THE ROLE OF PARTICIPATIVE STRATEGIES IN DEVELOPMENT COMMUNICATIONS

THE ROLE OF PARTICIPATIVE STRATEGIES IN DEVELOPMENT COMMUNICATIONS: INSPIRING COMMUNITIES TO OWN THEIR FUTURE – THE AFRIKA’S LEADERSHIP DEVELOPMENT INSTITUTE CASE STUDY BY RUI VICTOR CHIRINDJA 205037098

SUBMITTED IN PARTIAL FULFILLMENT FOR THE REQUIREMENTS TO THE DEGREE BACCALAUREUS TECHNOLOGIAE: INTERNATIONAL COMMUNICATIONS IN THE DEPARTMENT OF PUBLIC RELATIONS AND BUSINESS COMMUNICATIONS FACULTY OF HUMANITIES TSHWANE UNIVERSITY OF TECHNOLOGY

OCTOBER 2010 FIRST EXAMINER: MR. C P CILLIERS SECOND EXAMINER: DR. N PAPASTEFANOU

TABLE OF CONTENTS

PAGE

CHAPTER 1: FORMULATING THE RESEARCH PROBLEM 1.1 INTRODUCTION.................................................................................................1 1.2 CONTEXT OF THE PROBLEM...........................................................................1 1.3 GOALS AND OBJECTIVES OF THE RESEARCH..............................................3 1.4 TIME FRAME AND GEOGRAPHICAL DIMENSION............................................4 1.5 DEFINITION OF KEY CONCEPTS.......................................................................4 1.6 METHODOLOGY...................................................................................................6 1.7 DATA ANALYSIS AND STRATEGY.......................................................................6 1.8 VALIDITY AND RELIABILITY..................................................................................7 1.9 LIMITATIONS OF THE RESEARCH........................................................................8 1.10 CONCLUSION AND RECOMMENDATIONS..........................................................8

CHAPTER 2: LITERATURE REVIEW 2.1 INTRODUCTION....................................................................................................10 2.2 LITERATURE REVIEW...........................................................................................11 2.3 THIRD WORLD NATIONS – A BRIEF OVERVIEW................................................11 2.3.1 CHARACTERISTICS OF THIRD WORLD COUNTRIES.....................................12 2.3.2 ECONOMIC PROSPECTS OF THIRD WORLD COUNTRIES.............................13

2.4 THIRD WORLD AND MODERNISATION THEORY...............................................14 2.5 EMPOWERMENT IN DEVELOPMENT COMMUNICATIONS................................16 2.6 UNDERSTANDING PARTICIPATORY DEVELOPMENT.......................................17 2.6.1 PARTICIPATION AS INVOLVEMENT AND COLLABORATION..........................18 2.6.2 PARTICIPATION AS EMANCIPATION AND EMPOWERMENT..........................19 2.6.3 PARTICIPATION AS BEHAVIOURAL CHANGE STRATEGY..............................19 2.6.4 DEVELOPMENT SUPPORT COMMUNICATIONS..............................................20 2.7 FUTURE SEARCH...................................................................................................21 2.8 CONCLUSION.........................................................................................................22

CHAPTER 3: DESIGNING THE RESEARCH STRATEGY 3.1 INTRODUCTION...................................................................................................24 3.2 TIME FRAME.........................................................................................................25 3.3 POPULATION........................................................................................................25 3.3.1 ACCESSIBLE POPULATION...............................................................................25 3.3.2 TARGET POPULATION.......................................................................................26 3.3.3 POPULATION PARAMETERS.............................................................................26 3.4 UNIT OF ANALYSIS................................................................................................27 3.5 SAMPLING PROCESS............................................................................................27 3.5.1 SAMPLING TYPE.................................................................................................27

3.5.2 NON-PROBABILITY SAMPLING.........................................................................28 3.5.3 SAMPLING METHOD..........................................................................................28 3.6 DATA COLLECTION METHOD AND TECHNIQUES.............................................29 3.7 RELIABILITY AND VALIDITY.................................................................................29 3.8 MEASUREMENT.....................................................................................................30 3.9 CONCLUSION.........................................................................................................30

CHAPTER 4: GATHERING AND INTERPRETING THE DATA 4.1 INTRODUCTION.....................................................................................................32 4.2 DATA ANALYSIS.....................................................................................................33 4.2.1 THE PLURALITY OF INTERPRETATIONS..........................................................34 4.2.2 SOCIAL CONSTRUCTION OF VALIDITY.............................................................35 4.3 MEASUREMENT......................................................................................................35 4.4 FINDINGS: NARRATIVE STRUCTURE...................................................................36 4.4.1 INTRODUCING LEADAFRIKA..............................................................................36 4.4.2 ORGANISATION’S SERVICES.............................................................................41 4.4.3 ORGANISATION’S PROJECTS............................................................................55 4.5 CONCLUSION.........................................................................................................60

CHAPTER 5: INTERPRETATION OF FINDINGS 5.1 INTRODUCTION......................................................................................................61

5.2 OBSERVATIONS CARRIED OUT BY THE RESEARCHER.................................61 5.3 FINDINGS.............................................................................................................63 5.4 LIMITATIONS AND WEAKNESSES OF THE RESEARCH..................................65 5.5 CONCLUSION AND RECOMMENDATION..........................................................66 SOURCES CONSULTED

I the undersigned, hereby declare that this is my own and personal work, except where the work(s) or publications of others have been acknowledged by means of reference techniques.

I have read the guidelines regarding referencing techniques and plagiarism.

Signature: Name: Rui Victor Chirindja Student Number: 205 037 098 Date: October 2010

Witness: Name: Gisela Sherta Constatino Maite

ABSTRACT This project looks at the role that development agencies play in aiding the development of local communities as well as the participatory policies they use. The research is done through The Afrika Leadership Development Institute (LeadAfrika) using an in-depth interview with the managing director of the organisation.

LeadAfrika is an organisation that uses a participative technique of development communications called Future Search. This technique is used to get members of a said community to participate in the realization of a predetermined goal, which is negotiated, by the community under the supervision of the aid agency.

The goal of this project is applied communication research, as it aims to explore the organisation as a whole, the communication of its participatory strategies and the organisation’s involvement with its stakeholders.

This research project is motivated by the fact that yearly massive amounts of money are spent in aiding the development of local communities. However, much of these efforts are wasted due to the lack of effective communication. Therefore, a need arises for better participative strategies that look to the community as an active participant in the projects.

CHAPTER 1: THE RESEARCH PROBLEM 1.1 INTRODUCTION This chapter encompasses definitions of important concepts such as research methodology and the different techniques applied to carry out a comprehensive research project. In providing the context of the problem, a discussion relevant to the research project and a clear explanation of the stages of the research is observed. This includes a discussion on problem development, formulating the research problem, research questions, objectives of the research, research methodology or data collection plan, analysis strategy, recommendation and a conclusion.

1.2 CONTEXT OF THE PROBLEM The need for this project develops from the fact that year after year massive amounts of money are spent in aiding the development of local communities. However, much of these efforts are wasted due to the lack of effective communication.

Fortunately or not, most development programmes are often conducted under the supervision of one or more development agencies. These agencies may focus in a particular area of development at each time, which may include economic development, leadership development and capacity building, among others. Nevertheless, most organisations need some form of participatory policy based on the idea that participation is the approach to follow in order to achieve a democratic communication process.

De Vos (1998:409) asserts that, during the last 40 years development communications projects have failed, due to, among many reasons, the lack of knowledge of what community members perceived their roles to be. De Vos (1998:409) explained that instead of a bureaucratic and fixed hierarchical decision-making structure, a participatory structure has to be negotiated with the stakeholders in order to achieve an agreed demarcation of roles and tasks.

Because communities often do not participate in the planning process of development programmes, they lack the necessary understanding of the benefits that such projects 1

may bring. Furthermore, they see themselves as the means to a particular organisation’s objective rather than seeing themselves as the main catalyst for the desired goal.

Although communities should contribute to the decisions that affect their lives, it is not always possible for such an ideal scenario to occur. The problem of lack of capacity or competency brings to fore the conflict between a participatory democracy and the need for expertise in decision-making.

It is evident that development agencies of today need to play a subtle role and as De Vos (1998) explains it, communications practitioners should refrain from thinking that they have the authority to explain or solve communications problems in particular social contexts. Instead, it is the duty of the practitioner to steer communities into understanding their situation and solving their own problems, become aware of their own potential, regain their sense of dignity and take collective action for selfdevelopment.

This project focuses on the role that development agencies play in aiding the development of local communities as well as the participatory policies they use. The research is done through The Afrika Leadership Development Institute (LeadAfrika), an organisation that uses a participative technique of development communications called Future Search. The technique is used to get members of a said community to participate in the realisation of a predetermined goal, which is negotiated, by the community under the supervision of the aid agency.

For example, in participation for involvement and collaboration, a predetermined goal is a desirable future for all members of the community regardless of history, culture and background. The concept of Future Search is based on the perception that a prosperous future can benefit the entire community regardless of differences that may exist within the community. But in order to achieve this members of the community need to agree on the desired future and the aiding agency assists the community to achieve the objectives.

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MAIN PROBLEM To explore and describe the services and the participatory strategies of the Afrika Leadership Development Institute (LeadAfrika) – a cross-sectional qualitative case study.

SUB-PROBLEMS •

What are the basic participatory strategies of LeadAfrika?

•

What are the basic perceptions of LeadAfrika for providing its services?

•

How LeadAfrika interacts with the various stakeholders?

ASSUMPTIONS •

The descriptive participatory strategies of LeadAfrika work well.

•

LeadAfrika collaborates with other institutions in order to be effective.

•

The conceptual frameworks of the participatory strategies include behavioural change, co-optation and community empowerment strategies.

1.3 GOALS AND OBJECTIVES OF THE RESEARCH The goal of this project is applied communication research, as the aim of the research is to explore the organisation as a whole, the communication of its participatory strategies and the organisation’s involvement with its stakeholders.

The objectives of the research study are two-fold: they are exploratory and descriptive.

It explores and describes how the organisation and its services function as well as which participatory strategies are used in the organisation.

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1.4 TIME FRAME AND GEOGRAPHICAL DIMENSION The time frame for the research is over a short period, therefore, it makes use of the cross-sectional method. The commencement date for the project is February 2010 and the ending date is in October 2010.

Because this is a literature research, it will be conducted by means of an in-depth interview with the managing director of LeadAfrika, Dr. Hennie Cronjé.

