A Call To Action: Organizational, Professional, and Personal Change For Gender Transformative WASH Programming
The Sustainable Development Goals (SDGs) and targets aimed at improving access to water, sanitation, and hygiene (WASH) are also an opportunity for the transformation of gender norms. To facilitate this transformation, this paper makes a call to action for global and national efforts for organi-zational, professional, and personal change.
Several NGOs are leading a process towards a more reflective and transformative approach. This paper presents a number of examples – from headquarters, and others from country offices and research institutes – of the changes under way to support a stronger connection between the ‘outer faces’ of WASH professionals in the sector and the individual, personal inner spaces. The paper concludes with a set of recommendations for personal and organizational change.
In this article Jo Guldi asks 'What is a participatory map and when did it emerge?'. She explores participatory democracy's search for new techniques and traces the history of participation going back to it's birth, through to its rise and fall in the West (1969-1978). She goes on to look at participation in social movements in the Global South in the 1970s, and highlights the rise of the walking tour in development economics. Map driven movements for control over cities and land are explored along with participatory maps online. Crucial elements such as power are considered in the context of mapping, and Jo also describes how collaborative maps became an indigenous tool for the Cree of North America when facing legal contestation of their native land.
This article draws on literature from both monitoring and evaluation (M&E) and organisational learning to explore synergies between these two fields in support of organisational performance. Two insights from the organisational learning literature are that organisations learn through ‘double-loop’ learning: reflecting on experience and using this to question critically underlying assumptions; and that power relations within an organisation will influence what and whose learning is valued and shared. This article identifies four incentives that can help link M&E with organisational learning: the incentive to learn why; the incentive to learn from below; the incentive to learn collaboratively; and the incentive to take risks. Two key elements are required to support these incentives: (1) establishing and promoting an ‘evaluative culture’ within an organisation; and (2) having accountability relationships where value is placed on learning ‘why’, as well as on learning from mistakes, which requires trust.