Oak 2 - Assessing Capacity Strengthening in Organizations

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Questions and Answers

According to the provided text, what is considered NOT to be a feature of a 'good' diagnosis for capacity strengthening?

It serves as a foundation for organizational change.

It is directed and controlled by an external expert. (correct)

It addresses the core issues, whether they be opportunities or problems.

It is fully embraced and driven by the organization itself.

What is the main reason given in the text for why capacity strengthening efforts might not be successful?

Absence of a genuine need and lack of timing. (correct)

Lack of funding for the strengthening initiatives.

The use of complex tools for diagnosis.

Insufficient expertise of the consultants.

What did the consultancy, McKinsey conclude about building capacity in non-profits?

It generally does not need external external expertise.

It takes less time due to less bureaucracy.

It is simpler and more effective than in commercial sectors.

It is often more complicated and time-consuming than expected. (correct)

The text uses the analogy of 'prescription without diagnosis is malpractice'. What is the relevance of this statement?

It stresses the importance of proper assessment before capacity strengthening. (C) Signup and view all the answers

According to Gareth Morgan, how should we approach understanding organisations?

By recognising their inherent complexity, ambiguity, and paradoxical nature (B) Signup and view all the answers

What is Henry Box's maxim as cited in the text about models in relation to understanding organisations?

All models are simplifications of reality and are therefore flawed, but some can be beneficial. (B) Signup and view all the answers

What makes non-profits difficult to understand compared to commercial businesses?

They have a voluntary element and the people they serve aren't the ones who give them money. (C) Signup and view all the answers

What does the 'to do, to be, to relate' model aim to help understand within an organisation?

The core functions, identity, and relationships of an organisation (D) Signup and view all the answers

According to the 'onion skin model', which layer represents the physical and financial resources of an organization?

The outermost layer (B) Signup and view all the answers

Besides financial and physical resources, what other component is identified as necessary for an organization to function effectively, according to the onion skin model?

People with competence and skills, the staff and volunteers (A) Signup and view all the answers

According to the onion skin model, what purpose do systems and structures serve within an organization?

To help staff work effectively, particularly as an organization grows (C) Signup and view all the answers

According to the onion skin model, what resides at the core of an organization?

Its identity, lived values, culture, leadership and relationships (D) Signup and view all the answers

What effect does working on one component of an organization have?

It has repercussions throughout the rest of the organization (B) Signup and view all the answers

What do changes to an organisation's M&E (monitoring and evaluation) system imply according to the onion skin model?

Implications throughout all the organizational layers, such as people, culture and strategy (A) Signup and view all the answers

Where does an organization's vitality and creative energy originate?

From its core, its heart, where the organization's life force is (B) Signup and view all the answers

Why is the 'onion skin' model considered 'useful'?

It is simple, and can be used across many contexts and countries. (C) Signup and view all the answers

What is the most significant factor affecting an organization's performance?

The integrity and values at the core of the organization (A) Signup and view all the answers

Why is the onion analogy used to describe organizations?

Because onions grow from the inside out, similar to how organizations develop. (B) Signup and view all the answers

Which type of organizational change is the most difficult to implement?

Changes related to an organization's values, culture, and leadership. (C) Signup and view all the answers

In the context of NGOs, what does 'open systems' mean?

They operate within a complex web of relationships and are influenced by their environment. (A) Signup and view all the answers

What does the text suggest about the effect of external environments on organizations?

The local environment can significantly affect how they operate and grow. (B) Signup and view all the answers

What is meant by 'cultivating capacity' rather than 'capacity development' in the context of the content?

Strengthening processes for the long term, not just a quick fix of gaps. (A) Signup and view all the answers

How does an organization's visible components, such as its website, reflect its true nature?

They provide a partial view and do not reveal the full picture. (D) Signup and view all the answers

What does the text imply about the role of funders in organizational development?

They can significantly affect the operational environment through their funding practices. (D) Signup and view all the answers

What is the primary focus when trying to understand an organization effectively?

Investigating the lived values, power dynamics, and cultural norms. (C) Signup and view all the answers

Why might an organization's chart not accurately represent the true workings of the organization?

Because it doesn't account for gender, ethnicity, and other power dynamic factors. (B) Signup and view all the answers

What is the limitation of only focusing on the 'above the waterline' aspects of an organization?

It restricts efforts to superficial and cosmetic changes. (C) Signup and view all the answers

What is often included in formal organizational assessment tools?

Analysis of 7-12 different capacity areas such as governance and leadership. (C) Signup and view all the answers

What is mentioned as a potential benefit of using quantitative surveys in organizational assessments?

They can reveal diverse perspectives and trigger change. (C) Signup and view all the answers

Why is using the same organizational assessment tool for multiple purposes problematic?

It can lead to tension and contradictory outcomes. (A) Signup and view all the answers

What factor, mentioned in the text, can significantly affect the quality of data gathered from organizational assessment tools?