This organisation was selected because of the wealth of knowledge it has in community leadership development as well as the use of the said participative technique, Future Search. An additional contributing factor is ease of access to the researcher, as the researcher lives in Garsfontein, in Pretoria and the organisation is based in Brummeria, approximately 20 minutes’ drive from the researchers place of residence.

1.5 DEFINITION OF KEY CONCEPTS In this section, key concepts will be discussed.

•

COMMUNICATIONS

Steinberg (1997:13) asserts that communications is a transactional process of exchanging messages and negotiating meaning to establish and maintain relationships.

•

DEVELOPMENT

Sonderling (2000:149) defines development as a particular type of social change that is aimed at improving the material and human conditions of the people and societies of the Third World by helping them to gain greater control over their environment.

•

DEVELOPMENT COMMUNICATIONS

Sonderling (2000:151) defines development communications as communications that promotes development by promoting education and literacy, providing information to 4

improve health care, family planning, agricultural production and better industrial productions.

•

FUTURE SEARCH

Sandrajanoff explains Future Search as a unique planning method used worldwide by hundreds of communities and organisations. The method enables large diverse groups to validate a common mission, take responsibility for action and develop commitment for implementation. The method is especially useful in uncertain, fast-changing situations when it is important that all parties have the same big picture in order to act responsibly.

•

LITERATURE RESEARCH

Literature research is seen as a “discussion of existing data and developments within a particular incidence or phenomena. It is aimed at revealing shortcomings, developments and ideas for future research in that field. Literature research usually shows the advancement of findings throughout time” (Bassarath, 2010).

•

DEPENDENCY

Dependency is defined as “an explanation of the economic development of a state in terms of the external influences – political, economic and cultural – on national development policies” (Sunkel. 1969:23).

•

PARTICIPATORY DEVELOPMENT

The idea of participation, which means sharing in joint action in development, is central concept in development communications. There are two main ways of interpreting the idea of participation in development: participation as involvement and collaboration and participation as emancipation and empowerment (Sonderling 2000:226). (Both these views will be discussed in chapter 2)

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•

KNOWLEDGE MANAGEMENT

Knowledge management deals with strategies and processes designed to identify, capture, structure, value, leverage and share an organisation’s intellectual assets to enhance

its

performance

and

competitiveness

(http://www.businessdictionary.com/definition/knowledgemanagement.html#ixzz13vLiNv 6D).

•

LEADERSHIP

The essence of leadership in an organisational role relates to establishing a clear vision and communicate that vision to others in order to influence them to follow willingly.

1.6 METHODOLOGY Methodology refers to the rationale and assumptions philosophy, which underlie a particular study relative to the scientific method (Mouton 2001:16).

A qualitative research design will be used for this project. The project will use survey research in the form of an in-depth interview with the managing director of LeadAfrika.

1.7 DATA ANALYSIS AND STRATEGY According to the website www.qsrinternational.com, qualitative research seeks the “why” and not the “how” of its topic through the analysis of unstructured information, these include interview transcripts, notes and feedback forms. It does not rely on statistics or numbers, which are dominant in quantitative research.

The website further explains that qualitative research is used to gain insight into people’s attitudes, behaviours, value systems, concerns, motivations, aspirations, culture or lifestyles. It is used to inform business decisions, policy formation, communication and research.

6

Qualitative research is the most suited for the kind of project at hand as the aim of the project is to explore and describe the functions of LeadAfrika as well as the participative strategies it uses. This necessitates that the data at hand is analysed qualitatively. In addition, this will aid in understanding procedures, creating frameworks and ultimately generate guidelines that will need to be implemented in the future.

1.8 VALIDITY AND RELIABILITY OF THE RESEARCH This project will look at a participative strategy, which is different from most methods that are still in use today, in the sense that this method firstly requires the commitment of the community members, their participation and allows the community to drive their development.

This method adds a very important sense of entitlement to the members of the community that in the end will see community members changing and adapting accordingly in order to succeed.

This research will contribute to the understanding of Future Search and the propagation of the method and will finally motivate more organisations to use the method.

The use of this method can contribute to savings of money that go to waste due to badly implemented projects that are often launched without the minimum consultation with the targeted community.

The validity and reliability of this project are augmented by the fact that an expert in the field of research methodology who will certify that the basic requirements of a research proposal have been met will first review the project.

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1.9 LIMITATIONS OF THE RESEARCH The main limitation of this project is that Future Search is a new concept and information is not readily available on the internet and in books. This mandates the researcher rely on organisations that are familiar with the subject. Often the organisations cannot assist immediately and the researcher than has to wait for long periods of time in order to get important information for the completion of the project.

It was further challenging as the researcher is employed full-time, which placed a huge strain on the entire project as this implied that the researcher often had to work on the project throughout the night in order to get the work completed.

1.10 CONCLUSION AND RECOMMENDATIONS This chapter brings to fore the context of the problem at hand. In identifying the problem, it was possible to see the issues affecting development of needy communities in the context of communications, its difficulties, its advantages and shortcomings.

Further, it gives a broad view of the role that development agencies play in steering communities to change attitude, which ultimately leads to their prosperity.

In systematically dividing the broader problem into smaller concepts and explaining their important features, this chapter has equipped the researcher with the skills to break up problems into small parts that are easier to study and understand. By applying this technique in different circumstances in life, the researcher will be able to avoid looking at a problem as too big to resolve. The attitudes and values that the researcher takes out from this chapter is that there is always a logical solutions to problems and the best way to resolve them is by paying attention to the small aspects in order to understand the big picture.

The shortcomings of this project is due to time constraints, the researcher was unable to do a focus group interview with at least 10 members of the community involved in leadership development to find out from them personally, how they have experienced 8

the participative strategies used by LeadAfrika. Further, this denied me the opportunity to ask the members of the participant community to do a comparative analysis from previous strategies implemented by other organisations, in situations where there have been different strategies.

In chapter two, a literature review of the research problem will be looked at and it will involve

collecting

more

information

on

development,

development

agencies,

communities and leadership among other development communication topics.

Chapter three constitutes designing a research strategy. This stage of the project is important as it involves gathering information from the main source, namely the Afrika Leadership Development Institute as well as from existing literature.

The information analysed from the units of analysis such as the institution and existing literature will be useful in giving a meaningful purpose to the research project since the information will be used in chapter four where the data is interpreted then classified into variables and presented with the help of qualitative methods and techniques.

Finally, chapter five gives an overview of the research project by discussing what has been achieved in every chapter. It will further describe and explain the services of the Leadership Development Institute as well as its participatory strategies.

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CHAPTER 2: LITERATURE REVIEW 2.1 INTRODUCTION Chapter two looks at the existing literature on the subject of Development Communications. It is the purpose of this chapter to present information linked to applied communications in community development. It focuses on issues such as development, the services and participative strategies of development agencies, expected outcomes and how to improve the effectiveness and sustainability of community development projects.

Furthermore, it is the aim of this chapter to rationalise the significance of the problem, identify relationships between ideas and practices, establish the context of the problem and combine different ideas into a single system.

It is important to understand the conditions that call for the existence of development agencies – such as the standards of living in disadvantaged communities being too low, the underutilisation of resources and the lack of knowledge to engage in sustainable development activities. For this reason, the research project explores the relationship between the agency and the community in which it operates by looking at the functions and participative strategies of the development agency.

The interest in this relationship arises from the fact that the organisation is understood to assist the community realise its potential. Therefore, it is imperative to investigate whether the relationship between the two is one that contributes to the achievement of the set goals.

The benefits envisaged by doing a literature review include enhancing and acquiring the subject vocabulary, understanding the structure of the subject and relating ideas and theories to application.

By the end of the chapter, it will be possible to distinguish what has been done from what needs to be done, identify methodologies and techniques that have been used and 10

place the research in a historical context to show familiarity with recent developments (http://www.ais.up.ac.za/med/tnm800/tnmwritingliteraturereviewlie.htm).

2.2.

LITERATURE REVIEW

Du Plooy (2009:63) defines literature review as a systematic and thorough survey of publications that are relevant to a research project. Researchers often start a literature review by consulting books and searching journal articles on the topic.

Research reports, dissertations and thesis often contain very useful summaries and critical evaluations of literature. Once the relevant literature has been collected, it is important to determine whether the publications are primary, secondary or tertiary sources. While conducting a literature review, the researcher devises a critical reading procedure that helps in guiding him to keep a relevant approach towards the topic under review. The main purpose of doing a literature survey will be to find material related to the conceptual focus of the research problem.

The literature review in this project starts with a background of the Third World. This will open the discussion, as by looking at the characteristics of the Third World one sees the need for aid and assisted development since Third World countries often have many natural resources but are unable to improve the lives of the people.

2.3. THIRD WORLD NATIONS – A BRIEF OVERVIEW The discussion of Third World countries is relevant for this study because the economic conditions of the operational area of the organisation share the same characteristics.

The term Third World nation refers to the economically underdeveloped countries of Asia, Africa, Oceania and Latin America who share similar characteristics that include, poverty, high birth-rates and economic dependence on advanced countries. The origins 11

of the expression Third World dates back to 1952 when it was coined by Alfred Sauvy referring to the masses of France in comparison to the First and Second World that were Priests and Nobles respectively. The term means that the Third World is exploited and has a revolutionary destiny. It ranks countries as non-alignment as Third World countries do not belong to neither the industrialised capitalist world nor to the industrialised communist (http://www.thirdworldtraveler.com/General/ThirdWorld_def.html).

2.3.1 CHARACTERISTICS OF THIRD WORLD COUNTRIES South Africa is a dualistic economy country, this means that it has services that can be found in both the developed and the Third World and because the organisation operates in Third World countries, the characteristics of these countries will be discussed below.

Countries of the Third World have similar characteristics including misshapen and highly dependent economies that produce primary products for the Developed World and that provide markets for their finished goods. Third World countries have traditional, rural social structures, with high population growth and widespread poverty. However, Third World countries can be different from one another as they are found in different stages of development. Furthermore, regardless of the poverty in the rural areas and suburbs; the ruling elites of most third countries are wealthy.

The similarity of conditions in countries belonging to the Third World is the result of the Third World being absorbed into the international capitalist economy. Western domination has brought with it the world market. Industrial capitalism disrupted traditional economies and societies by creating satellite states (sub-economies) linked to the West. These satellite states only have a few modern economic activities such as mining and/or agriculture, which are often controlled by foreign firms. This implies that most of the profits generated are moved to the West and the cost of the commodities produced in Third World countries is determined by large buyers in the economically

12

dominant countries of the West and finally all the income of Third World countries comes from the West (http://www.thirdworldtraveler.com/General/ThirdWorld_def.html).

