Too busy to plan: Is PME capacity building at a human rights organization possible?

Life at an Indonesian human rights NGO is hectic. Every day there are new cases or new political developments to respond to. I'm calling it 'life at an Indonesian NGO' instead of 'work', because working here actually means living here. Practically, this means that most of my colleagues spend lots of time at work and little time at home. It means that they don't take the holidays they're entitled to or that if they do, people sometimes regard them as being not that committed.

And there I came: THE advisor on Planning, Monitoring and Evaluation (in short, PME). I was going to change this workaholic mentality (or diminish the workload) and help KontraS plan better. They would learn to work even more effectively and report about the outcomes in more detail. Starting in November 2009, I had the assumption that it would take me a few months to understand the way of working and that I would be able to implement a large body of PME changes fairly easily. Within two months, I analyzed the situation, wrote recommendations and a work plan to go with it. This was going to be an easy ride! Not only I myself had high expectations of my stay here, the staff also seemed to think my presence would miraculously bring beneficial change.

Amis Boersma, explaining a PME game.....

Work one on one with the ones who want to learn more
It was around my fourth month that reality began to kick in: change doesn't happen overnight and it certainly doesn't happen miraculously. Of course, I had read the articles on the topic, even took a course in change management. But it hadn't hit me yet that the theories actually made sense. People are reluctant to change. They are too busy with doing the important work they do to try new things. It's like the parable about the man chopping trees down in the wood with a saw. He doesn't want to stop to sharpen his saw, because he's too busy chopping...

Doing workshops together

So, there was a challenge. Even though I am a very open and outgoing person, I have a fervent dislike for anything that has a potential for conflict. So my initital tendency was not to push or insist. Instead I focused on other areas where I could be helpful – which luckily are many. However, this technique didn't help improve PME very much.

When people feel there are big changes ahead, which they cannot oversee, they tend to hold back. What to do when dealing with resistance? Mostly due to many discussions with my coach and my fellow capacity builders around the world, we came up with a set of recommendations which I am implementing now. One is to not come with a big set of changes, but with small changes, one at a time. Give many short workshops on a wide array of topics. Teach people how to write a proposal or analyze the organization together from different perspectives.

Work one on one with people that are interested to learn more. Help them writing proposals or reports. Not only this, but work on anything else that people need help with as long as it's not too far from the scope of your task. Setting an example or showing different ways of working is also a form of capacity building, I believe.

Make it fun!
As I teach English every Wednesday, I have created 'free' time with some of my colleagues (the class is open to all staff). I use the classes sometimes to discuss issues related to PME, such as cultural differences when it comes to experiencing time and planning. We've talked about leadership, learning and working towards a goal. The class gives a platform to talk about PME without having to call it that.

Gaming is fun.......

Make it fun! Over the past months, I have done a quiz on PME, where the winners got a prize (Dutch cookies). We wrote a 'recipe' for cooking the KontraS way - trying to find out what are the ingredients for successful work and what preparations make them so typical for KontraS. Also, I am working with a creative artist to make a PME manual that explains in a more accessible way what it is about. The price winners!

Very important is not to expect too much from your own intervention. Create small goals and take small steps. And most of all, cherish the small successes you achieve.


Amis Boersma
Young Professional ICCO - Togetthere

CAPITALISATION DES EXPERIENCE EN MATIERE D'EDUCATION, SECURITE ALIMENTAIRE, DECENTRALISATION (RPL MALI)

DU 17 AU 19 AOUT 2010 A L'HOTEL INDEPENDANCE SEGOU

Contexte et justification

L’évaluation du programme 2005-2008 du RPL a révélé la nécessité de mettre l’accent sur la documentation et la capitalisation des expériences des membres du réseau en vue de donner plus de visibilité et de lisibilité aux actions de plaidoyer et lobbying réalisées. C’est dans ce contexte que le programme 2008-2010 a prévue une série d’activités devant permettre d’arriver à la documentation d’au moins quatre (4) expériences de plaidoyer et lobbying des membres dans les secteurs de l’éducation, de la sécurité alimentaire et de la décentralisation.

