edition-dw-akademie-in-the-service-of-the-public-functions-and-transformation-of-media-in-developing-countries-pdf

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SteeringThe complexity of the process architecture clearly demonstratesthat steering of the transformation process is a criticalsuccess factor. This is why at this point, the entire steeringstructure should be outlined.The OD consultant and expert consultants monitor the transformationprocess and in coordination with the SteeringCommittee adjust the planning as required. The OD consultantfocuses less on the plausibility of contents, but rather onoverall communication within the process and its coherencewith the intended goal. The OD consultant has to reflect suchcommunication at a meta-level and form hypotheses in referenceto the change process. Where, how and when do changedcommunication patterns indicate (intended and unintentional)change? Such hypotheses must be verified together withthose involved. In abstract words: the OD consultant has toanalyze the client system, the consultation system, and his/her own consultant system – in close cooperation with the expertconsultant.Who?Max.participantsMeetings What? Reports towhom?Strategy GroupGeneral directoror deputy, consultantteam, projectmanagers4 1x monthly Highly strategic,critical, pressingdecisionsExecutive board,supervisorybodiesSteeringCommitteeStrategy groupplus representativesfrom executiveboard, onerepresentativefrom governingboard andbroadcastingcommission,in-house staffrepresentationIf possible nomore than 152x monthly Overall process Supervisorybodies &executive boardand staffPart projectgroupsExpert consultants,heads ofdepartmentsinvolved, staff,periodicallyOD consultantNo more than 12 weekly Detail work SteeringcommitteeWorking groupsStaff, head andperiodically expertconsultantsAs required,keep them smallAs required Core work Part Project groupAd-hoc groupsStaff, expertconsultantswhen requiredAs required As required Detail matters Part Projectgroup,working group274
Part IV Organizational Development: Approaching Change Processes Towards Public Service BroadcastingWhat Needs to be Paid Attention to?As part of the consultants’ steering capacity, one main taskis control of the interfaces within the consultation process.The term interfaces here means those areas in the organizationwhich are not in direct contact with the changes, but areindirectly connected, e.g., via internal services provided. Forexample, many of these interfaces can be found between programproduction and administration. Also, new interfaces candevelop, such as at NHB due to the so-called lighthouse project“Innovative News Formats.” What emerges in the courseof work on that part project is that there are several new interfacesbetween the radio editorial teams and a “New Media”unit which so far only exists as a working group. Theseinterfaces require specific interface management, as they aredecisive positions from where the effect of the transformationprocess is broadened. This means that as part of complementaryconsultancy, the consultant system organizes targetedsupport to avoid mutual recriminations about why, when andwhere something goes wrong, and who is responsible. Proper“mediation” at these interfaces can generate “change energy”and provide a serious contribution to the lasting success of thetransformation process.This is also the reason why in NHB’s transformation process,administration is constantly included as a part project.A broadcaster’s administration not only has a profound effectin general via its procedural operations, but also on thehouse’s innovation capacity as part of its organization culture.If the head of the editorial team has to ask the general directorabout every little release, this does not exactly encourage autonomousand forward-looking work. Even if the perception issometimes different: every administration does not functionaccording to its own interior dynamics alone, but also in accordancewith the rules of the organization which are recognizedas “correct.” And even if this appears insane from the outside,there is an inner meaning to the matter. To understand suchcontextual meanings and to change them in a subtle manneris a central task of complementary consultancy.Interference and ResistanceAny change process has its ups and downs. There are numerousmodels which address these emotional phases. In general,after an initial shock once the change process has been announcedcome phases of annoyance and misery, until finallythe new way becomes acceptable. In the course of these phases,there will be active and passive resistance against the changes.What is important is to decipher the messages transportedby means of such resistance. Though “to decipher” should notbe mistaken for “to give way.” The messages contained in resistantbehavior provide the consultant system with significantindicators for understanding the organization and for furthershaping of the change process.Passive resistance is more difficult to interpret than activeforms. Is it arising due to lack of motivation, due to fear ordepression? In this, the consultant system is challenged tosupport the process with a high degree of analytical alertness.Closely connected to resistance is the situation where in keyunits of the organization, no or hardly any “change energy”can be found. At NHB, the new general director has committedhimself to the transformation process with a lot of passion.This source of “change energy” initially does not havea counterpart in the reactions of the TV editorial team. Whatemerges after careful questioning is that there is actually nopassive resistance, but that interested circles have intimatedthat the new general director is in his position only temporarily,preparatory to his launch into a post as secretary of state.Also, any existing networks or cliques represent a form ofpassive resistance. Of course they can do lasting damage toa change process, but it is nevertheless necessary to find outwhat exactly the functions are that they actually perform.How can the paths of such networks be identified? What canthe consultant system offer to dissolve these networks? Whenand where does the organization’s power need to be broughtto bear in order to break up networks or cliques?PitfallsFinally, a number of typical pitfalls on the path of such a transformationprocess will be looked at:The pressure to produce results quickly: Indeed, the consultantsystem is under pressure from the clients, or at leastappears to be. In such a situation, there is the tendency toproduce first-order results. This means that what takes place isnot in-depth work, but merely a treatment of the symptoms –which then may even be labeled as a quick win. In such cases,consultants may tend to quickly invent new organigrams orbriskly initiate a mission statement process (which can thenalso be sold as a participatory element of the process...).– Middle management is at fault: In the consultancybusiness, a few years ago, middle management wasdiscovered as the ultimate obstacle to change. It haseven been nicknamed the “layer of clay,” preventingthe “water of change” from reaching all levels. Accordingly,entire management strata were bulldozed, middlemanagement were hassled with executive personneldevelopment training and forced in their entiretyto newly apply for their own jobs, etc. Nowadays, thetendency goes more towards a realization that in manycases, middle management is a mainstay of changeprocesses, and therefore, needs to be included constructivelyin the process.– Instrumentalization of consultation: When consultantsare commissioned, the respective organizationwishes to signal to the outside world: We are active, wewant things to change, etc. Unfortunately, consultationEdition DW Akademie In the Service of the Public 275
