Organization Development for Social Change

The field of organization development (OD) has emerged from efforts to improve the performance of organizations, largely in the for-profit sector but more recently in the public and not-for-profit sectors as well. This paper examines how OD concepts and tools can be used to solve problems and foster constructive change at the societal level as well. It examines four areas in which OD can make such contributions: (1) strengthening social change-focused organizations, (2) scaling up the impacts of such agencies, (3) creating new inter-organizational systems, and (4) changing contexts that shape the action of actors strategic to social change. It discusses examples and the kinds of change agent roles and interventions that are important for each. Finally, it discusses some implications for organization development intervention, practitioners, and the field at large.This publication is Hauser Center Working Paper No. 25. The Hauser Center Working Paper Series was launched during the summer of 2000. The Series enables the Hauser Center to share with a broad audience important works-in-progress written by Hauser Center scholars and researchers

Fisheries and Aquaculture and Their Potential Roles in Development: An Assessment of the Current Evidence

Commissioned by the International Sustainability Unity, this report investigates a number of innovative solutions that have been developed to deal with five key challenges that are impeding progress in achieving sustainable fisheries: overcapacity; perverse subsidies; poor governance; lack of data; and by-catch and discards. These key challenges are interlinked and affect the sustainability of fisheries both directly as well as indirectly by undermining instances of good management. Through 22 case studies demonstrating good practice, we explore how these challenges have been addressed around the world and how these approaches might be scaled up and applied in other fisheries. Each case study draws on published material and interviews with key people involved in the fishery. The main report draws lessons from these case studies

Strengthening Managing for Impact in Eastern and Southern Africa : Grant Completion Report

The Strengthening Managing for Impact Programme (SMIP) was a pilot initiative established to test the extent to which the use of the Managing for Impact (M4I) approach could enhance the impact of pro-poor interventions for greater development effectiveness. This programme was implemented in the Eastern and Southern Africa region (including French speaking countries) from 2006 till the end of 2009 and was largely funded by IFAD. A partnership was developed between Wageningen UR Centre for Development Innovation (formerly part of Wageningen International), Khanya6aicdd, IFPRI6IKCD (formerly IFPRI/ISNAR) and Haramaya University (in a joint partnership ‘Carmpolea’); and the Impact Alliance