Organizational Development Assessment of a Collaborative Rural Development Initiative: Knowledge Capture and Strategic Change Management
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Abstract
An organizational development analysis undertaken for the National Convergence Initiative for Sustainable Rural Development (NCI-SRD) in the Philippines adopted a knowledge management framework within a strategic change management process. The results yielded important strategic issues and strategies as options for the future of this government rural development initiative.
Based on knowledge capture employing action research the potential looks optimistic for NCI as an institution that will mainstream Convergence as a strategy for sustainable rural development in the countryside and even in other areas in the country, towards poverty reduction, increased incomes, and management of life forces. Such potentials outweigh NCI’s current weaknesses. This study therefore recommends that the NCI adopts knowledge management in a strategic change management process to act towards transforming its current state of organizational management into a more effective institution, thereby working towards its stability as an organization and a precursor of development strategies within the local areas.
A seemingly muddled understanding of function, role and mandate of NCI and other organizational weaknesses expected of a collaborative initiative show the need for knowledge capture through review, reflection, and taking action in a regular strategic planning process. Some options are offered by the study towards a vision and action of institutionalizing Convergence as a strategy for rural development, which can be adopted through a strategic change management approach.
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