Furthermore, in understanding the Third World, one needs to note its growing population. Because of the size of the population in the Third World, substantial improvements in living standards are minimal; in addition, the constantly increasing population

threatens

people

in

stagnant

economies

with

worsening

poverty

(http://www.thirdworldtraveler.com/General/ThirdWorld_def.html).

2.3.2. ECONOMIC PROSPECTS OF THIRD WORLD COUNTRIES Efforts to change the fortunes of Third World countries – including foreign aid – have simply failed. The United Nations Conference on Trade and Development held in 1971 in New Delhi advised that one percent of industrialised countries’ national income should be implemented in aiding the Third World; in 1972, in Santiago, it was determined that a set goal of six percent economic growth rate should be reached for the underdeveloped countries. However, none of these targets has ever been reached.

In addition, conditions of the people living in Third World countries have not improved and in some cases have deteriorated. Furthermore, for those countries that have experienced some form of economic development, it has not been fairly distributed among

the

population

within

the

nations

(http://www.thirdworldtraveler.com/General/ThirdWorld_def.html).

There seems to be a consensus – especially from the part of international agencies – that an overhaul is needed in order to improve the conditions of Third World countries.

In order to be successful this overhaul is to include urban and rural public work projects to attack joblessness and underemployment, institutional reforms essential for the redistribution of economic power, agrarian reform, tax reform and the reform of public funding. However, political and social obstacles to reform are enshrined in the nature of

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the

international

order

as

well

as

in

Third

World

countries

(http://www.thirdworldtraveler.com/General/ThirdWorld_def.html).

In South Africa, the situation is not different; while the country is better off compared to its African counterparts, the country also suffers from social and economic problems that are characteristic of the region. Although the government is committed to create jobs and galvanise poverty eradication, there is a belief that sustainable development projects that seek to develop leadership in the grass roots can also help in the fight against poverty.

2.4. THIRD WORLD AND MODERNISATION THEORY In putting the research problem in context, it is important to understand the nature of communities in need of intervention such as development aid and implementation of development strategies that include leadership development. Different theories have been developed while trying to understand the characteristics of the Third World.

Following is a summary of modernisation theory, which focuses on the demographics of the population rather than economic and political factors and provides insights in the characteristic of the people in Third World countries. This section is relevant to the research project because the work of LeadAfrika is firstly of a psychological nature. In studying the implications of illiteracy, aspirations, worldview among other psychological aspects of the communities, one will be able to understand the need for capacity building and for change of attitudes that are often discussed in development communication.

Modernisation theory suggests that Third World nations are poor and underdeveloped because the character of the people in these nations forbids development to take place.

Modernisation theory looks at the traditional values of the majority of the population of the Third World as obstacles to modernisation. To develop and modernise, it is 14

mandatory that the psychological orientation of the people, their values, attitudes and norms change (Sonderling 2000:63).

While it is true that the mentality of the people need to change, it is important to note that how the change is achieved is as important as the need for such change.

Melkote and Steeves (2001) identified the following characteristic traits of the population as the impediment to development: •

Mutual distrust – this refers to the belief that rural people were suspicious, evasive, uncooperative and distrustful of others.

•

Perceived limited good – it is a belief that rural people accept as true that all good things in life are limited and consequently a person can only improve one’s position at the expense of the another.

•

Dependence and hostility towards government authority – while rural people depend on the government to solve their problems at the same time there is a distrust of the authorities.

•

Family-oriented – family plays a dominant role in the life of rural people.

•

Lack of innovativeness – rural individuals refrain from adopting new ideas and have a negative view towards change.

•

Fatalism – this suggests that rural people believe that their destiny was predetermined and could not be change.

•

Limited aspirations – this refers to the lack of motivations for achievements.

•

Lack of deferred gratification – this is the belief that peasants lacked the ability to postpone immediate satisfaction in anticipation of bigger rewards in future.

•

Limited view of the world – rural people were not time conscious and were bound to their place and community and do not have orientation to the wider world beyond their immediate locality.

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•

Low empathy – this refers to rural people’ lack of ability to imagine themselves in new situations or places.

Modernisation theory defends that by changing these attitudes and values of the rural community, a foundation for a modern society is laid. This believe derives from the fact that modern science, technology and other modern institutions could not be successfully inserted on a traditional society whose members were uneducated, superstitious, irrational and unscientific in their thinking (Sonderling 2000:164).

Furthermore, empathy – which has been identified by Lerner (1964), as the ability of a person to imagine himself as being in another person’s position or role – is important for development. It is believed that empathy can be achieved through cultural diffusion and exposure to modernity from more developed societies. The mass media through its communication capabilities was considered the most important means for development and modernisation.

Taking into account the above discussion, it is important to realise that while the mindframe of people in underdeveloped countries need to change, the people in question need to understand and participate in the design of their future and need to agree that the chosen path is one that can benefit all in the long run. It is also important to note that different forms of education and communications can be implemented to provide positive results.

2.5. THE MEANING OF EMPOWERMENT IN DEVELOPMENT COMMUNICATIONS The construct of empowerment is often mentioned whenever the discussion of development communication takes place. In order to understand empowerment one needs to understand what power is. There is a need to consider the role of power and control in development theory and practice. It is understandable that power is constituted in a network of social relationships, there are several kinds of relational powers, and these include controlling power, power to generate new possibilities 16

without domination, collective power – power created by group process and power from within and the strength that inspires and energises others. Controlling power is highlighted for referring to those who have access to formal decision-making process. In order for real change to take place, power inequalities between marginalised individuals/groups and those who determine policies and aid decisions needs to be balanced, in addition, the other relational powers may assist in gaining greater controlling power (Melkote and Steeves 2001:36).

It is therefore important that

empowerment be established, as it will advance the sustainability of projects.

There are three overlapping dimensions of empowerment: personal empowerment – developing individual consciousness and confidence to confront oppression, rational empowerment – an increased ability to negotiate and influence rational decision and collective empowerment – collective action at local or higher level to change oppressive social structures. The nature of development communications almost dictates that the subject focuses on collective empowerment. This is due to the fact that the subject is concerned with direct social change in addition to the power inequalities among individuals, groups and organisations and for this reason the definitions of empowerment are linked to the creation and use of power for social change. Therefore, empowerment is defined as the process by which individuals, organisations and communities gain control and mastery over social and economic conditions (Rappaport 1981); over democratic participation in their communities (Zimmerman and Rappaport 1988); and over their stories (Melkote and Steeves 2001:37).

2.6. UNDERSTANDING PARTICIPATORY DEVELOPMENT COMMUNICATIONS Essentially, development communications ought to place people first, more so, in the perspective of poverty and natural resources management. However, governments do not possess all the resources to fulfil its responsibilities in promoting community selforganisation,

particularly

regarding

human

basic

needs

and

socio-economic

development. For this reason, it is normal to find communities that possess immense 17

natural resources but still live in extreme poverty. Another problem arises from the fact that when these communities are engaged by outsiders with the intention to steer the community out of poverty and into prosperity, the entire initiative has an outside-in approach rather than an inside-out approach.

Participatory development communications gains its relevance in development communications due to the situation outlined above. When it is used following the dynamics of local development, they encourage community participation with development initiatives through calculated utilisation of communications strategies.

Bessette (2004:1) states that community participation means facilitating the active involvement of different community groups together with other stakeholders including development and research agents and decision makers.

Over the years, development projects had an outlined plan that was imposed on the communities regardless of the stakeholders not understanding and not agreeing with the plan. This strategy did not work as communities were exposed to concepts and techniques, which were irrelevant to their situation. In trying to change this, development plans based on community involvement have been devised (Sonderling 2000:226). Following is a discussion of what they entail.

2.6.1 PARTICIPATION AS INVOLVEMENT AND COLLABORATION Participation in the context of involvement and collaboration deals with co-option of communities and their organisation to help put a predetermined development project into practice. Community participation by cooperation implies that elected members of the community participate in the decision-making process. This is common in development processes that are initiated by governments and aid agencies that identify the needs, plan the intended action and control the management of the development project. Awareness is created of the benefits of the development project and the 18

community is mobilised to be involved and work together in a development project that was not initiated by them (Sonderling 2000:226).

As participation is the core strategy of LeadAfrika, it will be explored in the interview and described in this project – it will therefore be applicable to the case study in this research.

The government controls this form of participation development and communities participate in a passive manner as they only provide information for the implementation of development decisions, which have been taken by bureaucrats.

2.6.2 PARTICIPATION AS EMANCIPATION AND EMPOWERMENT Participation in the context of emancipation and empowerment is based on the dialogue concept of Paulo Freire and is influenced by the dependency paradigm. These kinds of development projects are initiated, controlled and managed by the community and are aimed to transform and empower the people and make them self-reliant (Sonderling 2000:226).

This approach to participation is unpopular with governments and elites as it is considered revolutionary.

2.6.3 PARTICIPATION AS BEHAVIOURAL CHANGE STRATEGY This strategy aims at changing the behaviour of a group in order to achieve a specific development task and on enabling the group to achieve the development aim. Although the individual is a secondary target, this strategy is not mainly focus in individual actions.

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The assumptions influencing this strategy are that the individual will easily change their behaviour and attitude if they are part of group in comparison to when they are addressed individually. Furthermore, it assumes that change is brought about by changing the

behaviour,

group

standard,

leadership

style

of

the

influential

representatives of the group. The most important assumption of this strategy is that “individuals will more likely assist in development programmes if they were part of identifying needs and plan to accommodate those needs. This implies that decisions made during a participatory process can result in commitment to new tasks with new projected outcomes� (Du Plooy 2009:326) The conditions for the successful implementation of this strategy depend on members of the group being assured that their participation is meaningful, there should be a reward for participating, this reward can result from being part of the group and the individual should be actively involved in the decisions being made.

The conditions that interfere with the successful implementation of this strategy are one way communications between the organisation and the group, this type of communication alienate both parts of the project as there is no negotiation on the meaning of the messages. Another condition is time, because of deadlines agents are forced to work quickly and this does not allow them to involve the community. In addition, not all community members who are involved in the planning and executing the programme are in the position of making a contribution due to lack of capacity (Sonderling 2000:226).

2.6.4 DEVELOPMENT SUPPORT COMMUNICATION Development support communication is a discipline that was formed in order to bridge the communication gap in development projects. The objective is to make the development message more easily understood by the recipients. The development support communicator mediates the communication between the specialist and the 20

people and translates the difficult jargon of technical language into messages that are easily understood and are relevant to the local people. The latter is one of the main reasons for exploring this research.

Source: Mefalopulos (2008).

