Hangaasuu Bilisummaa Journal Volume 1 - ULFO

The organizational behavior of Oromo Liberation Forces VOLUME 1 SPRING 2010
The organizational behavior of Oromo Liberation Forces
The organizational behavior of Oromo Liberation Forces
By Idries Jemal
The persistent and deeply
entrenched behavioral
factors of the Oromo
Liberation Forces were
formed by leaders who have an
ulterior motive not related or
consistent with the overriding
goals, objectives and aspirations
of the Oromo liberation. The
quintessential purpose of the
Oromo liberation forces is to
liberate and unite the Oromo
people. Unfortunately, the
leadership of Oromo liberation
forces acts contrary to this goal.
Sadly, they are resistant to
change and committed to
maintaining a status quo which
benefits their personal wellbeing.
Today, the behavior of the Oromo
Liberation Forces is to follow the
leadership blindly for whom the
bottom line is to give lip service
to the liberation of Orommiyya
and jack for position by any
means necessary. A negative and
self-willed organizational cultural
has led to the Oromo Liberation
Forces to a political stalemate.
Organizational cultures form for
many reasons. The
organizational culture matches
the styles and comfort zone of the
leaders of these organizations.
Culture frequently echoes the
prevailing leadership style. Since
the leaders tend to recruit people
like themselves, the established
organizational culture is further
reinforced by new recruits.
In order to advance the cause of
the Oromo liberation cultural
changes must take place.
Organizational culture grows
overtime. People are comfortable
with the current organizational
culture. For people to consider
culture change, usually a
significant event must occur. An
event that rocks their world must
take place.
Even then, to recognize that the
organizational cultural behavior
is the culprit and to take steps to
change it is a tough journey. For
many what is suggested in here
could be a poison pill to
swallow, however, it is critical
for the advancement of our
purpose. This critical assessment
and chastisement is earnestly
warranted and necessary to
achieve the Oromo Liberation
Forces’ goal of transforming and
growing into a dynamic
organization true to our mission.
When people in an organization
realize and recognize that their
current organizational culture
needs to transform to support the
organization’s success and
progress, change can occur. I do
not suggest that this document
within itself will bring about the
type of change we desire,
however, it does highlights what
is necessary to be done to reach
our mutual goal. The following
are suggested best practices in
this regard:
Steps in Oromo organizational
behavior and culture change.
There are four major steps
involved in changing Oromo
organizational culture.
1. Before the Oromo Liberation
Forces can change their
culture, they must
understand the current
culture, or the way things are
now. Do take time to pursue
the activities before moving
on to next steps.
2. Once you understand your
current organizational
culture, your organization
must decide what
organizational culture should
look like to support success
and overall mission of the
Hangaasuu Bilisummaa 1