Les stratégies opérationnelles préconisées à cet effet mettent l’accent sur
• La documentation et la diffusion des cas de succès dans les supports de communication existants au sein du réseau (RPL-Info, Araignée Info, Info CR-ONG, etc..)
• L’organisation d’ateliers/ rencontres d’échanges et de dissémination,
• L’animation de conférences électroniques avec un point focal pour solliciter le feedback des membres du réseau.

Objectifs de la capitalisation :
- Accroître la visibilité et la lisibilité des interventions du RPL et de ses membres en matière d’influence des politiques et programmes de développement au Mali
- Amener les acteurs de la société civile à s’approprier les outils de plaidoyer / lobbying développés par le RPL et ses membres dans la planification et la mise en œuvre de leurs trajectoires de plaidoyer/lobbying
- Vulgariser les cas de succès en matière d’éducation, de sécurité alimentaire et de décentralisation

Méthodologie :
Le processus qui sera réalisé en trois étapes prévoit les phases essentielles suivantes :
• l'identification des expériences en atelier
• l'appui et l'accompagnement des porteurs d'initiatives dans la rédaction des études de cas
• la publication et la diffusion des études de cas à l'occasion des évènements d'envergure nationale ou internationales (journée internationale de l'alphabétisation et semaine mondiale du droit à l'alimentation) et à travers les supports de communication du RPL (site web, bulletin, agenda, etc.)

Démarche de capitalisation

1. Mise à disposition des participants et clarification du contenu de la fiche de renseignement des expériences
2. Remplissage de la fiche de renseignement par les responsables des structures membres du RPL et envoie à la coordination nationale
3. Atelier de partage des expériences de plaidoyer lobbying (avis et observations sur les expériences présentées)
4. Elaboration et envoi du canevas de rédaction des études de cas à capitaliser
5. Recherche d’information complémentaire, et rédaction de la première version du document de capitalisation
6. Lecture critique, avis et commentaires sur les rapports de capitalisation d’expérience par un comité de lecture
7. Enrichissement des documents d’études de cas

La diffusion / dissémination :
La diffusion / dissémination des études de cas sera faite à travers les activités suivantes :
a. Atelier de restitution des études de cas plaidoyer lobbying
b. Mise en ligne sur le Site web du RPL
c. Partage des produits sur le Wiki du Réseau Plaidoyer et Lobbying
d. Insertion dans le Bulletin Araignée Info

Oudou Bengaly 28 août 2010

How to deal with an absence of time management among your local colleagues?

You have been preparing your class or workshop thoroughly and even yesterday your colleagues said they were looking forward to come. But at the agreed time and place, no one turns up. The director and his secretary are in another meeting, one of your colleagues went to his wife and kids who live in his home village, two others stayed at home without further notice and the only colleague you can find is very surprised to hear that you actually planned a session: “Oh, I thought you would give it tomorrow…”

This situation, largely drawn from my own experience of working as a Young Professional in Indonesia, will likely be similar to many Young Professionals’ experiences. Probably, differences in time management will be one of the most apparent and irritating parts of working in a different cultural context. And it seems almost impossible to overcome, as the difference of time management and time awareness emerges from a equally different worldview, that may be understood by the Young Professional, but can not be changed. In other words, getting mad or frustrated about it, will bring you nowhere.

Cultural differences about time
The biggest difference between time awareness in the Netherlands and Indonesia, is the ‘worth’ of time. Dutch often see time as something precious, because we often have many activities (job, hobbies, family and friends) that have to be fit into a limited time frame, so that it is essential to plan our daily lives as much as possible. Basic time management, whether learned at school and work or by having a busy social life, is a necessary precondition to be able to function in the Netherlands and people who can ‘make the most out of their time’ are envied and respected.
This basic sense of time management is completely absent in Indonesia. Time is viewed as something fluid, something abundantly at one’s disposal. Wasting time is not a crime. There is often no clear distinction between office time and private time, resulting in all kinds of flexible working arrangements. So, colleagues don’t show up for work, leave at any given moment without prior notice, meetings are filled with informal chit-chat and much time in the office is spent by just resting, smoking and drinking coffee. Is adjustment to this time frame the only possible solution not to become insane? How to deal with a different time management perspective?
Adjustment to the fact that your colleagues will pursue a very flexible time management, will be necessary. However, by trying to be very communicative yourself about where you are and what you are doing (for instance by text message or email), you might be able to convince some of your colleagues to do the same. But make sure you don’t expect too much from your colleagues, especially when you don’t know them well enough what to expect from them. To avoid frustration by the absence or lack of productivity by your colleagues, you can make sure that at least your own (work) plans are clear and adjusted to sudden changes and flexibility by others.

