Individual agency and organisational remit

What kind of staff and organisational culture are likely to enable iNGOs to achieve and demonstrate their value?

- Structures and systems don't chewnge

- People don't identify themselves with the whole bureaucracy

- Individuals roles: relational, reciprocal, uncertain, there is no heard, and your agency is the way you're understanding what you're doing

- Two narratives: to what extent can active engaged people get from their organisation and from their netwroks. Organisation are becoming nodes in a network;

- People repoduce the structures, more than they need to

- Structures empower and constrain

- CoPs outisde organisation

- Important to look at case studies inside and outside the organisation

- Pete: Insite principle for Oxfam: being honest about your opinions

- Pete: Whistleblowers in the health service

- Michael: Three forms of leadership (Senge, Care example): line management; hierarchical management; network management which led to programme approach while top management was introduce USAID compliance. Both in opposition

- Hannah: 3 cases in PLA Notes on structures and systems with an Oxfam system (Jo Lyon)

- Pete: (can't quote) three changes in Oxfam were brought by ambition individuals

- Michael: You need access to budget if you're going to bring about change eg Care

- More about reflection, networks, individual powers to negotiate

- Maybe the implicit things coming of IKM we should look at the types of organisation which are good for people ie network based, what has been enabling and constraining, the network form and the logic is where is the power and energy is

- Mike: the developmental state (ROAPE) we are looking for a 'developmental organisation' gives an example of a good manager (Michael Harris) but there is an area of tension in this, but anarchy is not working

- Dani: quoting from Stacy: contraints and enabling

- Productity is doing things but there is a need to think about things, that thinking time is also product. - Contacts and relationships are important for bridging divides. - Organisations should chose to scale down and work with flexible money but we need evidence for making the case for changes which might be a bit painful. - Theorising, acting, doing is all part of the same practice.