating is suspected. Money is used for things it was not meant for.
Look at intermezzo:
1.2.4. A conflict exists between those who do their best to realise the goals of the organisation and those who work primarily to earn some money.
Look at intermezzo:
1.2.5. You cannot be sure anymore who is joining the organisation, if people are accepted who work only for money.
Look at problem 6: money.
Look at dynamic 3: coming from socialism.
Read communication 1: internal communication.
1.3. There are constantly conflicts around questions like who is in charge
and who is controlling whom.
1.3.1. It is not clear who decides what. Anyone seems to be in charge of
anything.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
Look at solution 2: from pioneer to professional.
Look at solution 7: splitting up.
Look at solution 11: conflict resolution.
Read management & organisation 7: power.
1.3.2. We have problems to combine our preference for a horizontal structure
with taking decisions. No one has a good overview.
Look at solution 1A: Building or restoring organisational hygiene,
and at solution 2: from pioneer towards professional.
1.3.3. Apparently we function as a democracy, but the early activists dominate all decisions.
Look at intermezzo:
1.3.4. The tensions are always about who is morally right, and who has preserved the purist ideology.
Look at intermezzo:
1.4. The spirit has gone, enthusiasm is waning.
1.4.1. Some are disappointed in what we have achieved.
Look at problem 4: goals.
Look at dynamic 2: traumatised organisations.
1.4.2. Everybody is tired and exhausted.
Look at problem 1.1.
1.4.3. The donor forces us in setting priorities which are originally not our own.
Look at dynamics: influence of the donor.
1.4.4. Staff members are no longer ideologically motivated but only financially.
Look at intermezzo:
1.5. Two groups are violently opposing each other.
1.5.1. The two groups are: the leaders versus the rest of the staff.
Look at intermezzo:
1.5.2. The two groups can be described along ethnic lines.
Look at dynamic 4: dealing with differences.
Look at solution 11: conflict resolution.
1.5.3. The two groups are: the founders of the organisation versus those who entered later on.
Look at solution 2: from pioneer towards professional.
And read management&leadership 8: feminist leadership.
Look at solution 11: conflict resolution.
1.5.4. The two groups are the ideological activists and those who are primarily working for an income.
Look at intermezzo:
1.5.5. The one group is composed of friends of one of the leaders, the other group consists of friends of the other leader.
Look at dynamic 4: dealing with differences.
And look at problem 7: power.
Read management&leadership 1:some aspects of management or leadership.
1.6. We have serious disagreements about what our organisation should do.
1.6.1. The disagreements are mostly concerning our goals.
Look at intermezzo:
1.6.2. The disagreements have to do with the way we are realising our goals.
Look at problem 4: goals.
Read change 4: strategic positioning,
or action 1: strategy,
and read organisations 6: fan of mainstreaming.
Look at solution 11: conflict resolution.
1.6.3. Differences in views are no longer appreciated. They do not lead anymore to fruitful discussions but are smothered up in the struggle for power.
Look at problem 7: power.
Look at dynamic 2: traumatised organisations.
Look at solution 11: conflict resolution.
1.7. The atmosphere is influenced by the changing attitude of the population of clients.
1.7.1. The clients nowadays make other demands.
Look at intermezzo.
1.7.2. The clients are less grateful than in former days.
Look at intermezzo.
1.7.3. The complexity of the problems of clients leads to discontent of the workers, because of the lack of proportional growth of their competence.
Look at intermezzo.
1.7.4. The complexity of the problems causes feelings of hopelessness.
Look at dynamic 2: traumatised organisations.
Look at problem 8: expertise.
1.7.5. The clients nowadays are more assertive and sometimes aggressive.
Look at intermezzo.
2. Output is our main problem.
What is bothering most?
2.1. We cannot handle the huge flow of clients who need our help.
2.1.1. The caseload is high, we just do not have enough people to do the work.
Look at intermezzo:
2.1.2. The caseload is high and we lack a good system of assignment of duties.
Look at intermezzo:
2.1.3. The problem is too big to be handled with our (wo)manpower.
Look at problem 4.1: ambitious goals.