2.7 FUTURE SEARCH Future Search refers to a task-focused meeting that helps people realise their capability for action. It brings people from different backgrounds and different resources, 21

expertise, formal authority and needs into a singular conversation. Future Search encourages people to tell stories about their past, present and desired future; through dialogue, they discover their common ground and make concrete action plans (http://www.futuresearch.net) The design of such meetings is based on theories and principles tested in different cultures for the past 50 years. It is dependent on mutual learning among stakeholder as a catalyst for voluntary action and follow-up.

In order for the Future Search meetings to be successful, all the stakeholders need to be present and involved in the discussions. And before trying to fix a particular problems it is important that the entire situation is explored, it is recommended that everybody has a broad view of the issues the community faces and that everybody thinks globally but acts locally. Furthermore, common ground and focus on the future need to be the centre of the discussions while problems and conflicts need to be treated as information and not action items. Finally, self-management and responsibility for actions by participants before, during and after the future search is encouraged (http://www.futuresearch.net).

2.8 CONCLUSION This chapter deals with the advantages of a literature review in the research project. An outline of different topics relevant to the research problem has been made. This chapter comprises the knowledgebase of the research project and allows for interpretation and familiarisation with the topic.

A literature review is a good method of contributing towards existing research and gather information from scholars in the subject. In reading publications and articles on a topic, one is able to access up to date information and give valid information that is useful for the research project.

22

Chapter three constitutes a research strategy of the research project and this stage clearly defines the steps and methods to be followed in the research process.

23

CHAPTER 3: DESIGNING THE RESEARCH STRATEGY 3.1 INTRODUCTION This chapter is concerned with designing the research strategy for the formulated problem. The research design will constitute qualitative research techniques and it will take place over a week.

This project makes use of a cross-sectional design method because it is carried out over a short period. The objective of the research design is to explore and describe the functions and the participative strategies of the Afrika Leadership Development Institute.

The information to carry the study will be collected by means of a semi-structured indepth interview with the managing director of the organisation.

Planning of the research project and concepts such as the population, sampling methods that will be used, data collection methods and techniques, reliability, validity and a content analysis of newspaper articles constitute chapter three. A research design helps in giving a systematic layout of the steps to be followed during the research.

Du Plooy (2009:85) views a research design as a plan of how the research is going to be conducted, indicating who and what is involved and where and when the study is undertaken.

A qualitative approach will be used in designing the research strategy. The qualitative research approach is concerned with understanding particular situations, rather than generalising findings. The methods used in qualitative approach include case studies, in-depth analysis of interviews, recorded observations, documented communications, and include techniques such as symbolic interactionism. The data will be collected using a qualitative approach more precisely; a report of an in-depth interview will be recorded in a non-numerical form (Du Plooy, 2009:34).

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3.2. TIME FRAME The collection of data will be done from a sample of a cross-sectional design, which indicates that the research will be conducted over a short period, from February 2010 to October 2010. A non-representative sample of the units of analysis forms the accessible population, which consists of one development agency. The data will be gathered over an in-depth interview with the managing director of the organisation.

3.3. POPULATION For the sake of this project, population will be defined as a group of individuals or items that share one or more characteristics from which data can be gathered and analysed (http://www.investorwords.com/3738/population.html).

Defining the population is an essential part of posing the main question. While it is important to know the outcomes of the study, it is also important to know whether the study has been conducted on the correct population. It is important to know if the population studied is eligible for the study or not (Friedman, Furberg and DeMets, 1998).

In this section, the accessible population as well as the target population will be discussed.

3.3.1 ACCESSIBLE POPULATION Graziano and Raulin (199:112) define accessible population as the audience one has immediate access. The accessible population establish a demographic framework for the analysis. The suitability of the accessible population is a strong indicator of the feasibility of the study.

The accessible population is the Afrika Leadership Development Institute (LeadAfrika).

This organisation is the accessible population because it is located just approximately 25

20 minutes’ drive from the researchers place of residence, they are willing participants in the study and they have participative strategies in place, which will be studied.

3.3.2 TARGET POPULATION Target population is the population surveyed and from which information is desired in order to generalise the findings.

Because this is a pilot study, there cannot be a generalisation of the findings.

Furthermore, the logistic requirements for the performance of a research project on this topic that guarantees generalisation are enormous and almost impossible to undertake without some kind of financing or sponsorship.

The target population for this project are all the development agencies in South Africa and beyond. All the agencies who are in contact with people and who make use of participatory strategies since all development agencies in the world have as their objective some kind of change being it individual, group or organisational, than all these organisations constitute the target population.

3.3.3 POPULATION PARAMETERS The population parameters refer to the characteristics of the accessible population. In this research project, the population is an organisation/development agency that operates in various countries in Southern Africa and that has its head offices in Pretoria, South Africa.

The Afrika Leadership Development Institute initially known as the Centre for Leadership Development (CLD) was started by the private sector, its focus gradually steered towards leadership development mainly in the public and civil society sectors.

The organisation currently initiates and coordinates development initiatives using skills of experts with academic, business and research experience to facilitate appropriate 26

leadership development in the African context. The focus area of the organisation is leadership development training projects within various sectors. The organisation contributes to development in Africa through the training of leaders at various levels of society. The approach of the Afrika Leadership Development Institute is in line with South Africa’s vision of transformation and the empowerment of previously disadvantaged communities. The organisation attempt through its collaboration with strategic partners, and has led to considerable growth with leadership as a dynamic source of directions and energy for development.

3.4 UNIT OF ANALYSIS The unit of analysis is the centre of the research project it is the source for data collection and it is focal point of the research.

The unit of analysis in this project is Dr. Hennie CronjĂŠ, who is the managing director of the organisation the Afrika Leadership Development Institute as well as the leadership development manager for the organisation.

3.5. SAMPLING PROCESS Henning (2004:17) asserts that sampling is the process of selecting units from people or an organisation in order to form a population of interest. By studying the sample, one may generalise the results back to the population from which they were chosen. The sample drawn is non-representative.

3.5.1 SAMPLING TYPE The sampling type in this research project is a non-probability sample, as it does not involve random selection. Nevertheless, this does not mean that non-probability samples are not representative of the population but means that non-probability sample 27

cannot depend on the rationale of probability theory. In using a non-probability sample, it is not easy to represent the population well, and it is often difficult to gauge how well one has done. In applied social research, as is the case of this project, it is not always feasible, practical or theoretically sensible to do random sampling, in these instances a rage

of

non-probabilistic

alternatives

are

considered

(http://www.socialresearchmethods.net/kb/sampnon.php).

3.5.2 REASONS FOR USING A NON-PROBABILITY SAMPLING The reasons for using a non-probability sampling method includes the fact that it is convenient compared to a probability sample which would require that the researcher had a budget that would allow him to conduct the research and cover all the cost that would arise from moving to different locations including different provinces. Another reason is that due to this being a pilot study the researcher is merely looking for a quick, non-probability idea of the functions and participative techniques of development agencies.

3.5.3 SAMPLING METHOD The sampling method used in this project is convenience sampling. The sampling is convenient because the organisation, which is the accessible populations as well as the units of analysis are located close to the residence of the researcher making it convenient for the researcher to setup meetings and dislocating to the organisation without incurring major expenses. The second reason for using convenient sampling is that the research uses the qualitative research design and the researcher only wants to explore and describe the functions and participative strategies of the development agency. The researcher has an interest for development communications therefore the researcher is in search of understanding that is done through interpretation and symbolic interaction rather than generalisation and proving.

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3.6. DATA COLLECTION METHOD AND TECHNIQUES The research design in this project is qualitative research, it focuses on the logic of exploring the meaning-making processes. The qualitative research design places emphasis on meaning, language, and cultural experiences in social contexts. This research design is concerned with understanding particular situations rather than generalising findings.

The data collection method used in this project will be an in-depth interview with the managing director of the Afrika Leadership Development Institute. The in-depth interview is conducted in the offices of Dr. Hennie Cronje’. The interview is conducted in a semi-controlled environment as the researcher is in control of the questions that he will ask but not of the answers to these questions and the follow up questions arising from the answers.

The reason for doing an in-depth interview is that the objective of the research project is to explore and describe, for this reason, the best way to get descriptive information is by engaging with the manager of the organisation and allow him to answer long winding questions that will provide a huge amounts of feedback to the researcher. By having an in-depth interview the researcher will be able to read the body language, facial expressions and other non-verbal cues that can be used in the exploration and later, on the description of the findings.

In order to collect the data the researcher will make use of a tape recorder as well as a digital camera that will allow the researcher to later read the body language and analyse whether the first impressions that the researcher had during the interview were correct.

3.7 RELIABILITY AND VALIDITY To establish the reliability and validity of the research project, the researcher will make use of an inter-observer reliability test. Furthermore, the reliability of the research is

29

confirmed as the project is monitored by the lecture of research methodology who is a professional and specialist in field.

Furthermore, the validity of the in-depth interview is guaranteed by the fact that the interview is based on a proven method suggested by Du Plooy (2009). The questions used on the interview are adaptations from those suggested by Du Plooy (2009:332).

Validity is the process wherein a piece of research measures what it aims to discover or how it reflects the reality it claims to present. Validity in this sense is a concept drawn from the positivist scientific tradition and needs specific interpretation and usage in the context of qualitative research. Social scientists have developed their own way of measuring concepts such as attitudes, behaviour, emotions and personalities and these include surveys and interviews (De Vos 2002:19).

3.8. MEASUREMENT Henning (2004:66) defines measurement in communication research as a process of identifying variables being studied and then assigning unique numerals to the variables.

An important characteristic of the nominal level of measurement is that sub classes in which the variables are divided are exhaustive. Measurement is the process of observing and recording the observation, which are collected as part of the research effort.

3.9 CONCLUSION Designing the research strategy has serious benefits when doing a research project. It allows for the seamless completion of the project while follow a pre-set guideline. It allows for a great efficiency has the research strategy is a general guide of the steps to follow and methods to use while working on the project.

30

While working on a research design it is evident that an overview of the research topic is being given. All the most important aspects of the research are covered such as the population, the sampling methods and the units of analysis are being studied.

This chapter also offers some important explanations to why things are done following a certain principle or method, which assist with a logical explanation for the entire project.

In chapter four, the data gathered from the in-depth interview will be analysed; because the research design is qualitative research the data will be presented in a logical manner. Furthermore, the data will be interpreted in order to summarise the findings of the research problem.

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CHAPTER 4: GATHERING AND INTERPRETING THE DATA 4.1 INTRODUCTION Chapter four comprises the gathering and interpreting of the data for the research problem, which is concerned, with the exploration of the services and the participatory strategies of the Afrika Leadership Development Institute. The data collection process used for this project was an in-depth interview aimed at gathering descriptive information regarding the services and the participatory strategies of the organisation.