• As an example, you can stick to certain office hours yourself, thereby structuring your own activities.
• You could bring a book to an appointment, so that you can at least entertain yourself just in case you’ll have to wait longer than expected.
• Bring your laptop to a meeting, so you can try to work a bit while the meeting drags on for hours without making sense to you.
• Try to think of small tasks you could perform every time you’ll have to wait for someone else.
• Try to invest in yourself and your personal skills, even while others around you lazy around.
• Make sure you can at least feel good about yourself and your own achievements, it will help you to feel useful and accept someone else’s flaws.
  

The best thing to do is to accept and adapt. Be aware that your local colleagues will have another view towards time and therefore don’t expect them to behave as you would expect from a Dutch colleague. Also, don’t blame yourself or feel guilty for not being able to reach your own goals as a result of local conditions. When you are in the right state of mind and aware of your own tasks and your local possibilities to perform them realistically, you can avoid frustration, maybe even enjoy the flexibility of more relaxed working arrangements and make the most of ‘your time’ in the field.

Anton Quist

How to involve colleagues more in my work and my capacity development intervention?"

Young Professionals discuss experiences and challenges in an online Discussion Group.

Young Professionals are sent all over the world to work with ICCO partners. Although our job descriptions may be different, we all have in common that we are supposed to work on ‘capacity building’. We are supposed to bring knowledge and skills to the organisations we work with, and make sure that the people in the organisation take over your knowledge and are able to use it on their own as soon as we leave. The golden rule is: “When you leave they should be able to do it themselves”. But how to involve your colleagues in what you are doing, and to make sure that you are not working alone, is a challenge for many. Therefore, this theme was chosen in the latest D-group discussion round for Young Professionals. Seven Young Professionals, who are working and living in different parts of the world, exchanged their experiences and discussed the challenges they are facing. Many Young Professionals find it a challenge to directly involve their colleagues in their work. Some feel they are working on their own little ‘island’, others have the feeling that their capacity is just seen as a “cheap pair of extra hands” by the organisation they are working for. Often this goes hand in hand with an unclear demand for capacity building from the partner organisation. As a Young Professional you have to dig and dig further to find out what the actual need for capacity development is. As a result, young professionals experience that they have to define their own roles and tasks, instead of being able to answer directly to a task formulated by the partner organisation. Often, a partner organisation is not clearly communicating to a young professional what they expect from him/her. Therefore, young professional have to take the initiative to get things done, with little involvement from colleagues.

Different expectations from a capacity development intervention
From my own experience as a starter in Planning, Monitoring and Evaluation in Zimbabwe, I can truly relate to these challenges. Before I left, I found my job description very clear, and I thought it was obvious what the partner organisation was expecting from my capacity building intervention. But short after my arrival I found out that my job description might be very clear on paper, but that in practise the demand from the partner organisation, and from the colleagues is am working with in particular, was not very well defined. On the question “what do you want me to do in the coming six months and what are your expectations?” I did not get a clear answer. In the day to day work, I often felt that I was creating my own job, based on what I think was important, instead of working with involved colleagues on fulfilling their needs for capacity building.
During the D-Group discussion wit fellow Young Professionals, we found that prior to this situation/challenge is often the process in which the initial proposal for capacity building by a young professional is written. You find that often a proposal is written by a director or manager, without direct participation of all staff within the organisation. This may lead to little support base for the posting. A conclusion of the D-Group discussion is that most of the time, the parties involved (partner organisation, Togetthere, staff inside the PO, other stakeholders) have different expectations of the capacity development intervention. It takes a lot of effort and time for a young professional to find out what the exact expectations are and to find a balance between all these different expectations. It takes an average of 4 to 6 months to get to know the partner organisation, and your role and tasks in the organisation. It takes time to build trust with your colleagues. In the beginning they might be very much focussed on their own work, and it takes time for them to make time for you as a young professional.

