Leadership for change

Food for thought on civil society development

A civil society that is engaged, resourced and occupies its activist space is able to shape the nature and direction of governance. A weak, disengaged or inactive civil society leaves governance to big business and other lobbyists who breed corruption in leaders of state and other social and economic institutions.

EASUN has witnessed concerned, hard working individuals striving to bring about meaningful change and development in the lives of local people in East Africa, and the institutions that govern their lives. We were particularly inspired to offer specialized facilitation training and other strategic interventions to organisations that were involved in innovative activities with amazing results in:

1. Tracking and analysing how national budgets respond to questions of equity and redistribution of wealth and opportunities;
2. Monitoring quality, consistency and effectiveness of social service delivery;
3. HIV/AIDS and primary health service delivery in grassroots communities.

Nevertheless, 90% of the local civil society organisations (CSOs) we supported in 2008 appeared to have lost their vision. They continued to struggle, but mostly to stay afloat in a cynical development industry. EASUN, in its organisational development (OD) interventions, had to work extra hard to revitalise the spark, will and capacities for managing institutional growth.

Folly of the "product"

As we start the new-year, it is our proposition that we all reflect on the fact that we have allowed the erosion of leadership and institutional development of CSOs in Africa by embracing the concept of "product"-as the yardstick for planning, monitoring, evaluating and reporting development activities that address poverty and social injustices. This particular folly caused CSOs to channel their energies and resources on managing and reporting outputs in order to satisfy increasingly technocratic appetites. Such shifts in managing development processes created a particular market, in which Northern NGOs and donors were able to entrench themselves in the South and outcompete local CSOs, with both initiative and resources, on the basis of superior technocratic feasibility.

Technocrats are powerful actors who determine the shape of things, particularly during times of crisis or loss of vision. They tinker with systems and numbers, and superficially appear to be poised to deliver renewal. Unfortunately, their intervention in civil society development in Africa over the last two decades has mostly succeeded in breeding a self-validating technocratic elite and increased self-defeating competition among local CSOs.

The rise of technocratic problem-solving as the criterion for organisational feasibility has undermined the growth of leadership in indigenous organisations. CSO leaders striving to catch up with technocratic demands are not able to coach, write, network, build teams, or re-engineer processes. Coaching, as an example, is a crucial leadership role that transfers new skills and knowledge, as well as being a great platform for the role-modelling of values and ethical practices.

Stop the cynicism! Conviction is everything

The revival of the global economy in 2009 will obviously require a stimulus of faith and confidence; in the absence of which, no amount of tinkering with numbers and systems can predict the outcome. Similarly, trust in agency for development agency will be realised through the renewal of mutually empowering relationships among development institutions, partners and practitioners.

2008 was an important year in which we re-discovered that markets are never free, nor are they driven by a an objective "invisible hand". Rather, they are in the hands of elites who determine where the benefits will fall. Current evidence shows that the market model is not particularly ethical, given that it has allowed disproportionate amounts of benefits to go to elitist actors able to channel both information and resources toward their own interests, at the expense of immense public faith.

We can no longer assume that free markets will provide the road-map for poverty reduction and institutional capacity building in Africa. Civil society must discard the notion of competing to win with products and embrace collaboration, in order to "win" with "cause", i.e., conviction and purpose, as well as ethical intent and practices.

Engaging to shape the narrative

1. Track political campaigns;
2. Raise awareness (through civic education) to influence public opinion;
3. Develop transformational leadership, conscious values and flatter structures;
4. Campaign to uplift the notions of equity, justice and diversity management;
5. Network and consciously build a movement of hope, optimism, ownership and responsibility for the environment and welfare of all humanity;
6. Edify process and values-based management, not product.

Empowerment for social and economic progress

To empower means creating conditions that transform institutions, relationships and processes in order to enhance freedom and participation as the building blocks for social development. Empowered men and women are central to the development process.

Empowerment is best achieved through change management; to develop the awareness, relationships, structures and the will for shared leadership, learning and positive engagement of all concerned. In order to promote good governance and development, we have to look at power in terms of "good" (i.e. openness and opportunity for all), rather than control. Empowerment as an approach to development provides a rare avenue for achieving the virtues of freedom, democracy and equity, enabling peaceful co-existence and sustainable growth in human communities. Progressive power must be invested in the ordinary men and women who are constantly seeking participation.
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"Yes we can" - EASUN invites expressions of interest

Change management is the new essential skill that EASUN offers CSOs in East Africa today, through interventions for strategic thinking and management, as well as training in facilitation skills and transformational leadership. EASUN invites expressions of interest in collaborative work and financial support for the challenging enterprise of developing a new "leadership for change" in Africa.

Contact Mosi Kisare, to share your views and questions, or to inquire about opportunities for training and interventions for effective change management in 2009: mosi.kisare@easun-tz.org
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Transformational leadership events in 2009

Leadership training in "Ethical Holding of Organizational Space for Effective Outreach". May 31-June 6, Moshi, Tanzania. Only 20 places available. Participation, Regional-Kenya, Tanzania & Uganda.
Inquiries and registration: doly.anyona@easun-tz.org

Assessing impact of facilitative leadership skills on total organizational practice. July, 12-16, Moshi, Tanzania. Available for organizations trained by EASUN through FOD and FAF (fieldworkers') courses. 25 places. Participation, Regional.
Inquiries and registration: apolot.igella@easun-tz.org

Enrol 1-3 senior programme staff and leaders from your organization in the Facilitating Organization Development (FOD) course. Module I of cycle "M": 9-15 August 2009. Module II: 1-7 November. Module III: March 2010. Only 20 places available (participation, Regional). Venue: Moshi, Tanzania.
Inquiries and applications: lydia.bwenda@easun-tz.org

Assessing impact of gender awareness in organizational life and work. September 20-24, Moshi, Tanzania. The workshop is available for organizations that attended 2006 & 2007 workshops on "Transforming organizations through gender institutionalization."
Inquiries and registration: apolot.igella@easun-tz.org

Building partnership for indigenous civil society leadership and institutional growth. November 8-11, Moshi, Tanzania. 50 places available in a dialogue forum for Northern and Southern NGOs. Preparatory workshop for Southern (East Africa) CSO will take place in March 15-19.
Inquiries and registration: nyantito.machota@easun-tz.org

Training of fieldworkers in facilitation and community mobilization skills through FAF course is offered on request.
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EASUN Centre for Organisational Learning
P.O. Box 6120 Arusha, Tanzania
Tel: +255-(0)27-2548803
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info@easun-tz.org
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