Look at problem 8: expertise.
2.1.4. There is no time left for reflection; we run and run; we do not learn anymore; we feel powerless facing the complexity of the problems.
Look at dynamic 2: traumatised organisations.
2.2. We suffer from a shortage of financial means.
2.2.1. The donor has reduced our budget or the donor has withdrawn.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
Look at problem 6: money.
Read organisations 7: fundraising.
2.2.2. The problem is too big to be handled with our (wo)manpower or our financial means.
Look at problem 4.1.: ambitious goals.
Look at problem 8: expertise.
Look at solution 1B: reorientation of mission.
2.2.3. The government is not willing to subsidise our activities.
Look at problem 6.1.
2.2.4. We do not succeed in letting the clients pay for our services.
Look at intermezzo:
2.3. There is a decrease in activities.
2.3.1. The necessity to raise funds has taken all our energy to the degree that our output has been damaged.
Look at problem: 6.1.
Read organisations 7: fundraising.
Look at dynamic 3: coming from socialism.
2.3.2. We are still working hard but it seems that in one way or another we produce less.
2.3.2.1. We seem to keep ourselves busy one with another.
Look at intermezzo:
2.3.2.2. There is just not enough work, but we keep it collectively secret.
Look at intermezzo:
2.3.2.3. We seem to be a depressed organisation.
Look at dynamic 2: traumatised organisations.
2.3.3. We accomplished what was on the stocks. New activities are not (yet) demanded for or have not started yet.
Look at problem 2.5: declining target groups.
2.3.4. Some of us are very busy, others have too little to do.
Look at problem 1.1.2.
2.3.5. All our energy is consumed by internal consultation, discussion or policy meetings.
Look at intermezzo:
2.4. There are no new activities nor plans.
2.4.1. There is no budget for new activities or plans.
Look at problem 6: money.
Look at dynamic 3: coming from socialism.
2.4.2. The actual work that has to be done is so extensive that we had to postpone deliberations on future activities.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
2.4.3. We run and run and have no time nor energy for plans for the future.
Look at dynamic 2: traumatised organisations.
2.4.4. Honestly: we do not have enough work.
Look at intermezzo:
2.5. The number of clients/consumers/target groups is decreasing.
2.5.1. The problem, that led to the foundation of our organisation no longer exists to that extent.
Look at intermezzo:
2.5.2. Maybe we no longer offer what our consumers expect.
Look at solution 1B: reorientation mission.
Look at problem 8: expertise.
Read change 4: strategic positioning.
2.5.3. Peer organisations (competitors) do better.
Look at solution 1B: reorientation mission.
Read change 4: strategic positioning.
2.5.4. Governmental organisations or profit organisations offer more or less the same services or products nowadays.
Look at intermezzo:
2.6. Decisions are no longer taken.
2.6.1. We run and run, we are tired and we have no time for reflection or decisions.
Look at dynamic 2: traumatised organisations.
2.6.2. Our horizontal structure is hindering our decision making power.
Look at solution 2: from pioneer towards professional.
2.6.3. We are caught in the problem of power, no one permits the other to be decisive.
Look at problem 7: power.
2.7. The caseload is too low.
2.7.1. We are still working hard but it seems that in one way or another we produce less.
2.7.1.1. We seem to keep ourselves busy one with another.
Look at solution 8: changing the organisational culture.
2.7.1.2. There is just not enough work, but we keep it collectively a secret.
Look at intermezzo:
2.7.1.3. We seem to be a depressed organisation.
Look at dynamic 2: traumatised organisations.
2.7.2. The number of clients/target groups/ consumers is decreasing.
Look at problem 2.5.
2.7.3 All our energy is consumed by internal consultation, discussion or policy meetings.
Look at intermezzo.
