DOSA (Discussion-Oriented Organizational Self-Assessment) as a tool to measure and build organisational capacity: lessons from the field
The study addresses three principal questions:
- What specific changes is organisational capacity can be attributed to a PVO's participation in DOSA?
- In which areas and to what degree are PVOs likely to experience changes (both positive and negative) in their DOSA assessment scores?
- What are DOSAs strengths and limitations in promoting organisational capacity development among PVO users?
Major conclusions include:
- focussed discussion leads to capacity development as well as capacity assessment
- diffences of opinion voiced in the DOSA process can be a source of profound learning, growth and change
- once alerted to serious deficiencies in performance through DOSA debriefings PVOs made authentic efforts to improve in those areas identified as weak
- DOSAs create clusters of change and encourages users to establish causal connections among different dimensions therefore allowing PVOs to derive multi-faceted change strategies from DOSA results
- longtitudinal data, or multiple "report cards" create a commitment to change as well as an ability to track the results of change efforts