Thompson’s Four Hypothesis of Organisational Change

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Thompson’s (1995) four hypothesis can be recalled as (1) bureaucratic efforts for their survival (2) conditionality of donor agencies (3) failure of blue print approach and (4) success of participatory approach adopted by other organisations.

The case study evolved reveals that the hypothesis of organisational change to adopt participatory approach to ensure bureaucracy’s survival is not applicable in GSDA case. The organisation is not facing any threats of cuts in the size of bureaucracy due to any financial crisis in Government. While the first hypothesis is not applicable, others are discussed in detail as they find relevance with the case study.

6.1. Conditionality of Donor Agency

The case study derives that the hypothesis of organisational change to adopt participatory approach out of donor agency’s agenda has significantly influenced GSDA to opt participatory approach. Though there is no direct pressure from the donor agency to adopt participatory approach in its working, the success of WB pilot projects in the State has greatly influenced GSDA and the policy makers to regularise this new approach. Subsequently, it acted as a driving force to involve local community in the process of planning, design, implementation and operation and maintenance of the projects. The projects proposed an Institutional Model through which the management of GW is attempted. This Institutional Model, in turn, was designed to get representation from all types of groups in the society including women. The training component of WB project helped change the mindset of GSDA staff towards new approaches and face the new challenges in GW management.

The services like social assessment, community mobilization, IEC awareness campaigning were...

... middle of paper ...

...SDA crops up the hidden issue that whether it could institutionalise the participatory approach. While working in GSDA, I found that though participatory approach is incorporated in various projects and schemes, its institutionalisation process is yet to start. It has to go long way in its policies and functioning to arrive at community oriented organisation in true sense.

Author advocates that GSDA should become a learning organisation and create confidence among the staff for carrying out relevant experiments. GSDA has collected enormous scientific data since its formation that should put to use by community. It should keep close contacts with NGOs, academicians and experts in the field of GW management. With the adaptation of community oriented approaches, it should change from mere technical organisation to the techno-sociological organisation in true spirit.

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