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PrefacePrefaceA mouthpiece of gover
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Part I: Developing Public Service M
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Part I IntroductionSo the evolution
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Part I Introductionand that this ha
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Part I IntroductionConsequently Ham
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AppendixReferencesACT et al. (2004)
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Part I Definitions and ConceptsTran
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The Strategic ModelPolitical and le
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Research QuestionsTo sum up we now
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Part I Definitions and ConceptsEdit
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Part II Afghanistan: Reform Fear, L
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Part II Kyrgyzstan: Advancements in
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However, thanks to the input of exp
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and that the present situation of t
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AppendixReferencesBertelsmann Found
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Part II Namibia: Multilingual Conte
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live on two US Dollars a day or les
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According to the interviewed stakeh
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Characteristics Status Changes and
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Part II Mongolia: Achievements Thro
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Part II Moldova: Slow but Successfu
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08Myanmar: New Media Freedom, New T
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them Shan, Kayin, Rakhine, Mon, Chi
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The newly launched NRC, broadcast f
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Even though the constitution can be
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population is estimated to live bel
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important that MRTV is reflecting M
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Status of Myanmar Radio and Televis
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General Functions I: Political Sphe
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Part II Myanmar: New Media Freedom,
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Part II Myanmar: New Media Freedom,
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Part III Serbia: Two Very Different
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Function B92 RTS Comment/Conclusion
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International Media Development Par
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Part III Nigeria: Freedom Radio, an
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Nonetheless, whilst the outlet prid
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Status of Freedom Radio Muryar Jama
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General Functions II: IntegrationFu
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AppendixReferencesAgbakwuru, JohnBo
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11Nepal: Radio Sagarmatha,an Asian
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Today, there are over 250 community
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- To educate the masses in issues o
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The methods that were applied to de
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Despite its mission statement, many
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news, Radio Sagarmatha has subscrib
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- One big issue is financial sustai
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Status of Radio SagarmathaCharacter
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Characteristics Status Changes/Adva
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General Functions II: IntegrationFu
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Page 230 and 231: Real Clear Politics (March 29, 2011
Page 232 and 233: 12Bolivia, Colombia, Ecuador:Three
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Page 236 and 237: In contrast, the second sector, com
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Page 244 and 245: of community radio and establishing
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Page 248 and 249: A second field should be the streng
Page 250 and 251: Status of Radio Pio XII, Vokaribe a
Page 252 and 253: Characteristics Radio Pio XII, Sigl
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Page 256 and 257: General Functions I: Political Sphe
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Page 264 and 265: List of InterviewsAcosta, Ana Marí
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Page 268 and 269: Thus, the range spans from the phys
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Page 280 and 281: Conclusions and Recommendations278
Page 282 and 283: Based on these considerations we di
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Page 288 and 289: support for Radio Pio XII in Bolivi
Page 290 and 291: This list of possible solutions and
Page 292 and 293: In sum, media development actors sh
Page 294 and 295: Authors292
Page 296 and 297: Priya EsselbornPriya Esselborn is t
Page 298: About UsDW Akademie is Germany’s
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