The findings of the data collection will be presented by means of narrative summary, which will include quotes from the respondent from the in-depth interview. The processes followed for the interview include the seven stages of an interview organisation. These stages have been summarised by Kvale (1996): •

Thematising – this is concerned with the formulation of the purpose of the investigation and description of the concept of the topic to be investigated before the interview.

•

Designing – this is concerned with planning the design of the study.

•

Interviewing – this is the actual interview, which was based on an interview guide and with a reflective approach to the knowledge sought.

•

Transcribing – this is the process of preparing the interview material for analysis and incorporates the transcription from oral speech to written text.

•

Analysing – it involves the decision of which methods of analysis are appropriate based on the purpose and the topic of the investigation and the nature of the interview material.

•

Verifying – this involves the generalisability, reliability and validity of the interview findings. However, this study is not concerned with the generalisation of the findings, as it is a pilot study. Reliability and validity in the context of this project 32

have more relevance, as they are concerned with the consistence of the results and if the interview investigated what it set up to investigate respectively. •

Reporting – this is the core of chapter four, it entails the communication of the findings of the study and the methods applied in a form that respects scientific criteria, is ethical and culminates in a readable product.

4.2 DATA ANALYSIS The aim of in-depth interviews is to obtain detailed information as it delves into the reasons behind the answers, opinions or emotions of the responded. And contrary to the believe that qualitative research methods alone are not enough to present a sound research, qualitative methods have a place in the practice of scientific research.

Kvale (1996) discards the positivist’s advance that views qualitative research as unscientific because it does not try to eliminate all influences affecting the researcher.

He states that qualitative research has no business to seem objectively, as objectivity in itself is a subjective concept.

Nevertheless, Du Plooy (2001:181) outlines limitations of in-depth interviews and identifies bias as a central problem. She reckons that an interviewer may hold a biased opinion towards the interviewee for various reasons but mainly demographic (race, salary, age, gender). However, the nature of this study is not one that pries on issues of a personal nature, it is the aim of this study to explore and describe the functions and participative strategies of the organisation with the long-term goal of adding to the existing literature on the subjected and therefore improve the operating conditions of such organisations.

Another problem of in-depth interviews is that they can be costly when travelling and accommodation costs have to be taken into account and in situation where the researcher employs an experience to perform the interview. However, this is not the case for this project as the interview is performed by the researcher and the travelling 33

distance from the researcher’s flat to the location of the interview is +- a 20 minutes’ drive by car allowing the researcher to save on the cost of accommodation.

Similarly, Du Plooy (2001:181) has pointed out the advantage of in-depth interviews to include the fact that interviews are flexible and can provide the researcher with fresh and detailed information, which the researcher may have not predicted. The possibility to clarify unclear questions is also present because an interview is a dialogue between the researcher and the respondent. In addition, since there is a possibility for the establishment of a relationship between the researcher and the respondent, this enables the researcher to contact the respondent at a later stage during the interpretation and analysis of the data. Moreover, additional information can be obtained by asking follow up questions.

To add to qualitative research interview, is the fact that it can also be objective by allowing the interviewee to speak therefore expressing the real nature of the research matter? For this reason, Kvale (1996) concludes that an in-depth interview is not a subjective or an objective method because its essence is intersubjective interaction.

Qualitative methods have a place in the practice of social research and a linguistically constituted social world justifies the use of qualitative interviews as a useful tool.

4.2.1 THE PLURALITY OF INTERPRETATIONS Kvale (1996) has identified the five main methodological stances for the analysis of meaning in in-depth interviews to include condensation, categorisation, narrative structuring, interpretation and an ad hoc approach. For the sake of this project the method narrative structuring, which is concerned with the creation of rational interpretation of the facts will be used. This will allow the researcher to rationally interpreted the findings and describe them in a logical manner.

34

4.2.2 SOCIAL CONSTRUCTION OF VALIDITY De Vos (2002:19) depicts validity as the process where a piece of research reflects the reality it claims to represent. Validity is drawn from the positivist scientific tradition and needs specific interpretation and usage in the context of qualitative research. Social scientists have devised means to measure concepts such as attitudes, behaviour, emotions and personality traits by means interviews.

Furthermore, Kvale (1996) points out that in social sciences results should be generalisable, reliable and verifiable in all stages. For this project, communicative validity is obtained by validating a knowledge claim in the dialogue of the interview. In addition, the realistic validity of this project is achieved when the results of the research lead to the desired long-term effect, which is to increase the literature on the subject and improve the operating conditions of development organisations.

4.3 MEASUREMENT Du Plooy (2001:169) explains that measurement is a central part of analysing and testing hypothesis, theoretical assumptions and summarising data obtained in research.

There is a need in social sciences for measurements, which enable people to compare and rank observations.

For the sake of this project, nominal scale or level of measurement will be used. The nominal scale is a qualitative level of measurement and is used when variables have values that have no mathematical interpretation and they differ in quality but not in amount (http://www.activecampaign.com).

Moreover, for the sake of this project, a combination of discrete and mutually exclusive categories will be used. Discrete categories will be used to analyse concrete notions.

This will be used when interpreting the functions of the organisation. For example, the organisation either operates in a certain geographical area or it does not; this value cannot be in between.

35

In relation to the mutually exclusive category, measurement is concerned with something that is not measured by other categories, hence the word exclusive. In this case, the nominal category is used in an interview with the managing director of the organisation LeadAfrika who offers services to communities and uses participatory strategies. The researcher aims to explore whether the participatory strategies are helpful and describe them in order to aid other organisations to use the same strategies or improve them.

4.4 FINDINGS: NARRATIVE STRUCTURE Narrative structure can be defined as a method of qualitative research in which the researcher listens to the stories of the research subjects, attempting to understand the relationships between the experiences of the individuals and their social framework’ (Jonas, 2005).

For Kvale (1996), narrative structuring interprets the data and creates coherent stories, which become the findings of the research.

4.4.1 INTRODUCING THE AFRIKA LEADERSHIP DEVELOPMENT INSTITUTE In this section, the researcher will look at what makes the Afrika Leadership Development Institute the organisation that it is. This section includes information such as the background of the organisation, its mission, vision and philosophy; its approach as well as the people who constitute the organisation. •

BACKGROUND OF THE AFRIKA LEADERSHIP DEVELOPMENT INSTITUTE

The Afrika Leadership Development Institute developed from the realisation by the private sector that there was a need for fostering leadership competences among members. The Afrika Leadership Development Institute was then created under the

36

name the Centre for Leadership Development and it operated in partnership with the University of Pretoria in 1999.

Over the years, a gradual shift of the scope of the organisation towards developmental leadership training with focus in the public and civil society sectors could be noted. And in 2004 the organisation relocated to the Council of Scientific and Industrial Research (CSIR) Campus and was registered as a section 21 (a non-profit organisation) under the name, The Afrika Leadership Development Institute. Additional changes to the make-up of the organisation includes the shift towards a multi-university setup which combined initiatives from universities of South Africa, universities from other African countries as well as international alliances with centres of teaching.

The modus operandi of LeadAfrika is one that combines the skills of academics, business and research experience from the associated universities and institutions.

With this approach, the organisation is able to facilitate appropriate leadership development that addresses the challenges of organisation in the African context.

Furthermore, the approach of the organisation conforms to the initiative of transformation and the empowerment of previously disadvantaged communities.

•

LEADAFRIKA’S MISSION, VISION AND OBJECTIVES

The Afrika Leadership Development Institute’s mission is concerned with making a meaningful contribution to development in Africa, by means of leadership process and network

capacity

building

that

enhances

government

and

public

leadership

development in the African context. The organisation also places importance on the creation of sustainable local economic development interventions.

In its quest for a broad social development, LeadAfrika also aims at accelerating the empowerment of women through leadership development initiatives and promotion of youth development through leadership training.

37

An additional mission of the organisation is the empowerment of communities to create, own and promote their destiny relating to sustainable development through their participative strategies.

In line with economic development, LeadAfrika seeks to create leadership capacity for sustainable development in accordance with Accelerated and Shared Growth Initiative for South Africa (AsgiSA) and the New Partnership for African Development (NEPAD) programmes. Furthermore, the organisation facilitates enterprising and institutional development for SMMEs, cooperatives, CBOs and NGOs integrate private, public and community-led initiatives for development, develop and implement strategies effectively.

The focus of the institute is on creating developmental leadership capacity in local government and communities, and influences others through leaders who shape the leadership development discourse and practices in the region.

The vision of the Afrika’s Leadership Development Institute is to be a leader in development and the development of leaders with focus on capacity building in local, provincial and national governance structures. Its vision extends to the creation of an energetic force for the empowerment of civil society as a driver for socio-economic development aiming at alleviating and eradicating poverty.

Finally, the institute wishes to create an African development network with global connectivity and become one of the core sources for entrepreneurial leadership sciences.

The main objectives of the Afrika’s Leadership Institute are to contribute to excellent leadership capacity in a local African context, in accordance with sound theory and practice through leadership development in national and local government. By making use of integrated leadership solutions for socio-economic development, while building capacity through transfer of developmental leadership and entrepreneurial skills, particularly for youth and children.

38

An additional objective is to embark on interventions that aim to reduce poverty and unemployment with focus on marginalised communities. Develop leaders within local communities and civil society organisations. Develop partnerships with local governance structures including traditional leadership on local economic development and economic growth through leadership development.

Moreover, the organisation aims to inform its objectives through participative research, impact studies and assessments in a development context. •

ORGANISATION’S FOCUS, PHILOSOPHY AND APPROACH

The focus of the organisation is targeted leadership training to the public and civil society sectors. On the one hand, public sector training stresses the leadership requirements for successful service delivery and socio-economic development outcomes. On the other hand, civil society training stresses economic development and its impact in creating sustainable income and employment opportunities with particular emphasis on the empowerment of women and youth.

The approach of the organisation to leadership training is based on participatory involvement, the encouragement of local ownership of processes and the collective responsibility on outcomes. The organisation also focus on interactive action learning and a realistic approach that deals with actual problems and challenges that build a practical understanding on the ground.

The philosophy of the organisation is to use leadership programmes and projects that are contextual, systematic and integrated. The programmes and interventions of the organisation include personal development, community and institutional leadership capacity building based on growing inclusive, innovative and ethical transformational leadership competencies at all levels of society. The programmes and interventions are also based on learning that mostly relates to constructivist, practical and social learning approach that is outcomes based.

