Organisations change
Organisations change their outlook on communities
Do we work for 'beneficiaries' or with 'human beings'? When organisations use SALT they change their outlook on communities. People recognize that we are all human, moved by similar hopes and concerns. They can then recognize the strengths in others and connect as equal human beings.
This results in a stronger relationship with communities and more sustainable projects that communities own.
Joao Vembane, Handicap International, Mozambique
Father Joe Ngamkhuchung, India |
"To start implementing SALT was very hard, as I couldn’t see my role in the future. Today I find more space and interest on it as people love, need and request visits that help them feel more capable, important and valuable rather than the boring condition of poor, victim and beneficiary as we are used to making them feel."
"ACP has turned our Organization up side-down in thinking and working in terms of people approach as humans to humans not as organizational functionaries or with degrees or positions."SALT improves team spirit
SALT brings people together. When people listen and appreciate each other, it motivates them to work as a team and they connect better on a personal level. That is the power of SALT.
“The new dialogue and the new way of looking for strengths and appreciating each other have healed the division within our organization.” Nonthathon, SWING, Thailand. "We started from a pattern where everyone complained about what didn't work - and blamed the others. Now we know that we can improve, that we are all responsible and we do our best. My colleague said: "Instead of complaining about the obscurity, it is better to switch on the light!" Without the presence of the facilitation team, we wouldn't have been able to do this." Christophe Boeraeve, lawyer from Belgium |
Organisations redefine their role
When organisations trust in the capacity of others, their role changes: from experts, people become facilitators. In their interactions with others, they leave behind their references to a world made of experts and uneducated people, clerics and lay persons, rich and poor, donors and recipients. They then become free to share their experience and to appreciate others.
Through facilitation they stimulate the use of existing services, which increases their Return on Investments.
| “The AIDS Competence Process (ACP) is a very useful tool in order to remind staffs to draw out insights from the communities and look for good things instead of the bad things or the problems. The ACP is an eye opener.” John Piermont Montilla, KGPP, Philippines. |
Organisations respond at the work place
Whether you are a private company, a non-profit organisation or a government agency, you can introduce Community Life Competence in your organization. People then open the discussion about an issue of concern, they build a common vision and respond to it together. More about the Community Life Competence Process.
| Dr Kamran Hameed of the Aga Khan University Hospital sees the AIDS Competence process as being the catalyst which has brought the diverse elements of the Aga Khan Development network (AKDN) together. For the first time in his experience, they see a common purpose and a common goal. The AIDS Competence Process has now been integrated into the policy of AKDN and already practical benefits are being delivered. These range from institutions seeing large increases in the number of staff volunteering to establish their HIV status through to sharing information on access to ARVs. |
Do you want to try the Community Life Competence Process in your organisations? More here