An action research approach to supporting change management and associated governance strategies in a community services organisation

An Action Research approach to supporting change management and associated governance strategies in a community services organisation. Following a report on the Civil Society in the New Millennium Project, which was based upon the responses of citizens from forty-seven Commonwealth countries, a Compact Approach involving the state, intermediary organisations and citizens was developed in 1999, as a framework to enhance civil society. A literature review indicated that there was no research in Australia, as well as internationally, that had investigated the efficacy of this formalised agreement or Compact, particularly in a practical setting. The researcher had been working in the community services sector and had an interest in supporting community services organisations to meet the impact of change, particularly in response to government policy reform agendas. The Compact Approach was identified as a model to navigate change and develop partnerships with a civil society organisation operating in environments characterised by certainty as well as uncertainty. The researcher made himself available to a case study organisation to support change and to investigate the Compact Approach by undertaking Action Research as a participant observer. This exploratory research involved two main reference groups, board and staff, in planning, acting, observing and reflecting. A large amount of data was generated and a need was identified for it to be collated and simplified for further analysis. A new methodology was developed drawing upon the traditions of case study method and story-telling to represent the research themes of: the Compact Approach; change management; and, governance. With the Compact Approach what was found was evidence of some degree of civil society enhancement, particularly at the individual organisation level. As the study was undertaken from an organisation’s perspective the other dimensions of civil society and government had been underrepresented. It was found that government policy of promoting the market meant that competition was overshadowing co2 operation in the case study organisation. For community services organisations the main partner is government and policy frameworks need to support partnerships and civil society beyond current contractual agreements. Carver’s (1997) Policy Governance framework was partially implemented to assist with infrastructure development. However there was a lack of time and a commitment from the board and senior staff. Not all governance responsibilities can be met through such a framework and community organisations need to be mindful of its limitations, particularly for those connected to civil society. There were mixed results with Action Research being used as a change management tool. The dominance of power by those in ‘control’ highlighted management styles, but they also overshadowed group processes. Action Research methodology was also complemented by Stacey’s (1996) ordinary and extraordinary management framework. It was found that when applied to the Action Research cycle of planning, acting, observing and reflecting; that the process of reflecting was particularly supported by such conceptual mapping. What was also highlighted was the need for professionals to undertake ����in the field���� Action Research but also to draw upon their professional or technical expertise, using participant-observer-consultant modes. The capacity for a small community services organisation to change can be based upon levels of infrastructure, governance skills, available resources and level of development to operate at an associative level with other stakeholders. The viability of these smaller organisations is being challenged by the ‘managerialist’ business paradigms of government policy where the fabric of civil society has not been incorporated within accountability frameworks. Here there is a challenge for new frameworks such as the Compact Approach, to lead the way as formalised agreements with government, to enhance the role of civil society in the delivery of community services in countries such as Australia