This research paper looks at participation and organisational change in Kenya. The paper discusses this broad subject of participation and organisational change and explores the political dynamics of institutionalising participation in complex development programmes. It looks at common assumptions about organisations and how these assumptions affect perception and engagement in the process of institutionalising participation. In this respect it draws on the theme of organisations as machines and organisations as political systems, and shows how the image we begin with frames our thinking and the manner in which we engage in this process.
The main argument of the paper is that for effective institutionalisation of participation organisations need to be viewed as political systems where different interests are represented, conflicts occur and that actors use space provided by the organisations to strategically promote or inhibit the process of institutionalising participation. The study analyses the political dynamics in a Dutch funded programme implemented through the Government of Kenya.
Chapters 1 and 2 provide the background and theoretical grounding of participation and organisational change. Chapter 3 provides a background to Arid and Semi Arid Lands and policies thereof. Chapter 4 presents a step by step case study of a bilateral programme. Chapter 5 presents some findings from the field and offers suggestions toward institutionalising participation as a political process beyond projects and programmatic phases.