The Barefoot Guide to Working with Organisations and Social Change

The Barefoot Collective is a global team of collaborating practitioners and activists from the Community Development Resource Association (South Africa), Voluntary Service Overseas (Nepal, Cameroon, Canada), ActionAid (Ghana, India), the Treatment Action Campaign (South Africa), the Church Land Programme (South Africa), and independent practitioners. Valuable contributions were also received from The Democracy Development Programme (South Africa) and Oxfam UK.

Introduction - Welcome What is the Barefoot Guide? The People Of The Barefoot Collective; Honouring The Sources Of This Guide; Copyright And Licensing; Chapter One - Shaping Our World New Ways Of Looking At Organisations And Social Change; Why Organisations Matter; Seeing What Is There, Supporting What Is Possible; Seeing The Future In Sovereign Local Organisations; Key Aspects Of Sovereign Organisations; Seeing Organisations: Machines or Living Systems? Key Principles and Ideas Guiding this Book; Seeing the Ways Organisations Change; Seeing the Future Organisation of Society; Chapter Two - Inside Out Towards understanding ourselves, other people and how we change; Asking Good Questions; Good Facilitation And Facilitative Leadership; The Threefold Human Being; Phases Of Individual Development; The Four Temperaments; Leadership Polarities; Chapter Three - People to People; Creating and Working with Relationships in Organisation; Why Are Relationships So Important? Seeing Through Relationships; Power, Relationships, Change; Types Of Power; Five Bases Of Power; Why Is It Important For Us To Talk About Power? What Is Needed? What can Get In The Way? Some Practical Tips; Chapter Four - Through the Looking Glass; Observing and Understanding Organisations; Facilitating Organisational Understanding - Some Principles And Guidelines; Does Organisational Assessment Help Anyone? The Phases Of Organisation Development; Using Phases Of Development In Practice; Organisational Elements And Cycles; Getting Practical - Techniques For Observing And Understanding Organisations; Chapter Five - Stepping into the Unknown; Facilitating Change in Organisation; Common Issues In Facilitating Change; Facilitating Emergent Change; Using The Action Learning Cycle As A Tool; Facilitating Transformative Change; The Seven Tasks Of Working Through The U-Process; Facilitating Projectable Change; 3 Key Challenges Of The Project Cycle; Drawing The Threads Together; Chapter Six - Finding a home for change; Supporting, Grounding and Sustaining Change; Why Is Organisational Change So Difficult To Accomplish? Managing The Transitions Of Transformative Change; Practical Suggestions For Leaders In Implementing Change; Chapter Seven - Staying alive to change; Learning and Innovating in Organisations; What Does It Mean To Be A Learning Organisation? Designing Our Own Approach To Learning In Organisation; Practical Guidelines for Designing Learning; Watch Out For... Why Do Organisations Resist Learning? Key Elements Of Organisational Learning Stories, Learning And Social Change... Planning, Monitoring and Evaluation (PME); Mapping PME in the Development Sector; Outcome Mapping; Horizontal Learning - And New Forms Of Organisation...