2.7.4. Honestly, we do not have enough work.
Look at intermezzo:
2.8. In the meantime strong competitors came up.
2.8.1. We consider them as peer NGO's. They serve the same limited population and sometimes they do better than we do.
Look at intermezzo:
2.8.2. Governmental organisations or profit organisations offer more or less the same services or products nowadays.
Look at intermezzo:
2.9. The quality of our output is arguable.
2.9.1. We work with volunteers who are not professionals.
Look at intermezzo:
2.9.2. We still do what we did several years ago.
Look at intermezzo:
2.9.3. Competitors meanwhile do better.
Look at problem: 2.8.
2.9.4. We cannot afford to contract expensive experts.
Look at problem 6.1.2.
2.9.5. Clients became more sophisticated, they demand better expertise.
Look at intermezzo:
2.9.6. A right attitude is more important than a right formal education.
Look at intermezzo:
3. Composition of the organisation: turnover in personnel, staff or leaders.
What is bothering most?
3.1. Too many people leave the organisation.
3.1.1. People leave because shortage of budget causes problems of payment.
Look at problem 6: money.
Look at dynamic 3: coming from socialism.
3.1.2. People leave because they are dissatisfied with the possibilities they get.
Look at intermezzo:
3.1.3. People leave because of the atmosphere.
Look at problem 1: unpleasant atmosphere.
3.1.4. People leave because they feel no longer inspired by the goals of the organisation.
Look at solution 1B: reorientation of mission.
3.2. The best people are leaving.
3.2.1. They leave because of the necessity to earn more money.
Look at dynamic 3: coming from socialism.
3.2.2. They leave because elsewhere they get more possibilities.
Look at problem 3.1.2.
3.2.3. They leave because of the atmosphere.
Look at problem 1: bad atmosphere.
3.3. Too few new people join the organisation.
3.3.1. The feminist goals are no longer attractive to young motivated women.
Look at problem 4.10: goals (not inspiring any more).
3.3.2. Young professionals nowadays want to earn a lot of money we cannot pay.
Look at problem 6: money.
Look at dynamic 3: coming from socialism.
3.3.3. The nucleus of the early activists permits only a minimum of own responsibility to newcomers.
Look at solution 1A: building or restoring organisational hygiene.
Look at solution 2: from pioneer towards professional.
And Read: management&leadership 3: a consulting style of leadership
and read management&leadership 8: feminist leadership.
3.3.4. There are other and maybe more attractive alternatives for young women to express their involvement in societal change.
Look at intermezzo:
3.3.5. Our organisation has no attractive image.
Read communication 2: participation and public support
and communication 3: research and public support.
3.4. New people are professionals, no activists.
3.4.1. The feminist goals are no longer attractive to young motivated women.
Look at intermezzo:
3.4.2. It is hard to demand ideological involvement when we are just looking for people who can do the job.
Look at solution 2: from pioneer towards professional.
3.4.3. In order to reach our goals and to survive as an organisation we only need people with a strong ideology.
Look at solution 3: back to the status of action group.
Read organisations 6: the fan of mainstreaming.
3.4.4. We need to have a variety of people, amongst whom a certain number of ideologically motivated women.
Read organisations 6: the fan of mainstreaming.
3.5. Professionals are leaving, early activists stay.
3.5.1. If necessary we can do without them.
Look at solution 3: back to the status of action group.
3.5.2. We need professionals to get the job done.
Look at solution 2: from pioneer towards professional.
3.6. A process of splitting up the organisation in two or more parts is going on.
3.6.1. This division is a rational choice, but the parts have to cooperate.
Look at solution 9: cooperation.
Look at solution 7: splitting the organisation.
3.6.2. The division is a consequence of a severe conflict.
Look at problem 1: bad atmosphere.
Look at dynamic 4: dealing with differences.
And look at solution 7: splitting the organisation.
3.6.3. The division is a consequence of the desire of one or more members to be an entrepreneur themselves.
Look at solution 7: splitting the organisation.