Ways to involve your colleagues
During the discussion round, many ideas where shared on how to involve your colleagues. Most importantly, it is to build a good trust relationship with them. Approach your colleagues in an informal way (during tea breaks, in an informal setting), get to know them, find out about their needs and expectation and start building from there. Moreover, you have to build a good relationship with your supervisor, and get clear about his/her expectations and your expectations from the start. Plan moments of reflections and evaluation with him/her, so that you will keep on the right track and prevent losing sight of what is expected of you. In some cases you have to be very assertive to ensure that your supervisor, as well as other staff, make time for you and take you seriously. From my own experience I think it is very important to be this assertive, and take initiative from the beginning. If you don’t, you get lost, and it is too late to get back on track with the people you are working with.

Adjust ambitions to the situation
Personally, I think the most important conclusion and advice coming out the four week discussion round, is a very obvious and common shared one. Most of the time young professionals have very high ambitions and goals they would like to accomplish with the partner organisation. In all cases it is relevant to lower you ambitions and work with the situation that is there. Even when you think you have already lowered your ambitions and expectations, take it one step further. Especially is you are working for a short period of time (6 months), you can only succeed if your ambitions are in line with the situation on the ground. And usually, you can accomplish a lot less than what you intended in the first place, before you get on a plane to a tropic destination. But nevertheless, your work is always appreciated, and you have to keep in mind that a significant part of your intervention is your own learning experience, which brings a further in future jobs and/or capacity building interventions.

Lara van Kouterik

Young Professional Capacity development - Zimbabwe

Junior Experts Latin America meet in Honduras, 13 - 16 April, 2009

Sharing on the beach
From April 14th until 16th, five ICCO junior advisors come together in Honduras to exchange experiences about their work in Latin America. All of us are working with different partner organizations of ICCO in Honduras, Guatemala, Peru and Bolivia. It is the first time such exchange is being organized.

The objectives of the meeting are to learn, share and exchange so we can improve our work and ICCO’s Young Professional program in the future. Two of us have just started their work at their organization, two are almost at the end of their contract and one is just in the middle of it: a good moment to reflect and learn.

The different views from the ‘fresh’ beginners and the ‘more experienced ones’ on the shared issues were complementing and helping to challenge each other. This gave us some interesting results we will use when we get back to our organizations.

The first day just came to an end. Taking a step back from work helped to look at it from a distance. Being together here, all with our western background and sharing our learning processes gave us a special feeling of connection. And, last but not least, being on the beach in a tropical country surely helps to relax and reload our batteries for continuing our work!

Challenge and Success
Today, at the first official day of the meeting we have exchanged successes and challenges in our work and lives in Latin America. It was incredible to see that although we are working for different organizations, on different themes and in different countries, the challenges we face are so very similar.
Cultural issues are often mixed in our work and lives here. Often it is about finding a balance – between the expectations from outside as well as the ones you have created yourself. What do you do when a trustful Latino friend asks you if you can lend him money? What, if your colleagues do not communicate with you and they don’t react on your direct approach? How to keep good connections with ICCO and our families and friends in the Netherlands? And how to improve learning from other (ex) junior advisors? What do you do when your contract finishes and you are sent back to the Netherlands after two years of Southern tranquilidad?
There are a lot of questions, but fortunately many answers, too. Thanks to six actively thinking female heads in the South.

Getting to know the other by getting to know yourself
Today’s afternoon was a positive one. First we started with analyzing some of our success stories. What did you do that made you feel very good (not only about yourself, but more so about the capacity building process you started)? Various cases were shared with some very common ‘success factors’ like: patience, good planning and preparation, creating awareness on the importance of the process you are starting, support from the management and sensitivity to the local hierarchy and culture.
After that, the creative therapist amongst us, showed us some interesting insights, not only on ‘ what is creative therapy’, but also in ourselves and our ways of working. After the necessary creativity, cutting and sticking, we were asked to analyze how we cut, why we cut like that, how we placed the papers, and how this reflects who we are. It may sound silly, but it definitely opened our eyes. These types of creative workshops can be used to generate ‘self reflection’ or to organize team-building activities. Since it does not only reflect who we are, but also how we feel comfortable in a team.