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•

THE AFRIKA LEADERSHIP DEVELOPMENT INSTITUTE TEAM

The Afrika Leadership Development Institute team is made up of board members and leading team members. Following is a brief description of each of the board members as well as the leading team members.

•

BOARD OF DIRECTORS

A board of directors made up of the following people governs the Afrika Leadership Development Institute: Mr Enoch Velile Gxawala (MA: Management and Organisational Learning and PhD in Leadership Studies) Director and Chairperson of the Institute. Mr Enoch is in the process of completing his PhD in Leadership Studies focusing in transformation in Africa. He is experience include holding managerial positions in different companies with responsibilities ranging from human resources, management development and industrial relations.

Dr. Sibongile Muthwa (Degree in Public Administration and a Doctorate in Business Administration) with more than 20 years’ work experience, Dr. Sibongile is the currently serving her second term as the director general of the Eastern Cape Province. Her previous experiences include being a director of Fort Hare institute of government and several other boards.

Mr. Stanley Harman (Med by research and completing a DPhil on Public Private Partnership) with more than 39 years’ work experience, Mr Stanley is a programme director of the Leadership Centre at the University of Natal, a board members of the international partnership network and a member of the steering committee of the Ilimo Network.

Professor Erwin Schwella (PhD in public administration) Prof Erwin is a senior lecture at the University of Stellenbosch. He has more than 29 years working experience,

40

serves as an advisor to all spheres of South African governance, and has consulted in international and national executives and governance institutions.

Mr Caswell Sipho Makama (B.Sc. Agriculture degree with majors in Animal Health and Animal Nutrition) He has held jobs in several industries, including beverages, fashion eye ware, petroleum, construction, and Free State Development Council.

Professor Valiant Clapper (BAdmin, Honours Degree in Administration, a MAdmin and a DAdmin) with more than 28 years’ work experience, Professor Valiant is the vice Dean of Management at UNISA. He trained in Public Management and published work in the fields of public administration, ethics, citizen participation and organisational culture.

Dr. Hennie Cronjé (B.Com MBA DBA) the founding member and the current operational director of the Afrika Leadership Development Institute. His work experiences include holding managerial positions in several companies in the construction, engineering and manufacturing industries. He was responsible for training, management development, strategic development and competitiveness in a major South African Group of companies.

4.4.2 ORGANISATION’S SERVICES This section focuses on the services of the organisation. These services are in the form of programmes with different objectives, which use small variations of a bigger strategy, Future Search. The service offered by the organisation focus mainly on skills necessary for sustainable development.

•

WOMEN IN LEADERSHIP

The purpose of this programme is the development of leadership capacity to facilitate mainstream gender, equity and empowerment support within the organisation. In 41

addition, the programme aims to lead change and transformation processes and promote a learning and growth culture within organisations. It is an intention of the programme to develop a cadre of competent managers and leaders showing personal leadership, who can translate the strategies of the organisation into action. Ultimately, this programme helps women to become the owners and promoters of their own careers and for them to develop a leadership knowledge network in the organisation.

The target clients for this project are groups of existing and emerging women leaders at the strategic apex level, operational management level and the technical and functional leadership level.

In order for this programme to be effective, it makes extensive use of group discussions, case studies and exercises. Therefore, the recommended group size is between 15 and 25 participants.

The duration of the programme is over 6-8 months where a 15-day contact programme is divided into seven modules of two to three days each. Nevertheless, shorter versions of the programme are also available.

The content of the project pays particular attention to the role of women and the challenges for women managers and/or leaders in the organisation. The modules are supported by individual and group follow-up and support section.

Following is a breakdown of the modules: •

Module 1 (3 days): personal leadership and self-management in the organisation

•

Module 2 (2days): the nature and content of leadership work

•

Module 3 (2 days): gender transformation in the organisation

•

Module 4 (2 days): providing direction for organisational effectiveness

•

Module 5 (2 days): mobilising and capacitating productive teams and individuals

42

•

Module 6 (2 days): aligning the organisational structures, systems and processes for results

•

Module 7 (2 days): leading positive change and transformation towards performance excellence

The delivery of the programme is done the Afrika Leadership Development Institute and its partners. It is a guiding coalition consisting of representatives from the participants, the organisation, and LeadAfrika. The programme is supported by expert coaching and mentoring.

The design of the programme is based on the strategic issues of the organisation, the objectives for leadership development and the needs of the participants as individuals, as women, and as members of the organisation. The organisations commitment to follow-up and in its internal support as well as the knowledge base of the institute and its network is also taken into consideration.

This programme is governed by the principle that the objectives and priorities of the programme are linked to the strategic issues facing the organisation. The content is aligned within the context of the organisation.

The desired outcomes of the programme is that participants show increased managerial leadership

competencies,

initiate

a

process

of

innovative

development

and

improvement of the performance of the work units for which they are responsible. It is also necessary for the participants to be in a clear process of accelerated learning and development and have initiated a personal leadership development plan.

The quality assurance, assessment and accreditation of the programme are a virtue of the Afrika Leadership Development Institute being in partnership with a number of higher learning institutions, which are accredited as multi-purpose providers. These organisations are registered with the Council on Higher Education (CHE), and the permanent sub-committee on the CHE that acts as the quality assurance body for higher education programmes. Accreditation is done at the NGF level 5-7 with the 43

relevant partnering institution of higher learning. Furthermore, LeadAfrika is temporarily registered with the Services SETA while it awaits permanent registration.

The implementation strategy derives from the fact that skills and competency development takes place on an action-learning basis. Moreover, a well-integrated learning support basis is established consisting of a knowledge bank allowing for learning dialogues, e-learning, self-assessment and where needed other appropriate activities.

To conclude, the learning process of the programme is primarily experiential in nature and provides for varied learning styles and learning domains. The approach of the programme is one focused on the immediate needs of the individual delegates, their projects and responsibilities and the involvement of the organisation. Consequently, various forms of feedback are built into the programme to assist delegates in their learning processes. •

CENTRE FOR ENTERPRISE DEVELOPMENT

This programme was developed by one of LeadAfrika’s international partners, the International Trace Centre (ITC) based in Geneva Switzerland. Moreover, it is a joint project of the World Trade Organisation (WTO) and the United Nations (UN). ITC is a development partner, which responds to enterprises growing, need to develop skills in supply chain management.

This is a user-friendly, practical and impacting programme and covers all aspects of the supply chain, and helps organisations to take advantage of new opportunities, reducing the enterprises total purchasing and supply chain costs and establishing new international networks.

This programme provides the tools and resources needed to develop innovative approaches to Supply Chain Management and to succeed in a global environment.

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This is a comprehensive and modular based local and International Purchasing and Supply Chain Management (IPSCM) programme, and cover all the stages in the purchasing and supply chain management process. It consists of 12 core modules and other different supplementary modules.

The target clients for this project are present as well as future managers and specialists responsible for purchasing and supply chain management, ranging from large multinational corporations to small and medium enterprises.

The programme is presented by a network of highly qualified ITC partner institutions locally and internationally (where applicable).

Some of the benefits of this programme are that an international recognised certificate in International Purchasing and Supply Chain Management is awarded upon the completion of modules 1-6. This is also applicable for modules 7-12 where an internationally recognised advanced certification. However, in order to receive an international recognised Diploma a further three supplementary modules and an 8000 to 10000 words assignment need to be completed.

With a diploma in IPSCM, the holder can apply at one of ITC’s Identified accredited universities for a MBA programme in IPSCM. The modules covered in this programme include: •

Module 1: understanding the corporate environment

•

Module 2: specifying requirements and planning supply

•

Module 3: analysing supply markets

•

Module 4: developing supply strategies

•

Module 5: appraising and short listing suppliers

•

Module 6: obtaining and selecting offers

•

Module 7: negotiating

•

Module 8: preparing the contract 45

•

Module 9: managing the supply contract and supplier relationships

•

Module 10: managing international logistics

•

Module 11: managing inventory

•

Module 12: measuring and evaluating performance

•

Module 13: environmental procurement

•

Module 14: group purchasing

•

Module 15: e-procurement

•

Module 16: customer relationship management

•

LEADING WITH A VISION

The purpose of this programme is to equip councillors to make a difference in trying to provide a better life for all, to lead with a vision, passion and commitment; to lead combating poverty alleviation, HIV/Aids and crime and to improve service delivery and education.

Part of this project is to inspire leaders to have a personal mission, ethics, beliefs and values that allow them to continue to pursue the greater good. And qualities such as self-awareness, personal leadership, courage and actions can transform them into social capital that can be beneficial to the entire community.

In the process of inspiring councillors to be leader, the following points are observed: •

Application of concepts of leadership – participative democracy, service delivery, local economic development and poverty alleviation

•

Creating meaning and trust

•

Relationship management

•

Diversity and leadership effectiveness – culture, rights and responsibilities, gender, beliefs, assumptions and prejudices

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•

Development of leadership skills – learning in action, mentoring and managing mentors, problem solving and decision making, knowledge and information, reflection and feedback

This project runs on the principle of mutual respect between cultures, humanism, caring, sharing and compassion while respecting generally accepted protocols and etiquette.

In inspiring this kind of leadership, the organisation foresees a future wherein leadership provides direction for the community as a result of a shared vision, action plan and commitment; while creating an empowered community, aligning constituencies and processes, and leading change and transformation. •

LEADING ORGANISATIONAL EFFECTIVENESS

This programme addresses the challenges faced by municipalities, which are related to the ever-increasing demand for improved service delivery, the creation of conditions conducive to poverty eradication and the need for effective leadership in local government.

Experienced trainers facilitate the learning process and in most instances, the work and context of the participants serve as the basis for the development. In addition, this programme improves personal effectiveness, which leads to quick gains in organisational improvement. The objective of the programme is a learning culture with continuous improvements.

The purpose of this programme is to enable participants to gain knowledge and insight in important aspects of leadership in a public management context, and to help them identify ways in which they can apply such knowledge and insight within their roles and to learn to become effective transformational leaders in the process of increased effectiveness in local government.

This programme is divided over six modules, which are discussed below.

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• Module 1: Leadership (two sessions) Session 1: The Leadership Process The desired outcomes of this session include demonstration of knowledge and understanding of the context and requirements of local government, the nature of the leadership process and the roles of authority, power and influence in political leadership. In addition, knowledge and understanding of adaptive challenges and technical tasks and the role of leaders and transformational leadership as a specific leadership relationship towards improved service delivery needs to be visible.