Look at solution 2: from pioneer to professional.
3.7. The leader is leaving.
3.7.1. The leader is leaving or left, without hard feelings, but the organisation does not know how to go on.
Look at solution 1A: Building or restoring organisational hygiene.
3.7.2. The leader is leaving or left, accusing the others of betraying ideology.
Look at solution 2: from pioneer towards professional.
Read management&leadership 1: some aspects of leadership.
Read management&leadership 2: differences between management and leadership.
Read management&leadership 7: power.
Read management&leadership 8: feminist leadership.
3.7.3. One of the leaders is leaving or left because of a serious conflict with another leader.
Look at dynamic 4: dealing with differences.
Read management&leadership 1: some aspects of leadership.
Read management&leadership 2: differences between management and leadership.
Read management&leadership 7: power.
Read management&leadership 8: feminist leadership.
3.7.4. The leader is considering to leave, because things are not going her way.
Look at problem 7: power.
Read: management&leadership 8: feminist leadership.
Read management&leadership 1: some aspects of leadership.
Read management&leadership 2: differences between management and leadership.
3.8. A big number of the workers are casual project members.
3.8.1. We had to contract so many temporary help because the donor wanted to invest a lot of money to alleviate the problem.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
3.8.2. How to involve all those temporary workers in the goals and key values of the organisation?
Look at intermezzo:
4. Goals of the organisation.
What is bothering most?
4.1. The goals of our organisation are too ambitious.
4.1.1. If we take our goals seriously we should alleviate almost all the misery of the world.
Look at solution 1B: reorientation of mission.
Look at solution 1A: building or restoring organisational hygiene (chapter goals).
4.1.2. The problems are so huge and our goals so ambitious, we only can be
disappointed about the result of our efforts.
Look at intermezzo:
4.1.3. We complain regularly of the problems we try to handle being too
complex.
Look at intermezzo:
4.2. The goals of our organisation are too general or are not clear.
4.2.1. The goals of our organisation do not give enough direction to our activities.
Look at solution 1B: reorientation of mission.
Look at solution 1A: building or restoring organisational hygiene (chapter goals).
4.2.2. The goals of our organisation do not differentiate between the need for political or humanitarian activities.
Look at solution 1B: reorientation of mission.
Read civil society 3: NGO's and their contributions to the development of civil society.
4.2.3. The goals of our organisation are too divers. We do not manage to choose our priorities.
Look at intermezzo:
4.3. The goals of our organisation are not related to societal injustice or shortcomings in the community.
Look at intermezzo:
4.4. The goals of our organisation are no longer unique.
4.4.1. Other NGO's have the same goals as we have.
Look at intermezzo:
4.4.2. The goals of our organisation cover too much what other organisations (GO's for example) meanwhile are doing.
Look at intermezzo:
4.5. The goals of our organisation are directed to a mixture of
achievements: realising external objectives and satisfying personal needs.
4.5.1. We are not clear about the amount of energy we want to spend on each of the components of the goals.
Look at solution 1B: reorientation of mission.
Read change 4: strategic positioning.
4.5.2. The organisation seems to be attractive to people who mainly look for
chances to satisfy their own needs (socialising, meeting companions in
distress, coming out of the closet etc.).
Look at intermezzo:
4.5.3. It is unclear if satisfying personal needs is acceptable next to
working on external societal goals.
Look at intermezzo:
4.6. The goals of our organisation lack a political aim.
4.6.1. The goals of our organisation are only dealing with humanitarian topics.
Look at intermezzo:
4.6.2. If the goals of our organisation would be realised, no major changes
in society are involved.
Look at intermezzo:
4.6.3. The so-called necessity of having a political aim is always the
subject of internal discussion and controversies.
Look at intermezzo:
4.6.4. Being a NGO we cannot be openly political because it would not be accepted in our community.
Read civil society 4: NGO's and development action.
Read civil society 5: reasons for a NGO to choose for contributing to civil society.