Safety first
An unexpected, not so pleasant incident in Honduras was one of the main reasons for us, junior experts, to have this meeting in Roatan. All six of us have had our own experiences in safety issues. It’s interesting to see how we all adopt to the situation. Although sometimes still wondering and finding us in difficult circumstances, safety is always an issue and being in unsafe situation sometimes seems to be part of our daily life.
Exchanging our experiences helps us to reflect on what already seems normal to you and makes us wonder whether our situation really is that normal and what to do in extreme circumstances. Hearing stories of others makes us realize we are not the only ones finding ourselves in weird situations, where our safety and that of colleagues, friends, and acquaintances are at stake. When media cannot be trusted, and gossip is everywhere how can you make sure you are well informed about what’s going on? How can you define whether a situation is truly dangerous? And how can your attitude towards others influence their behavior towards you?
Through Skype we were able to talk directly to Sicko Pijpker to discuss our doubts and keep informed on ICCOs policy on safety matters. Although ICCO uses several tools to prepare juniors for their experience abroad, things can still be improved by including a gender aspect in safety issues and more information on local forms of violence and dangers. The decentralization of ICCO offers possibilities on keeping advisors abroad even better informed about the safety situation in the local area.
The local offices established in the south come with several changes, including for the people sent abroad. Whereas the regional safety program is still not clearly defined, the changes already show possibilities to improve the work and impact of the junior expert program. Advisors find themselves in a complicated situation with loyalty issues to both ICCO and their partner organization. Will PROCODE also be an opportunity for them to define (new) roles in their relationship with ICCO and their counterpart? Or would an external coach be the outcome? Or both?
Sharing our experiences makes us stronger. It enforces our feeling that we are not alone, but all in a quite similar situation. Face to face meetings like these enable us to share our stories, them being good or bad. It bonds us and renews our energy for taking our work one step further. But walking this path, we know whatever happens, always: safety first.

We should be proud of ourselves!
Yesterday was the last day of the three day junior expert meeting. And what a day it was! We worked all day and continued working late into the night. This time the activities were less centered on the sharing of experiences and more on formulating recommendations for ICCO.A big part of the day was spent on talking about the factors that support and limit a positive impact of the junior expert in the capacity building process. We formulated factors on the personal, organizational and environmental level (the organizations context). Especially the list of personal characteristics that support capacity building processes became quite long: flexibility, patience, knowing your limits, motivation, empathy, open attitude, ability to adapt, positivity, creativity, etc. We were amazed by the number of characteristics a junior expert should (in theory) possess. Of course some of these character traits you will learn along the way. We concluded that being a junior expert is not always easy and that we should be proud of ourselves.As the central theme of this meeting was learning, we also talked about the different learning instruments that ICCO provides for the junior experts. There are quite many; not all of them equally well known by us. We evaluated them all and formulated recommendations for ICCO afterwards. Of course the face-to-face meeting was one of the learning instruments that we evaluated. Our opinion of this meeting was unanimously positive. It is an excellent way to get to know other junior experts, exchange experiences, learn from others, and help ICCO to improve its junior expert program. For me, having just started with my work, the meeting was extremely valuable. Just hearing that others have experienced the same issues already makes a difference. And of course it was also just fun!

Anouk van Hoof - Junior Advisor Community Tourism, Peru
Ester Prins - Junior Advisor Sistematisation, Communication and Advocacy, Bolivia
Dirkje Jansen - Junior Advisor Documentation, Learning and Communication, Honduras
Marleen Willemsen, Junior Advisor Quality Management and Marketing, Guatemala
Johanna Pohlmann, Junior Advisor Creative Therapy, Honduras

Happy Capacity Building - 2008

Three advisors from the ICCO Capacity Assessment & Development group, Dirkje Jansen, Marleen Willemsen and Simon Koolwijk share their successes on capacity development in 2008.

Capacity development in Honduras

Empowered girls in Guatemala

This article has been compiled and written by Dirkje Jansen and can be found at the ICCO-cad wiki site (case studies) or you can read the article by double clicking at Happy Capacity Building 2008.

Transact analysis in Macedonia

Sustainable development in times of crisis: coaching and/or advising?

Introduction
The time that work in the international development sector could rely on merely ‘good intentions’ is far in the past already. What we want today is professional, result-oriented support. And, highly important: support needs to be sustainable.