For this programme material is provided as inputs for reading and these cover topics such as the context and role of municipalities in service delivery, leadership within democratic systems, its nature and key tasks as well as the nature of power, authority and influence in public leadership. Furthermore, political and economic collectives and the challenges facing them, the nature of adaptive challenges versus technical challenges and the demands placed on the leaders; change versus continuity all make part of the covered topics including the transformational leadership and transactional leadership and the context in which they improve organisational effectiveness.

Session 2: Leadership and Personal Identity The desired outcomes for this module include the demonstration of knowledge and understanding of how personal identity, as reflected by personal principles, abilities, interests and goals influence leadership behaviour. This module also clarifies personal principles and goals and their relationship to the leadership role and knowledge and understanding of the importance of mindful action in effective leadership – promoting courage to act, self-understanding and understanding of others. Furthermore, it promotes the understanding of how to use personal learning moments in day-to-day activities to strengthen leadership behaviour and use it to develop a personal leadership charter.

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The material supplied for this module is used during discussions and for further reading covering topics such as leadership as a function of personal voice reflecting principles, goals, abilities and interests and commitment to service. It also includes the principles, values, their key role in personal responsibility, and the development, leadership as a product of personal experience and growth and mindfulness as a key aspect of selfdevelopment and leadership effectiveness.

• Module 2: Key challenges facing the municipal leader The purpose of this module is to enable participants to function as transformational leaders in the implementation of key values, vision and mission in each of their roles. To enable participants to deal effectively with the key challenges they will experience in performing their leadership tasks, which include legislative roles and requirements, oversight and the nature of service delivery, public participation and involvement and the principle of putting people first; enabling cooperative teamwork, structuring, and leading for results.

• Module 3: Mobilising the organisation The desired outcomes for this module is a demonstrated knowledge and understanding of the leader’s role in mobilising the organisation in the service of vision, mission and strategy with a focus on key leadership actions to increase commitment within the organisation and among stakeholders, organisational practices that build capacity and cooperation. Organisational practices and procedures that promote innovation and a focus on the leader as a communicator promoting understanding of the organisations vision, mission and strategy and building community and commitment.

• Module 4: Focusing the organisation The desired outcome of this module include a demonstration of knowledge and understanding of the leaders role in a through and in-depth understanding of what

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customers and clients need in terms of products and services; in addition to establishing standards of performance to measure performance, linked to financial goals. • Module 5: Leading change The desired outcomes of this project include a demonstration of knowledge and understanding of the leader’s role in introducing and leading change within an organisation.

The latter include, focusing on assessing the magnitude of change

required and the areas of impact. An additional desired outcome is focused on deciding on the approach to be adopted in terms of an emphasis on top-down or bottom-up, project or cross-functional teams and a process that the leader can use to facilitate change.

This development programme is tailored to the particular context and needs of the local government. • LOCAL ECONOMIC DEVELOPMENT The most important pillar in poverty alleviation is a Local Economic Development (LED) process that leads to the empowerment of communities to such an extent that they become the builders of their own sustainable economic future.

LeadAfrika has established itself as a leading role player within the development arena in Southern Africa. Its unique holistic approach to LED derives from an integrated systems-based process embedding owns experience, best practices and a non-active effort to develop and implement practical and meaningful solutions.

LeadAfrika has developed a LED programme aimed at the development, integration, implementation and guiding of the process and it addresses among other issues, strategy development, leadership roles, interfacing the spheres of government and other stakeholders, establishment of economic development agencies, specific challenges and role of business in LED. 50

The intended outcomes are for the participants to command an integrated perspective on LED, be aware of the prerequisites for success and implementation and be able to develop and lead comprehensive, integrated and realistic LED strategy.

The stakeholders involved in LED include members of: • Local government councillors and officials • Responsible officials in all three spheres of government • The local community • Local business • SMMEs and potential entrepreneurs • Corporate business • Service organisations • Business associations • Donors organisations • Investors • Development agencies • Academic and research institutions • NGO’s • The media LeadAfrika’s Integrated System Approach to LED provides for seven Life-Cycle Phases as depicted below: Phase 1: Strategic mobilisation Phase 2: Situation assessment Phase 3: Optimisation of current state Phase 4: Developing the LED strategic plan Phase 5: Structuring and capacity building 51

Phase 6: Implementation and management of the strategy Phase 7: Ensure sustainability

The following table provides more detail of the Programme content: Process Phases

Specific Themes and Subject Matter LED History Failure Factors

Introduction to LED Systems Approach Sustainability and Failure Combating Strategies Community Mobilisation Facilitation Establishing a Guiding Coalition Strategic Mobilisation

Defining stakeholder roles Interfacing and Management Support Systems Leadership Development Competitive

Assessment:

Assets

and

Resources Situation

Assessment

and

The existing economy

Mapping Identify Opportunities Identify Drivers and Barriers

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Process Phases

Specific Themes and Subject Matter SMME Business Support Promoting Investment

Optimisation of Current State

Hard Infrastructure Improvement Business Clustering Marketing Coordination Goals and Objectives Identify Community Based Resources Identify Opportunities and Develop Programmes Identify and Select Projects Develop Sustainability Strategy

Developing LED strategic Plan

Identify Potential Partnerships Develop Financing Strategy Develop Leakage Countering Strategy Develop Environmental Strategy Develop Marketing Strategy Align Policies and Regulations

Structuring and Capacity Building Management Support Systems

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Process Phases

Specific Themes and Subject Matter Project Management Systems Affirmative Procurement System Innovation and Incubation Support System Entrepreneurial Development Forums and Networks Co-operative Development Implement Strategies Start Programmes Apply Governance

Implementation and Management Integrate Efforts Measure Performance Introduce Corrective Action Review and Upgrading Log Lessons Learned Ensure Sustainability Leverage Sustainability Diffuse Advantages

The programme entails a real or simulated situation in which participants will develop a LED strategy according to the suggested life cycle. A complete reference manual and 54

short directive inputs at strategic points as well as a number of prepared templates guiding the process support active participation within teams.

The programme structure represents a classic experiential learning process aimed at optimal transfer to the actual work situation and includes the following elements: •

Practical applications and real-life situations

•

Hands-on applications of principles

•

Cause-effect relationships

•

Multiple feedback through – self-evaluation against theoretical framework, peer feedback within team and group, facilitator feedback, system feedback through results of the project

•

Leadership requirements for sustainable results

The group size for this programme is between 15 and 30 participants.

The duration of the programme is as follows: Programme for officials or councillors: 3 days Programme for implementing agent: 5 days 4.4.3 PROJECTS OF LEADAFRIKA The projects of LeadAfrika rely on the participatory strategies of the Institute in order to be successful. Following is a description of the projects of the organisation.

•

WOMEN AS ARCHITECTS AND OWNERS OF THEIR OWN FUTURE

The Millennium Development Goals which are ratified by all the countries of the world and all the leading development institutions of the world, have aims that range from halving poverty and promoting gender equality and empowering women by 2015.

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This project aims at assisting and having an impact on the goals of the Millennium Development by eradicating extreme poverty and hunger and promoting gender equality and empowers women. In addition, it ensures environmental sustainability and develops a global partnership for development.

The repercussion effects of this project will influence other goals related to health such as reducing child mortality, improving maternal health and combating HIV/AIDS, malaria and other diseases.

Sustainable livelihoods and economic development will promote the achievement of universal primary education.

This project is based on the principle that women’s poverty is related to the absence of economic opportunities and autonomy, lack of access to economic resources such as credit, land ownership and inheritance, lack of access to education and support services and their minimal participation in the decision-making process.

The main objective of this project is to draw an implementable Marginalised Communities Action Plan (MCAP) for four localities in South Africa, Mozambique, Swaziland and Zimbabwe. It envisages energising local development and sustainable livelihoods owned and supported by women and their communities. A capacity-building programme to ensure successful implementation and sustainability supports this project.

The priorities of this project are to improve the functioning of the economy in the defined area and the linkage between the economic actions in the area and the formal economy. It also mobilises and brings community assets into use while creating jobs through enterprise expansion and retention. Furthermore, the project benefits and has an impact on the community as a whole and supports group-based initiatives and partnerships between government, business and communities.

Because community economies are weaker and vulnerable to changes both from within and from outside, this project attempts to make them stronger. the strategy used is 56

through linkages between formal and informal sectors, between the first and the second economy. The linkages are enhanced upon the completion of the drawing process of an implementable community-owned Marginalised Communities Action Plan, which identifies economic development gaps and opportunities and plans to enhance existing local development initiatives and create new ones.

Following is an example of this project, which is taking place in Mozambique. The organisation is pleased with the results as the project is succeeding in acting as a catalyst to integrate and synergize the efforts of the communities, government, universities and business towards the economic empowerment of women and their communities.

Vegetable Gardens Three Garden Projects were established from the NEPAD project in Santa Maria, Mozambique. All three gardens are owned and run by women. The various groups consist of Group 1 with 9 members, Group 2 with 7 members and Group 3 with 9 members.

Group 1 and 3 have a different structure than Group 2. The main reason for the difference is that Group two's members relied on the local Chief (a man) to assist with the technical components of the garden. This causes the women to be less empowered as they rely on the Chief to assist them and should he not have time to attend to their problems, they do not progress.

Group 1 and 3 are independent and a big difference is noticeable in the women as they do not only feel empowered, but are. All members except for Group 2's members only started with their gardens after receiving training on the NEPAD project, April 2009.

Prior to this, the community had little to no access to vegetables as the only crops being planted was cassavas. From the start, they prepared their land and nursed the seeds.

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Due to the commitment showed by the members, the NEPAD project bought Manual Step Action Pumps to assist them on a daily basis to water their gardens. This made a huge difference for the members, as they were now able to spend their time more productively working in their gardens and allowing them to increase their produce.

With the funding received, the project assisted these women in obtaining the necessary skills by attending a Horticulture course and later also attended a Small Enterprise Development course offered by the University of Eduardo Mondlane, on behalf of the project.

Some funds were also allocated towards obtaining seed, buckets, watering cans, picks and fertilizer for their gardens, allowing them to become self-sufficient.

All of these women can now not only feed their families from the produce harvested, but also they each have made a profit from the vegetables sold to the rest of the community allowing them to have cash.

The vegetable garden projects all had a good season in 2009. Because of the outcomes in 2009, the members of the garden projects have set the following goals for 2010:

To make enough profit in order for them to build a storeroom for the equipment and produce.

To triple their income from that of 2009.

To have a larger assortment of vegetables.

•

WOMEN IN RESEARCH

The purpose of this project is to do a study on the research and publishing experiences of selected Women Researchers or academics in a selection of Universities in South

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Africa, with recommendations for enhancing women’s participation in research and authorship.