4.6.5. We cannot accept funding from our government while at the same time politically fighting them.
Look at problem 6.4. Being funded and the freedom of action.
Read civil society 4: NGO's and development action.
4.6.6. We have different ideas about our goals, but a certain appreciation of differences exists no longer. We do not have fruitful discussions anymore.
Look at dynamic 2: traumatised organisations.
Look at solution 11: conflict resolution.
4.7. The goals of our organisation are too rigid.
4.7.1. Some of us think that the goals of our organisation still stick to
the dominant ideas and political analysis of the nineties.
Look at intermezzo:
4.7.2. Some of us think that the goals of our organisation should be
influenced by recent and actual changes in society.
Look at intermezzo:
4.7.3. Some of us think that our organisation still sticks to the original
goals because we still believe we are the only ones who are morally right.
Look at intermezzo:
4.8. The goals of our organisation are not commonly shared, they are in fact dictated by a few people.
4.8.1. The goals of the organisation were formulated by the early founders who are still ruling as leaders.
Look at solution 2: from pioneer towards professional.
Read management&leadership 3: a consulting style of leadership.
Read management&leadership 7: power.
Read management&leadership 8: feminist leadership.
4.8.2. The goals are dictated by the activists.
Look at problem 7: power.
Read management&leadership 3: a consulting style of leadership.
Read management&leadership 7: power.
Read management&leadership 8: feminist leadership.
4.8.3. The goals are dictated by those who form the main connection to the donor.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
Read management&leadership 3: a consulting style of leadership.
Read management&leadership 7: power.
Read management&leadership 8: feminist leadership.
4.8.4. The goals of our organisation are dictated by the management.
Look at problem 7: power.
Read management&leadership 3: a consulting style of leadership.
Read management&leadership 7: power.
Read management&leadership 8: feminist leadership.
4.9. The donor is forcing us to change the goals of our organisation.
4.9.1. The donor is only willing to fund our organisation if we adjust(ed) our goals.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
4.9.2. In order to get funding continued we bent our goals in the direction of the priorities of the donor.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
4.10. Our goals are no longer inspiring.
4.10.1. The goals are more or less outdated.
Look at solution 1B: reorientation of mission.
Read change 5: trends.
4.10.2. The goals are too feasible to be inspiring.
Look at solution 1A: building or restoring organisational hygiene (chapter goals.)
Look at solution 1B: reorientation of mission.
Read change 4: strategic positioning.
4.10.3. The goals are too ambitious.
Look at problem 4.1.
5. Individual and collective resilience.
What is bothering most?
5.1. Symptoms of declining individual resilience.
5.1.1. Some people are constantly complaining of being tired or exhausted.
Look at problem 1.1.
Look at dynamic 2: traumatised organisations.
5.1.2. Some people, when working in the organisation, look like being depressed.
Look at intermezzo:
5.1.3. Some of us run and run, without producing proportional results.
Look at intermezzo:
5.1.4. Some of us complain violently of the complexity of the problems we are facing.
Look at intermezzo:
5.1.5. Some of us seem to have lost completely the joy of working.
Look at solution 1A: Building or restoring organisational hygiene (support).
Look at dynamic 2: traumatised organisations.
5.1.6. Some of us complain of being neglected by anyone else in the organisation.
Look at dynamic 2: traumatised organisations.
5.2. Symptoms of declining collective resilience.
5.2.1. Most of the members of the organisation are tired or exhausted.
Look at problem 1.1.
Look at dynamic 2: traumatised organisations.
Look at solution 1A: building or restoring organisational hygiene.
5.2.2. We could describe our organisation as being depressed.
Look at problem 5.1.2.
Look at dynamic 2: traumatised organisations.
Look at solution 1A: building or restoring organisational hygiene.
5.2.3. We run and run without producing sufficiently.
Look at intermezzo:
5.2.4. We think the problems we are facing are too complex to handle.
Look at intermezzo:
5.2.5. As a group we lost completely the joy of working.
Look at solution 1A: building or restoring organisational hygiene.
