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The struggle for organisational change: How the ActionAid Accountability, Learning and Planning System emerged

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  • Patta Scott-Villiers

Abstract

Change is driven not only by good ideas, but also by disagreement and frustration. This article takes the reader through a selective organisational history of the British NGO ActionAid from 1998 to 2001, looking at events and changes that had a bearing on the introduction and initial impact of the agency'snew accountability system. Systematic change appears very unsystematic. Effective transformation took a long time to arrive, and was preceded by a number of failed experiments. It seems that the frustrations of this time were necessary to develop the creativity needed for significant change. The efforts started to bear fruit once the organisation began to realise alignment of mission, structures, procedures, and relationships.

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  • Patta Scott-Villiers, 2002. "The struggle for organisational change: How the ActionAid Accountability, Learning and Planning System emerged," Development in Practice, Taylor & Francis Journals, vol. 12(3-4), pages 424-435, August.
    • Handle: RePEc:taf:cdipxx:v:12:y:2002:i:3-4:p:424-435
    DOI: 10.1080/0961450220149771
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