The objective of this project is to do a study that contributes to the body of knowledge on gender inequality as well as equality in South African academia with a view of creating an enabling and gender-responsive environment for women in academia in general and specifically for women who have not established themselves as researchers and authors. •

LEADERSHIP DEVELOPMENT TO MANAGE GENDER-BASED VIOLENCE

The purpose of this project is to develop and deliver an outcomes-based learning programme on transformational leadership development to increase and improve services and care for victims / survivors of gender-based violence. The project is focused on leadership development within government and civil society organisations. It also aims at reducing gender-based violence and promotes rights, economic and political empowerment of those who are subject to gender-based violence in South Africa.

The goal of this project is to inspire government and civil society to apply transformational leadership skills, knowledge and attributes to reduce sector-wide gender-based violence. In addition, it aims to strengthen leadership capacity as well as knowledge, skills and attributes to contribute to an improved response to prevent and manage gender-based violence through political leadership including traditional leadership and leadership within society.

People who ought to benefit from this project include government bodies, department and institutions responsible for broad-based gender-based violence prevention, services and care at the levels of political leadership, national, regional and local government.

This project indirectly benefits survivors and victims of gender-based violence, women and girls and the country as a whole.

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4.5 CONCLUSION In chapter four of the research project an interpretation of the findings and presentation of the data gathered has been given. An overview of data analysis was outlined, the reliability and validity of the data has been presented as a narrative summary because of this research project using a qualitative research design technique. The presentation of the data is descriptive has in accordance with the plan of the research project.

This stage of the project has helped add meaning and purpose to the formulated problem. By looking at the findings in comparison to the theory it is possible to see some similarities that suggest to us that the organisation utilises effective participative strategies. Furthermore, the data collected was factual and could be verified in the working documents of the organisation.

Gathering and interpreting of data has asserted a lot of knowledge since it helped create a forum for discussion through interviews.

In chapter five an overall discussion of what has been achieved in every chapter of the project will be given.

Observations and limitations of all the chapters of the project will be explained in the next chapter.

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CHAPTER 5: INTERPRETATION OF FINDINGS 5.1 INTRODUCTION This project set out to explore and describe the functions and participative strategies of the Afrika Leadership Development Institute. The reason for the selection of the topic is that development agencies have the potential to improve the living conditions of many people and eradicate poverty through sustainable development; nevertheless, this does not happen often. Therefore, the need to understand how this type of organisation is and operate and how they go about performing their functions is of interest.

5.2 OBSERVATIONS CARRIED OUT BY THE RESEARCHER The Afrika Leadership Development Institute was created out of a need to nurture leadership competence in the private sector. During the early years of the organisation the organisation changed its focus by considering the need for developmental leadership training in the public and civil society sector.

The organisation is based in South Africa but has projects in other Southern African countries such as Mozambique, Swaziland and Zimbabwe.

Chapter two points out that Third World countries are characterised by high birth rate, poverty, and economic dependence, traditional or rural social structures. In offering its services, the organisation provides invaluable support, skills and capacity to generate and continue developing existing structures, which become sustainable and can go on to became independent to determine their own futures.

Furthermore, the literature review suggests that Third World countries are absorbed into the international capitalist economy that disrupts traditional economies. From this project, the researcher was able to observe that the services offered by the organisation cannot radically change the fortunes of the continent. Nevertheless, they offer tools by teaching communities basic concepts and techniques that communities can then use to make the necessary changes to improve their situation.

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In addition, the researcher was able to observe that the services offered by LeadAfrika do not target traditional and rural communities only. The organisation offers programmes aimed at supporting and improving the works of some modern structures in the country. Examples include the work that the organisation has done with institutions such as parliament other spheres of government (local, regional and national). All the services (programmes) of LeadAfrika aim at modern organisations and their focus include building capacity, empower and improve the functioning of existing structures.

Regarding the organisation, the researcher was able to observe that the focus of the organisation is on creating development leadership capacity in local governments and communities. Looking at the structure of the organisation such as the board of directors it is possible to see that all members of the board are professionals and educated in different fields of expertise, which create a holistic approach on the programmes of the organisation.

Furthermore, when describing the programmes of the organisation the researcher observed that the they are organised into modules, which make it easier for the participants to learn them. In addition, as each module focus on a different issue it exposes the participants to an encompassing knowledge of issues affecting the specific topic.

It is also visible that the main targets of the organisation are women and youths. The researcher observed that selection of this target groups is based on the assumptions that they are the most vulnerable in societies. By empowering the youth, the organisation provides them with the leadership and entrepreneurial skills, which in turn are the catalysts for sustainable development. In targeting women, the organisation empowers the most vulnerable group of society and women then gain the ability to own and promote their own initiatives.

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5.3 FINDINGS This research project set out to explore and describe the services and the participatory strategies of the Afrika Leadership Development Institute. This inquest was justified by the need for effective communication between development agencies and their clients and for the need for programmes that are prepared to hear the community and working around the needs of the community.

In answering the first sub-problems, which asks what are the basic participatory strategies of LeadAfrika, the researcher found that LeadAfrika uses participation as involvement and collaboration, participation as emancipation and empowerment and participation as behavioural change strategy. The explanation for each strategy was discussed on the literature review (see table of contents).

In answering the second sub-problem that asks about the basic perceptions of LeadAfrika for providing its services, the researcher found that LeadAfrika shares similar views with the modernisation theory. By building capacity, developing leadership and empowering women, the organisation is changing the psychological values of the people in the communities. This provides a shift in the mentality of the leaders and is transferred down to the ordinary individuals that can notice the improvement in leadership and is inspired to do is part in order to benefit the community as a whole.

Furthermore, the organisation assumes that by improving leadership skills it increases the chances for a better service delivery and socio-economic development outcomes. In addition, the organisation assumes that by using interactive action learning and a realistic approach that deals with actual problems and challenges it will be able to get the best results from its training programmes. Examples of the advantages of using these techniques include better commitment of the participants, better understanding of the situation and the problems at hand, sense of ownership of the conditions and ultimately the ability and belief that the participants can improve their conditions themselves.

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In answering the third sub-problem, which is concerned with how the organisation interacts with the various stakeholders, the researcher found that the organisation works with universities to design and provide training on specific subjects. For example, the community project in Mozambique, Women as Architects and Owners of Their Own Future, made use of Horticulture and Small Enterprise Development courses offered by the University of Eduardo Mondlane.

LeadAfrika interacts with its international partners such as the International Trace Centre by allowing them to design programmes that are internationally recognised and that provide local business and government departments with skills necessary for them to trade globally.

The organisation has a participatory approach towards communities that tries to encourage communities to design and own their own future. The approach of the organisation is to look at the community as one of the partners and an important link in securing positive results on different projects.

In working with government and the private sector, the organisation is mainly concerned with the improvement of skills and leadership in order to improve service delivery and social economic development. •

ASSUMPTIONS: PROVED OR DISPROVED

When starting the research project, the researcher analysed the context of the study, looked at the organisation, and made assumptions. The first assumption of this research project relates to the opinion that the participatory strategies of the organisation work well. When compared to the monologic mode, which is based on the diffusion of communication for development, the participatory strategies of the organisation work better, therefore this assumption is accepted by the researcher.

The second assumption related to the outlook that in working with different institutions, the organisation is able to be effective. Seeing the LeadAfrika works with different 64

institutions that contribute with expertise that LeadAfrika cannot provide, the researcher believes that the collaboration is beneficial to the outcomes of the projects and without the collaboration with different institutions, the work of LeadAfrika would not be as effective as it currently is, therefore the researcher accepts this assumption.

The third assumption of the project is that the conceptual frameworks of the participatory strategies include behavioural change, co-optation and community empowerment strategies. In looking at the different programmes and projects it is possible to see that the organisation aims at getting the community involved with the projects. Furthermore, the programmes are aimed at empowering the community therefore to change the behaviour of the community from a traditional community to one that takes the necessary actions to improve its conditions. For this reason, the researcher also accepted this assumption.

5.4 LIMITATIONS AND WEAKNESSES OF THE RESEARCH This research project explores an area that has various ramifications and the researcher thinks that these should be topics for future research on their own.

The researcher believes that this work would be improved if additional data gathering techniques such as field study and surveys were also used.

Furthermore, the limits imposed to the maximum number of pages that the research project should have, is an additional limitation to the project. There is so much information related to this topic that should be part of the research but due to the above reason and the costs involved in professionally editing the work force the editor to keep the discussions to the acceptable minimum.

Due to the large amounts of information that was needed to complete this project it was not possible to cover all the information in a single interview. For this reason the 65

organisation had to supply the researcher with additional information from brochures and other print material that the organisation had at that moment.

5.5 CONCLUSION AND RECOMMENDATION This research project aimed at exploring the organisation the Afrika Leadership Development Institute with the aim of describing the organisation, its service and its participative strategies. By doing so, it was possible to see were the success of the organisation lies and it is recommended that more organisations use participative strategies compared to the diffusion strategy.

This research project has achieved most of its objectives, the research questions have been answered and the assumptions accepted.

The research explored the services and participatory strategies of the LeadAfrika and found that the participatory strategies of the organisation work well.

Chapter one was concerned with the formulation of the research problem and it gave a clear description of what were the objectives of the research and discussed the basic concepts of the project.

In chapter two, the existing literature was reviewed in order to gain insight of the problem at hand by looking at theories related to the problem.

Chapter three placed the work into perspective by establishing a design strategy and discussed concepts such as sampling, the units of analysis and the data collection methods, which are important when carrying out a comprehensive research project.

Chapter four dealt with the interpretation of the data. In this chapter a narrative structure was used to describe the organisation, its services and participatory strategies.

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Finally, chapter five is a summary of the four first chapters mainly dealing with the observations of the researcher and the a summary of the findings in comparison to the problems, sub-problems and the assumptions.

The objective of this work is to add to the existing literature in the field of development communication and to assist people in the field with information regarding the selection of strategies to implement.

In order to improve the conditions of the people in developing nations, development aid and its management are of paramount importance. This calls for better development agencies capable of implementing programmes and managing projects that work towards the sustainable development of communities.

The difference between development agencies today is not only evident from the area of expertise of the organisation, but also in the manner the organisation implements its projects as well as the participative strategies it uses. Today it is possible to distinguish between one successful organisation from one that is not as successful just by looking at the relationship it keeps with its clients and other stakeholders.

While development agencies exist because communities lack the knowhow to design programmes that contribute to their development, it is still important for organisations to go into communities with the view to assist the community achieve their desired future and not an utopian future designed without taking into consideration the needs of the community that is forced onto the communities.

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