Look at dynamic 2: traumatised organisations.
5.2.6. As members of the organisation we feel neglected and left alone.
Look at intermezzo:
5.2.7. We are no longer capable to be receptive and eager to learn.
Look at intermezzo:
5.2.8. We feel we have no time for reflection.
Look at solution 8: changing the organisational culture.
Look at dynamic 2: traumatised organisations.
Read organisations 3: the learning organisation.
Read management&leadership 4: HRM.
5.2.9. We suffer from feelings of inadequacy.
Look at intermezzo:
5.2.10. We are divided amongst ourselves, we make mischief, we have constantly conflicts.
Look at: problem 1: bad atmosphere.
Look at dynamic 2: traumatised organisations.
Look at solution 11: conflict resolution.
5.2.11. We cannot stand differences amongst ourselves, we polarize disparities.
Look at dynamic 2: traumatised organisations.
Look at solution 11: conflict resolution.
5.2.12. We suffer from several of these symptoms!!
Look at dynamic 2: traumatised organisations.
Look at solution 11: conflict resolution.
6. Money
What is bothering most?
6.1. Availability of financial resources
6.1.1. We do not have enough funds to survive as an organisation.
Read organisations 7: fundraising.
Look at solution 3: back to the status of action group.
6.1.2. We cannot (continue to) pay full employment of our people.
Look at intermezzo:
6.1.3. Foreign attention is fading, donors are leaving.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
Look at solution 3: back to the status of action group.
Read organisations 7: fundraising.
6.1.4. We get only funds for projects that realise priorities of the donors.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
Read organisations 7: fundraising.
6.1.5. We are fighting with other NGO's for donors and funds.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
Read action 4: strategic scenario.
Read organisations 7: fundraising.
6.1.6. The government is not willing to fund our activities.
Look at intermezzo:
6.1.7. It is hazardous to demand clients to pay for our products or services.
Look at intermezzo:
6.2. The motivation of people with paid jobs in the organisation.
6.2.1. Payment veils the motivation of people.
Look at solution 2: from pioneer to professional.
Read organisations 6: the fan of mainstreaming.
Read management&leadership 5: external and internal steering.
6.2.2. The ideological involvement, like that of the pioneers, is sacrificed by paying people.
Look at dynamic 3: coming from socialism.
Look at solution 2: from pioneer to professional.
Read organisations 6: the fan of mainstreaming.
6.2.3. People who get paid for their work are wrongly accused for not being
motivated and inspired by the goals of the organisation.
Look at dynamic 3: coming from socialism.
Read communication 1: internal communication.
Look at solution 2: from pioneer to professional.
Read organisations 6: the fan of mainstreaming.
6.2.4. (Too high) payment attracts people who don't have any affinity with
the organisational goals.
Look at intermezzo:
6.2.5. Most of the people who have paid jobs in the organisation have no preference to work in a NGO.
Look at dynamic 3: coming from socialism.
Read civil society 5: reasons for a NGO to choose for contributing to civil society.
Look at solution 10: close the organisation.
6.2.6. It is difficult to combine in one organisation paid staff and volunteers.
Look at intermezzo:
6.3. Financial management of our organisation.
6.3.1. There is a lack of control because the one who is managing the budget is also the controller.
Look at solution 1A: building or restoring organisational hygiene.
Read organisations 1: structure of organisations.
Read organisations 2: some basic organisational requirements.
6.3.2. Financial management in our organisation is done without any transparency.
Look at solution 1A: building or restoring organisational hygiene.
6.3.3. Some projects are rolling in luxury while some others can hardly manage.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
Look at solution 1A: Building or restoring organisational hygiene.
Look at solution 11: conflict resolution.
6.3.4. Budgets are managed centrally: project leaders have no control over
the expenses in their own projects.
