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

often also serves the purpose of ensuring that nothingactually does change, according to the motto: Let’schange everything so everything stays the same.– Or the result is that instead of being permanently overloaded,the organization turns out to be constantly underchallenged.In any case, a change process will hardlybe sustainable that way. As a test of motivation, expectingan appropriate own share should contribute towardshedging in such tendencies. Another strategy for theinstrumentalization of consultation is the assimilationof the consultant system into the client system. The bordersof the two systems begin to merge, and instead ofmaintaining the outside perspective, the consultant’seyes get used to the comforting view from inside.– Sometimes the consultants are simply put underpressure. Especially local consultants can be affectedby this, because in a structure where everybody knowseverybody, it may be of essence to actually “irritate” theclient system.– Fund outflow pressure: If the transformation processis financed with public funding, two fields of gravitationoverlap: the consultant system on the one hand,whose intention it is to draw up the transformationprocess as clearly as possible from the beginning in theform of a structured assignment clarification. On theother hand, there is the project manager of the fundingorganization, who wishes to get a clear, binding overviewof the activities in order to assign the appropriatefinancial resources. As a consequence, the assignmentclarification may be formulated unclearly, increasinglyobscuring what the client system’s own responsibilitiesshould be. Concomitantly, no exit strategy is agreedupon. It is important as part of the assignment clarificationto define working packages which each constitutea passage, a gate, to the next working package.Both sides thus have the option in case of non-performanceor general dissatisfaction with the situation inthe change process to back out of it.or coaching unit. As part of a larger publically fundedproject, a build-up of external capacities in cooperationwith a university can be considered.– Lobbying work for the transformation process: Everychange process is a construct which is as complex asit is fragile, subject to a multitude of influences anddisruptions. This applies to an even greater extent toa transformation process, as both the general politicallevel and the level of media policy are stretched acrossit in two layers. In the case of NHB, we have thereforedefined the campaign “NHB - our new PSB” as a partproject. In any case, lobbying work should be a fixed elementof planning.ProspectsNo matter how comprehensively a transformation process isdefined at the start, it must be clear to everyone involved thatsuch a process costs a lot of time and money. Besides this, politicalincalculability and financial restrictions remain. As a resultthe prospects for success are less favorable than for conventionalchange processes. This is why all those involved shouldbe well aware of what responsibilities they are assuming. Thisapplies in particular to top management also and especiallywhen the consultancy service is provided more or less for freeby an international organization for media development.– Avoidance of dependencies: The client system hasa tendency to become dependent on consultation(avoidance of responsibility, the consultant is the onedoing the nasty things, etc.). This does not only meanthat the consultant system needs to keep an eye out soit can avoid becoming increasingly monopolized. Rather,this also means that it must work towards becomingsuccessively superfluous. This also includes that internal,and if required, external consultancy authorityneeds to be built up. Such a build-up can take place bymeans of method transfer such as advice to colleagues,mentoring programs or an internal orientation unit276