The findings revealed a temporal variance in the understanding and interpretation of the conservation mission in KwaZulu-Natal. The respective chief executives of the two former conservation agencies in KwaZulu-Natal were historically very influential in shaping the mission.
INTRODUCTION TO THE STUDY
- INTRODUCTION
- PROBLEM STATEMENT, AIM AND OBJECTIVES
- WHY SOUTH AFRICA AND KWAZULU-NATAL?
- STUDY OVERVIEW
Organizational culture has arguably become part of the standard vocabulary associated with management in many organizations. The main goal is to investigate the impact of organizational culture and its basic assumptions on strategy issues.
CONSERVATION'S CHANGING ENVIRONMENTAL CONTEXT AND ORGANIZATIONAL CULTURE
- INTRODUCTION
- CONSERVATION'S CHANGING ENVIRONMENTAL CONTEXT
- Background to conservation's changing environmental context
- Phases of southern Africa's conservation policies
- Critical and post-modernist perspectives in organizational culture research In this section, my aim is to demonstrate the emergence of post-modernist and critical
- ORGANIZATIONAL CULTURE AND CONSERVATION
- SUMMARY
Post-modernist research on organizational culture began to emerge in the latter part of the 1980s. In this chapter, I have reviewed the literature regarding change in the context of conservation and organizational culture.
THEORETICAL AND CONCEPTUAL FRAMEWORK
THEORETICAL FRAMEWORK .1 Hermeneutic philosophy
- Critical theory
- Giddens and the theory of 'structuration'
Likewise, the metaphor of the hermeneutic circle (Laars 2000) is a useful procedural framework for conducting research. The search for self-awareness is dominated by reference to the only available point of view, that of the self.
CONCEPTUAL FRAMEWORK
- Schein's concept of culture
- Schein's framework of culture
- Schein on strategy and organizational culture
- Schein on leadership and culture
- Schein on culture and organizational learning
Learning is therefore dynamic and evolves over time as the experience of an organization's members in dealing with the challenges presented by the environment evolves. This is largely because the basic assumptions of an organizational culture influence how an organization perceives its surroundings.
IMPLICATIONS FOR RESEARCH
This view reflects concerns outlined in the contemporary critique of conservation management, consistent with the notion of making implicit meanings more explicit. In this context, I do not use or understand the term oppression as it is used or understood in classical critical theory. However, I am more interested in the dominance of certain meanings over time and their implications for managing change.
Implicit in the idea that some meanings can become dominant is the suggestion that such meanings generally do not change easily: they provide stability against change and tend to be favored over other meanings.
SUMMARY
This combination of hermeneutics and critical theory was useful in summarizing for me the background to Schein's framework in general and as it relates to the idea of basic assumptions in particular. However, in light of the literature reviewed in the previous chapter, Giddens' theory of structuring and Kondrat's idea of critical self-reflectivity, I find that Schein's work brings all these concepts into one framework. Within this context, this chapter fulfilled two interrelated goals: first, to outline the theoretical underpinnings of the study and second, to provide a context for the discussions of culture and strategy presented in the following chapters.
The next chapter describes specific research methods that align with this general approach.
INTRODUCTION
RESEARCH SETTING: OVERVIEW OF THE CASE
- A brief history of formal conservation in KwaZulu-Natal
The establishment of the NPB was largely motivated by a desperate attempt by the provincial government to curb widespread poaching and the unsustainable use of wildlife. Thus, there was a serious mismatch between conservation production and the changing needs of the province of KZN. Increased participation was seen as a prerequisite for meeting the interrelated imperatives of justice, reparation and development without losing sight of conservation goals (Joubert 1995).
Most of the issues were thought to contribute to the province's economic and development requirements (Msthali 2001, EKZNW 2002).
RESEARCH DESIGN
- Case study approach
Others argue that case study research involves a single case; otherwise, the study is considered comparative (Burton 2000). The adoption of a case study approach was thus carried out in part due to the qualitative nature of the study. In addition, the case study approach is flexible because it allows the researcher to use a variety of data collection techniques (Burton 2000).
The case study method also offers a different form of 'generalization' compared to the literal interpretation of the concept of generalization.
SAMPLING
METHODS AND DATA COLLECTION
- Observations
- Documentary review
- Interviews
With the benefit of hindsight, I can say that all the interviews were very positive and friendly. I can also safely speculate that the organization's recent turmoil could have had some influence on the positive acceptance of the study. There is thus no patterned variation in the quality of the interviews in relation to when they were conducted.
For example, most of the respondents gave examples of issues in which they were involved on a daily basis.
DATA ANALYSIS AND INTERPRETATION
- Choosing excerpts for inclusion in the text
Subsequent re-reading of the interview text often led to a much more detailed coding profile. Constantly referring to the narrative summaries helped me gain a deeper understanding of the interview material, not individually but collectively. So I put together a few topics that seemed appropriate based on my understanding of the overall interview material.
The grouping of themes therefore expressed relationships that were intrinsic to the respondents' narratives.