Look at solution 1A: building or restoring organisational hygiene.
Read management&leadership 3: a consulting style of leadership.
6.3.5. Earmarked financial resources are sometimes also used to relieve other needs.
Look at intermezzo:
6.3.6. There has been some talk of overt or covert fraud or corruption.
Look at intermezzo:
6.4. Being funded and the freedom of action.
6.4.1. The donor dictates our activities and/or the way we appear in the news.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
Look at solution 3: back to the status of action group.
Read organisations 7: fundraising.
6.4.2. The donor pays for activity A but we use the money to realize our own
goals by other activities.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
Look at problem 6.3.5.
6.4.3. Accounting for subsidy is very time consuming. A lot of our precious
time is spent on writing reports instead on activities serving our goals
directly.
Look at dynamic 1: mushrooming of NGO's in countries of former Yugoslavia.
Read organisations 6: the fan of mainstreaming.
Read organisations 7: fundraising.
6.4.4. Being paid by the (local) government -whom we hitherto opposed and
fought-, makes us unworthy in the eyes of our supporters.
Look at intermezzo:
6.4.5. We do not know if the government -who is willing to fund us- can be
trusted.
Look at problem: 6.4.4.
6.4.6. We alienate ourselves from our peers if we accept funding from the
government.
Look at problem: 6.4.4.
6.4.7. The government who is funding us forces us to submit to all kinds of
control.
Look at intermezzo:
7. Power.
What is bothering most?
7.1. Power and internal democracy.
7.1.1. Internal democracy supposes a horizontal decision structure, but in
our organisation decisions are taken centrally.
Look at solution 1A: building or restoring organisational hygiene.
Read organisations 1: structure of organisations.
Read management&leadership 7: power.
7.1.2. In our horizontal structure everyone is in control of anything,
resulting in no control at all.
Look at intermezzo:
7.1.3. Apparently we have a democratic structure, except when it comes to decisions.
Look at intermezzo:
7.1.4. Some members want to be decisive in matters regarding the client group.
Look at intermezzo:
7.1.5. Decisions should be more transparent.
Look at problem 7.4.
Look at solution 1A: building or restoring organisational hygiene.
7.2. Power and feminism.
7.2.1. Feminism and effective decision making appear to be incompatible.
Look at intermezzo:
7.2.2. Feminism prescribes horizontality, but no one has an overview.
Look at intermezzo:
7.2.3. The feminist activists who founded the organisation dictate the line
of action, thinking they are the only ones who have the right opinions.
Look at problem 4.7.3.
Look at solution 1A: building or restoring organisational hygiene.
Read management&leadership 7: power.
Read: management&leadership 8: feminist leadership.
Look at solution 11: conflict resolution.
7.3. Power and leadership.
7.3.1. The management or leader of our organisation takes all the decisions
without consulting members of the operating core.
Look at intermezzo:
7.3.2. The leader of our organisation is so convinced being morally right,
that everybody feels morally imperfect.
Look at intermezzo:
7.3.3. The leader is claiming and monopolizing the contact with the donor.
Look at solution 1A: building or restoring organisational hygiene.
Read: management&leadership 8: feminist leadership.
7.3.4. Leadership seems to coincide with remaining the top dog and bossing
the others.
Read: management&leadership 8: feminist leadership.
Read management&leadership 3: a consulting style of leadership.
Read management&leadership 4: HRM.
7.4. Power and transparency.
7.4.1. Decisions are taken without consulting the members of the organisation.
Look at problem: 7.3.1.
Look at solution 1A: building or restoring organisational hygiene.
Read management&leadership 3: a consulting style of leadership.
7.4.2. We cannot control decisions because the limits of authority are unclear.
Look at solution 1A: building or restoring organisational hygiene.
7.4.3. We cannot control the power, we even do not know which decisions are taken.
Look at solution 1A: building or restoring organisational hygiene
7.5. Power and family.
7.5.1. Contact with donors and other important jobs are going to members of the family of our leader.
Look at solution 1A: building or restoring organisational hygiene.
