Page 12 - Sustainability and entrepreneurship for CSO's and CSO networks Cambodia 1 November 2018

CHAPTER 4: PLANNED CHANGE
Changing is not easy and when you try, you will meet resistance at all levels of you organisation. In general, people act and decide conservatively aiming for a status quo and a never changing equilibrium. Persons living on the vulnerable side of society, know what it is to lose security, to adapt, to depend on others and they mostly do not like any change that will affect them.
The present situation of the Cambodian CSO sector (less influential, more attention to internal procedures, systems, structures, higher competition) urgently requires a re- thinking of its function, its business model, its activities and services.
Provincial CSO networks may decide to become service organisations for their members and to prepare local CSOs for the future, to bundle efforts, assets and actions. CSO networks could strategically concentrate on themes, prevalent in their province, to get their issues addressed with provincial and national stakeholders with the support of business sector and religious organisations. CSO networks can also take a strategic position between different stakeholders as a mediator, facilitator or broker. Provincial CSO networks may choose to become change agents and consult governments, private companies and other CSOs. This requires new ways of thinking, additional skills, making optimal use of the networks members’ assets and resources.
Change
Changing an organisation needs time to adapt structures, systems, staff, services, and culture. To start thinking of organisational change, we make use of the change model developed by Kurt Lewin, founder of the Action Research Model. Lewin described
various forms of social research, leading to social reform and social action. He
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