Young Professionals supported by ICCO are working all over the world, trying to build up sustainable changes with ICCO counterparts within a period of 1,5 to 2 years. This task is not always easy. The organisations we work with often have problems that need to be solved urgently and there’s always a lot of work to do. Short-term tasks, being a stand-in for a colleague and crisis management are daily business. Being an advisor within such an organisation, it is sometimes difficult to escape from this daily business and to dedicate time and energy to long-term planning and capacity development. Several advisors feel the tension caused by this situation. You want to help, and therefore feel you can’t refuse assistance in reaching short-term objectives. But at the same time you know that you might be able to contribute more when working to serve more strategic goals. All are wondering what we could do to turn our work into a more sustainable support. How could we lift our support to a higher level of capacity development?

To find out more about this question, we analysed a case of one of the advisors.

Case
This case concerns a company that exports products of small-scale farmers in a developing country in Latin America. The company works with a local ngo, a partner of ICCO. The ngo gives the farmers seed credit, trains them to comply with quality and safety regulations for international markets, etc. The company links the farmers to supermarkets in Europe and the US.

Mini-squash, one of the export products

This concept worked well from the start in 1999 until the year 2005. The company was unique (first exporting vegetables), the market position was positive and the company was collaborating well with the ngo, which was doing very well at the time. In 2005, hurricane Stan and the strong rainfall afterwards destroyed the production of many farmers. Around the same time, a US client of the company only paid half the prices that were agreed upon. Because the company reacted slowly, the working capital was ‘eaten’ quickly. As a result, the company plunged into a crisis, without working capital and with many debts.

Snow peas, another export product

To solve problems, the director of the company reduced the fixed team to a very small team. He arranged small amounts of credit with several organizations and suppliers to be able to restart business. He changed marketing strategies. Since a convincing restart was not made, a junior advisor quality management and marketing was contracted through ICCO. In practice she was expected to save the company, in all areas, all departments. Until now, she reached several objectives; for example certifying farmers and the packing plant according to an international trading standard. Many things have been learned so far and colleagues are open for changes. Still, she feels that on a daily basis, she spends a lot of time on crisis management where she might in fact spend time more strategically working on long-term goals.
Learning questions: How can we, in a crisis situation, come to a higher level of capacity development?How can we make a sustainable difference that will stay when we leave?

Case Analysis
The advisor has tried several times to organize sessions on longer term planning, but it was cancelled each time: a sign that it apparently wasn’t a priority, or that the company and management team was not (yet) receptive for this level of planning.

Yellow summer squash, a popular export article

When looking a bit closer at the case we identified main problems that inhibit sustainable development.

1. Lack of money and working capital, which makes it very difficult to restart business.
2. There are many factors in the process that seem to be difficult to control and that come up unexpectedly. That’s why everybody is always working under high pressure.
3. Quick rotation of personnel. Therefore tacit knowledge is lost every once in a while.
Two necessities were identified in this case.
A: Help the business to survive (related to problem 1 and 2) and
B: Sustainable capacity building (related to problem 2 and 3).
The advisor is revising and controlling processes and communication very much, most of her time serving necessity A. Her help is often requested in this area. But, being busy with that, she doesn’t come to work at necessity B, which she thinks would be more important.
In the D-group this was recognised. Also, ICCO advises not to get trapped in a situation in which you are executing too much yourself, instead of being an advisor. Some advisors feel pressured by this.

Theoretical analysis: 3 coaching techniques
In this section, 3 theories are presented that could help advisors to get insight about the situation of the organization and to come to a higher level of capacity building.
1) Demoralisation or distortion of resilience
The company seems to have come in a phase of demoralisation[1]. Demoralisation is a situation of not being able to oversee the real problem and to make strategies to overcome this problem or to find ways to live with it. It’s thinking in terms of obstacles rather than in terms of goals. Demoralisation often occurs when there’s a misbalance between the carrying capacity and the burden. When the burden is heavier than the carrying capacity, the resilience of the company will come in danger like an elastic band that is overstretched.

The article warns coaches not to get trapped in the flow of the organization. Amongst others: advisors often tend to take over the problem, find solutions for the problem owner and execute things themselves.

What can we do about this? Define and limit the problem together. In this way we can make the burden clearer and so, lighter. At the same time the organisation must be coached to strengthen the carrying capacity. In this way a new balance can be found and the resilience healed.

2) Transactional analysis
Another theory that could be used to analyse a problem situation is the transactional analysis[2], a theory that could help to heal what went wrong in the past. It analyses relationships between people and identifies different roles that a person or organization can take. All fall back on the parent-ego position, the adult-ego position and the child-ego position, which are commonly present in any person, all at the same time. The theory can show insight in how a person behaves and could help to change problematic behaviour.

3) How to get the right person in the driver’s seat?
We discussed another theory: the ‘driver seat’ concept. It can be wondered who is in the drivers seat in this case. Who is finally taking charge? Coaching techniques using this model could help to guide colleagues to get them to take responsibility and avoid creating a dependency relation.

What elements of these theories are relevant for this case?
Demoralisation
In the case of the advisor, there is an opportunity to analyse the company situation with her colleagues using the demoralization theory as an example. What is the current burden and what is the carrying capacity? How are these related to each other? Is it quite an equal balance, or did it lose its resilience already?

This could show insight in the situation of the company and make a good start to find strengths and weaknesses, opportunities and threats that play a role in getting the organization in balance again. From this SWOT the advisor could start making strategies. Resulting in an action plan where the advisor could give her colleagues back responsibilities.

Processing

Transactional analysis
TA is developed by the Canadian Psychiatrist Eric Berne, MD (1910 – 1970). The transactional analysis theory might be applied on organizations as well. The company acts like it is still too much in its impulsive child-phase while it should already be more in an adult phase. Analyzing behaviour of the organization and identifying its patterns and positions could help the advisor to show it to the organization and to reflect on its own attitude. Which position is dominant and which one do we want it to be?

The article explains several tools that can be used to help a person to change behaviour. These tools might help the advisor to analyse and help the company to change it practices.

Driver’s seat theory
The advisor does not feel she is too much in the driver’s seat, but maybe spending too much time supervising the driver being next to her. Instead of that, she feels that she could improve the vehicle itself on the long run. What could she change within herself to….
- get her colleagues more in the drivers seat / letting them drive alone
- dedicate more time to sustainable long-term development?
One of the advisors referred to the problem of quick rotation of personnel, which she experienced herself as well. It is a risk that other driving people might leave the organization. She experienced that to avoid that the knowledge gained in the process is lost when personnel changes, an advisor can do a lot in writing. Writing manuals about themes related to work could be a concrete solution.

Transport of the vegetables

One of the advisors coaches advised not to worry too much about this theme: there are many ways too learn and teach. By doing things yourself and showing it to colleagues, or doing things together with colleagues, you can set an example. You can learn together and when you’ll leave, people can do it without you. This is also capacity development. So driving together can help the organisation to make people drive for themselves when you leave.
Furthermore, the writer of this article notices that we should not forget that there's a difference between coaching and advising. Where a coach takes distance, makes the ‘client’ reflect on his situation and guides him to change behaviour without doing things and picking up responsibilities, an advisor can be a person internal to the organization who collaborates in the daily work and can set an example. We should not forget that we are probably more advisors than coaches.

Conclusion: How to get to sustainable development?
In many organisations we can see people working hard and everything seems to be important and urgent. Things might work out differently (or better) if there would be some long-term structural changes, but sometimes, although everybody seems to see the need of it, in the end there is a lack of time and everybody just keeps on working the way they do, especially on short-term basis. But making this change isn't always easy, 1) because of this lack of time and 2) because you as an advisor have fit into and become adapted to the same system in which everything is urgent and important.

Taking some distance, letting things go and starting to wonder who is actually in the drivers seat can help the advisor to get a clearer picture of the situation.

Letting the people drive themselves, while you are close to the driver or work on the improvement of the vehicle, are important basics for sustainable development that stays when you leave.

Several tools from demoralisation theory and transactional analysis are available to analyse an organization and to start working on change on a higher level. Letting the organization reflect on its behaviour, identifying parent-ego, adult-ego and child-ego positions could help advisors to create self-awareness in the organization in the first place. Making the balance of the organizations’ burden and its carrying capacity could be a start to work on strategic change using the existing strengths, weaknesses, opportunities and threats.

Finally, there's a difference between coaching and advising. We should be aware that we are more advisors than coaches and therefore shouldn’t regret too much that we also participate in the execution of daily work. Also through giving an example in the daily processes we can work on capacity development.

[1] Nederlandse Academie voor psychotherapie (2006) Demoralisatie en weerstand en het draaglast/kracht model