And Look at solution 8: changing the organisational culture.
7.6. Power of the (small) community.
7.6.1. We are too dependent of the consent of powerful people in the local community.
Look at intermezzo:
7.6.2. The values of the community limit our freedom of work.
Look at intermezzo:
8. Expertise.
What is bothering most?
8.1. The workers lack the skills or the knowledge needed for the job.
8.1.1. They do not have the right education.
Look at intermezzo:
8.1.2. They have to be trained to do the job according to the NGO's
standards.
Look at intermezzo:
8.1.3. They are sufficiently educated and trained, but they do not develop
any further.
Look at intermezzo:
8.1.4. They cannot perform independently.
Look at intermezzo:
8.2. Workers do not have political feeling.
8.2.1. There are doubts concerning the political attitude of the workers.
Look at problem 4.6
8.2.2. They are just fascinated by the work itself.
Look at intermezzo:
8.2.3. They do not understand well the link between mission and the activities.
Look at problem 4.2. or 4.6.
8.3. Workers do not have innovative power.
8.3.1. They just do not know how to develop the content any further.
Read organisations 3: the learning organisation.
Read management&leadership 3: a consulting style of leadership.
8.3.2. We only have one or two members who have innovative competence.
Read organisations 3: the learning organisation.
8.4. Workers do not show enough initiative
8.4.1. They just follow the way things go, they do not anticipate.
Look at intermezzo:
8.4.2. They always need encouragement and guidance to go any further
Look at intermezzo:
8.4.3. They seem helpless in going on independently.
Look at intermezzo:
8.5. A learning attitude is missing.
8.5.1. Workers tend to avoid supervision or evaluation.
Read organisations 3: the learning organisation.
Read organisations 4: evaluating and monitoring.
Read management&leadership 5: external and internal steering.
8.5.2. Workers hardly ever share their working experiences.
Read organisations 3: the learning organisation.
Look at solution 8: changing the organisational culture.
8.5.3. Workers do not seem to be very receptive for external input of expertise.
Look at intermezzo:
8.6. The organisation does not react to insufficient performance and/or capacities.
8.6.1. There are no regular evaluations of the work of each member of the organisation.
Look at intermezzo:
8.6.2. Results of appraisal interviews or similar instruments are without any consequences.
Look at intermezzo:
8.6.3. Theoretically people can be dismissed, but in practise it is impossible to get rid of an incompetent worker.
Look at intermezzo:
9. Agreements are our problem.
What is bothering most?
9.1. Nobody stands by the agreements made.
9.1.1. Sticking to one's word is just not felt as an organisational virtue.
Look at intermezzo:
9.1.2. The agreements made are just not clear enough.
Look at intermezzo:
9.2. Agreements are made, but afterwards people bring them again in question.
9.2.1. People think that rearguing should be possible at any time, being a democratic right.
Look at intermezzo:
Look also at intermezzo:
9.2.2. People are not willing to submit to an agreement if it does not suit
them personally.
Look at intermezzo:
9.2.3. If people did not attend a meeting in which an agreement was reached
they feel free to argue this agreement the next time.
Look at intermezzo:
9.3. It is very hard to reach agreements.
9.3.1. The interests of the people involved are too divergent.
Look at intermezzo:
9.3.2. It seems like agreeing is an admission of weakness.
Look at intermezzo:
9.3.3. Maybe the matters at stake are just too complex.
Look at intermezzo:
10. The external relations of the organisation are our problem.
What is bothering most?
10.1. We have no relationships with organisations in the outside world at all.
Look at intermezzo:
10.2. We lack good contact with the local or national government.
Look at intermezzo:
10.3. We lack relationships with relevant GO or private institutions in our region.
Look at intermezzo:
10.4. We seldom meet peer NGO's.
Look at intermezzo:
10.5. We do not have any relationship with profit organisations.
Look at intermezzo: