Organizational Change and Capacity Strengthening
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Questions and Answers

What is the stage where change is embedded?

  • Planning the change
  • Implementing the change (correct)
  • Monitoring progress
  • Disengaging from support

    • According to Walter Wright, planning for change is the same as actually changing.

    False (B)

    What can regular monitoring help build during a change process?

    commitment and energy

    As a grant-maker, your role is more like a _____.

    <p>gardener</p> Signup and view all the answers

    What are the three key things a detective looks for, according to the framework?

    <p>Motive, means, and opportunity (D)</p> Signup and view all the answers

    What is the role of grant-makers NOT described as in the material?

    <p>Fixing problems for the partner (B)</p> Signup and view all the answers

    Organisational change is simple and easy to control.

    <p>False (B)</p> Signup and view all the answers

    It is not important to celebrate successes along the way during the implementation of change.

    <p>False (B)</p> Signup and view all the answers

    What is the primary vehicle through which most social and economic change occurs?

    <p>Organizations (B)</p> Signup and view all the answers

    What is the central aspect that must change for an organisation to change?

    <p>people's behavior</p> Signup and view all the answers

    What is the final stage mentioned in regards to capacity strengthening support?

    <p>disengaging</p> Signup and view all the answers

    Match the following concepts to their descriptions:

    <p>Planning for change = The starting point, not the actual change. Implementing the change = Where change is embedded and hard work happens. Monitoring = Systematically asking, 'how are things going?' Cultivating capacity = Strengthening autonomous, living entities.</p> Signup and view all the answers

    Grant-makers can achieve long-term impact on their own without strong national civil society organizations.

    <p>False (B)</p> Signup and view all the answers

    Leading change is compared to paddling in permanent ______.

    <p>white water</p> Signup and view all the answers

    Which of the following is NOT mentioned as a capacity strengthening method?

    <p>Budgeting (C)</p> Signup and view all the answers

    What percentage of organizational change efforts are estimated to fail?

    <p>75-80%</p> Signup and view all the answers

    Capacity strengthening is all about organizational ______.

    <p>change</p> Signup and view all the answers

    External funders should lead the organizational change process.

    <p>False (B)</p> Signup and view all the answers

    According to the model, what is the initial phase of change?

    <p>Examining and cultivating the motive (D)</p> Signup and view all the answers

    Match the concepts with their descriptions:

    <p>Capacity Strengthening = A process for supporting organizational change Grant-Makers = Fund partner organizations Partner Organizations = Work directly with people served Organizational Capacity = Ability of an organization to fulfill its mission</p> Signup and view all the answers

    What does the quote by George Box suggest about models?

    <p>all models are wrong but some are useful</p> Signup and view all the answers

    Match the following terms to their description according to the text:

    <p>Motive = The internal drive for change within the organisation Means = The methods for capacity strengthening, such as training and coaching Opportunity = The time and resources to implement change Capacity strengthening = An iterative process of improvement</p> Signup and view all the answers

    The change model’s phases are strictly linear and follow an ideal sequence.

    <p>False (B)</p> Signup and view all the answers

    What analogy does the text use to highlight the importance of organizational capacity?

    <p>A tree and its fruit (C)</p> Signup and view all the answers

    Organizations behave like logical machines.

    <p>False (B)</p> Signup and view all the answers

    What does the second stage of change involve?

    <p>Understanding the organization's situation</p> Signup and view all the answers

    After diagnosis and prioritizing in the second stage, it's tempting to shortcut straight to the fourth stage of ____.

    <p>planning</p> Signup and view all the answers

    How long have Angela and Rick been in the field of organisational development?

    <p>30 years (B)</p> Signup and view all the answers

    What does missing the 'summit' of change imply?

    <p>Change will be treated as a superficial, rational process. (A)</p> Signup and view all the answers

    What must leaders possess to drive organizational change effectively?

    <p>A willingness to change both the organization and themselves (C)</p> Signup and view all the answers

    Individuals within an organization can be effectively changed even if they don't perceive the need for change.

    <p>False (B)</p> Signup and view all the answers

    Major change is solely a cerebral, rational process.

    <p>False (B)</p> Signup and view all the answers

    Besides understanding the organization's situation, what else does the second stage of change involve?

    <p>Prioritizing what needs to be changed</p> Signup and view all the answers

    What three actions are involved when an organization reaches the 'summit of change'?

    <p>Facing the truth; letting go of past ways of working; being energized with hope for the future.</p> Signup and view all the answers

    Change often involves helping the organization face some difficult _______.

    <p>truths</p> Signup and view all the answers

    Match the following stages of change with their description:

    <p>Examining and cultivating the motive = Determining the will to change Understanding the organization's situation = Diagnosing and prioritizing issues planning = Often bypassed for a quick start</p> Signup and view all the answers

    What is the 'groan zone' described by Bill Crooks?

    <p>The difficult and uncomfortable part of the change journey. (C)</p> Signup and view all the answers

    People can be forced to change from outside.

    <p>False (B)</p> Signup and view all the answers

    Letting go of past ways of working is compared to breathing out _______ according to the text.

    <p>carbon dioxide</p> Signup and view all the answers

    Match the following stages of change with their descriptions:

    <p>Facing the Truth = Acknowledging past failures and deep-rooted fears. Letting Go = Releasing past ways of thinking and behaving. Energized with Hope = Discovering shared ideas about a better future. Planning for Implementation = Identifying clear goals and prioritizing activities.</p> Signup and view all the answers

    Study Notes

    Capacity Strengthening for Partner Organizations

    • Capacity strengthening is a complex process, involving many factors including organizational capacity to achieve mission.
    • Grant-makers need to assess partner organizations' organizational capacity.
    • Strong, effective national organizations are crucial for lasting social and economic impact.
    • Capacity building is risky, murky, messy, with unpredictable and unquantifiable outcomes, uncertain methodologies, contested objectives, and many unintended consequences.
    • Organizational change is complex and difficult, with many efforts failing (75-80%).
    • Change is often unpredictable, a process of paddling in whitewater, not a placid lake.
    • Leaders need high levels of willingness to change.

    Organizational Change

    • Organizations are complex entities, and change requires people to change how they behave.
    • Change is risky, uncertain, and unpredictable, taking longer than expected.
    • Change is rarely neatly time-bound.
    • Organizations operate in open systems, making control impossible.
    • Leading change is more like paddling in whitewater than on a placid lake
    • There is no one-size-fits-all solution, each organization's situation is unique and complex.
    • Capacity strengthening needs an innovative mindset, adapting quickly when necessary.
    • Tolerance of uncertainty and risk, and testing, is crucial.
    • Effective capacity building needs three factors: motive, means, and opportunity.

    Planning for Implementation

    • Planning for change requires identifying clear goals and prioritizing activities within a feasible timeframe.
    • Careful planning includes determining the 'what', 'how', 'by whom', and 'when' of change.
    • Planning ensures collective responsibility.
    • "We do not have a plan until each objective has been owned by someone who accepts responsibility to see that it is initiated and completed"
    • Implementing change requires commitment and follow-through, and ongoing monitoring.

    Change Process

    • Change is deeply emotional and spiritual, not merely rational.

    • Facing the truth, letting go of past ways of working, and being energiser with hope for the future are important stages.

    • Emotional and spiritual dimensions are also important elements for effective change.

    • Change frequently involves a difficult "groan zone" where people express fatigue, complaining and pessimism.

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    Related Documents

    Preparing for the Capacity Strengthening Journey PDF

    Description

    This quiz explores the complexities of capacity strengthening and organizational change within partner organizations. It highlights the challenges grant-makers face when assessing their partner's organizational capacity and the unpredictability of change efforts. Understanding these dynamics is essential for achieving effective social and economic impacts.

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