Respondent's understanding of the language used or understanding the questions similarly. (C) Signup and view all the answers

What key aspects of an organization do formal assessment tools often fail to explore?

The relationships, power structures, and culture. (A) Signup and view all the answers

What is the primary benefit of using open questions in interviews?

To encourage a more detailed and exploratory response. (A) Signup and view all the answers

According to the content, which question starters are typically the most effective?

What and how (C) Signup and view all the answers

What is the main aim of participatory exercises in the context described?

To encourage the participant(s) to arrive at their own conclusions and increase buy-in. (C) Signup and view all the answers

In an 'organisational timeline' exercise, what is typically recorded along the timeline?

Key dates and critical moments in the organization's history. (D) Signup and view all the answers

Which of these options describes the 'river of life' exercise most accurately?

Creating a timeline of events using a river metaphor. (A) Signup and view all the answers

What is the core purpose of 'relationship mapping' in the context of organisational analysis?

To understand the interactions that are necessary for an organization to operate well. (A) Signup and view all the answers

What is the main method used in a 'matrix or bean ranking' exercise?

Voting with physical objects. (C) Signup and view all the answers

Why are participatory methods, such as those mentioned in the content, beneficial?

They engage different parts of the participants brains for a more in-depth and personal exploration of a situation. (A) Signup and view all the answers

What is the primary benefit of an organization engaging in self-diagnosis rather than relying solely on an external consultant?

It fosters a shared understanding and ownership of the need for change. (A) Signup and view all the answers

Why is an external facilitator often recommended for self-diagnosis, even though the organization is diagnosing itself?

To help the organization identify its blind spots and create a space for reflection. (A) Signup and view all the answers

What is the potential negative consequence if an organization does not prioritize the findings of a self-diagnosis?

The organization may become overwhelmed by the number of recommendations and fail to act. (A) Signup and view all the answers

What is a critical factor for external funders or consultants to consider when trying to inspire change in an organization?

Creating a collaborative environment for self-diagnosis. (A) Signup and view all the answers

What does the metaphor of 'holding up a mirror' refer to in the context of facilitating self-diagnosis?

The process of reflecting an organization's practices back to them so they can see themselves as others do. (B) Signup and view all the answers

What is the main purpose of asking questions like, 'What is most urgent? What might be a quick win to gain momentum?' during self-diagnosis prioritization?

To identify what can be addressed immediately so as to make palpable progress. (B) Signup and view all the answers

How can a facilitator help an organization manage power imbalances during a self-assessment process?

By creating mechanisms that allow everyone to have a voice and be heard. (B) Signup and view all the answers

What is the potential downside of conducting a self-diagnosis that results in too many recommendations, according to the text?

It may not be realistic and might lead to the recommendations never being implemented. (A) Signup and view all the answers

Study Notes

Engaging and Assessing Capacity Strengthening Needs

Capacity strengthening efforts may be counterproductive if not needed or timed correctly, just like a prescription without a diagnosis
A good diagnosis gets to the heart of the matter (problem or opportunity) and is owned by the organization itself, not an external funder or consultant
Key aspects of assessing capacity needs involve: gathering pertinent information, practical models for understanding organizations and enabling self-diagnosis

Understanding Organizations

Organizations are complex, ambiguous, and paradoxical.
Non-profits are often more challenging to understand than businesses due to the absence of easily measurable bottom lines and the voluntary nature of their workforces
Complexity is best addressed by utilizing frameworks and models, like the three circles model ("to do, to be, and to relate")
All models are imperfect, some are useful

The Organisational Onion

Organizations comprise interconnected elements, or layers
The outermost layer represents physical and financial resources.
Organizations also need competent staff and volunteers
Systems like finances, HR, policies and monitoring—evaluation are essential
The core of an organization's identity, values, and culture is crucial
All layers are interdependent; changes in one part will have implications for other areas

Helpful Methods to Gather Data

Formal organizational assessment tools are widely used by grant-makers and cover numerous areas like governance, leadership, strategy, structure, and more
These tools can help involve numerous stakeholders but are not always perfect and can potentially be used for multiple purposes concurrently
Informal methods are important, especially observations to assess behaviors and relationships
Employing semi-structured interviews with different stakeholders will give useful insight
Participatory exercises such as organizational timelines, river of life illustrations, relationship mapping and matrix/bean ranking can assist in self-diagnosis and understanding

Enabling Self-Diagnosis

External opinions are less likely to spark genuine change, self-diagnosis is encouraged
Facilitated self-diagnosis is helpful, encouraging open discussion and diverse perspectives
Prioritization of capacity issues is crucial; comprehensive yet prioritized diagnoses are more practical
Asking "what is most urgent?", focusing on quick wins, identifying root causes, and considering what needs to change are crucial steps in self-diagnosis

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Description

Explore the vital aspects of assessing capacity strengthening needs within organizations. This quiz delves into the complexities of non-profits and emphasizes the importance of accurate diagnosis and self-assessment models. Understand the frameworks that can guide effective organizational development.