SUMMARY
LEADERSHIP AND BASIC ASSUMPTIONS IN KWAZULU- NATAL'S CONSERVATION SECTOR: AN HISTORICAL
PERSPECTIVE
INTRODUCTION
THE NATAL PARKS BOARD (NPB) - Founding circumstances
The establishment of the NPB is attributed to the vision and commitment of the political leaders of the time in response to the threats posed by the uncontrolled use or harvesting of wild animals and poaching (Hughes 2001). But the challenges for which the NPB was created were growing and, as it soon became apparent, highly controversial. There was much controversy partly because parts of Natal society welcomed the creation of the NPB with mixed feelings.
Parts of the Natal community strongly resented the idea of a provincial conservation agency - with the white communities calling the agency the 'Natal Pigs Board'26.
LEADERSHIP OF THE NATAL PARKS BOARD
Political leaders of the time saw the external environment as hostile to the idea of establishing the NPB. 13 Note the military insignia (for those who fought in World War II) and the uniform – typical of the army. Geddes-Page made enormous use of his diplomacy to negotiate in favor of the interests of the NPB.
The assessment led to the closure of some of the facilities created under Geddes-Page that were operating at a loss for the organization.
THE DIRECTORATE OF NATURE CONSERVATION
To succeed in his work required a great deal of ingenuity on the part of the leadership. The creation of the DNC and the development of 'community friendly initiatives' almost coincided with a change in the 'industry culture' in conservation with the beginning of the philosophy of ICDPs (pers. obs.). 49 Personal interviews with Wayne Elliot and Khulani Mkhize, former Director and Deputy Director respectively of the DNC.
As a result of a functional relationship that the DNC developed with the local population, major achievements were made, such as the successful negotiations with the local population that led to the establishment of Tembe Elephant Park and Amathikulu Forest Reserve (50Elliot^er5. comm.).
EVOLVING PERCEPTIONS OF STRATEGY CONCEPTS
- Mission
- Environment
- Competencies
- Stakeholders
NPB's mission under Vincent was to strategically combat species loss from poaching and unregulated use. KZN as an environment for conservation in the case of NPB was understood differently in different eras of leadership. With a commitment to conservation as shown in the interpretation of the mission, a strong conservationist perspective existed from the beginning in the NPB.
Second was the definition and interpretation of the mission that underlined species protection within protected areas.
DISCUSSION
This weakened its capabilities and ability to reconcile the complex demands of the environment (and inherent stakeholder demands) with those of the organization, and as has been observed in other contexts, thus limited the organization's chances of achieving a level of autonomy from the environment. (Gomez 1993). Over time and as the environment imposed different pressures, each leader had a preferred version of the mission. In short, Vincent planted the foundational seeds of basic assumptions that were reinforced by the interplay between understanding of mission, environment, stakeholders, and competencies.
Nearly fifteen years at the helm of the NPB ensured that Vincent's values and beliefs were respected, if not ingrained.
SUMMARY
As conservation evolved, and as new pressures were applied from the external environment, new additions were made to the mission with implications for perceptions of both competencies and stakeholders. Additions to the mission became a source of tension because the mission was no longer understood from a common set of basic assumptions. Based on the findings in this chapter, it can be postulated that today the conservation mission is understood in different ways.
I apply Schein's framework and methodology to 'uncover' and present the underlying assumptions in EKZNW - as a successor to the NPB and DNC and seek to understand how these assumptions are interacting with the strategic objectives under the leadership of Khulani Mkhize.
ANALYSIS OF BASIC ASSUMPTIONS AND STRATEGIC OBJECTIVES
INTRODUCTION
BASIC ASSUMPTIONS UNDER THE MKHIZE LEADERSHIP
- Assumption 1: 'Public funding defines who we are'
- Assumption 2: 'Leaders in conservation'
- Assumption 3: 'We know our realities are changing'
- Assumption 4: 'We are conserving a great natural and cultural heritage'
The provincial government expects Ezemvelo KwaZulu-Natal Wildlife to contribute to the province's economic growth through its grant. As a result, in the new post-merger structure, ecotourism and marketing became one of the three pillars of EKZNW's operational framework. An example is the concept of branding, which is currently receiving a lot of attention in light of the organization's commercialization agenda.
Mixed feelings were noted in relation to some of the ongoing initiatives in the country.
INTERACTION OF BASIC ASSUMPTIONS WITH STRATEGIC OBJECTIVES
- Overview of strategy at EKZNW
- Embracing business principles and commercialization as a dilemma
- Does commercialization undermine public service commitment?
Opportunity has emerged as one of the strong features of the organization in relation to seeking financial resources or minimizing costs. Greater financial efficiency is seen as a potential relief of pressure on the organization's overstretched finances. The fact that the organization's permitted commercial activities are limited means that it makes sense to concentrate growth on ecotourism.
It is plausible to argue that top management in the organization has simply stated its position: 'either we make money or we are doomed'.
SUMMARY
DISCUSSION AND EVALUATION OF THE THORETICAL AND CONCEPTUAL FRAMEWORKS
INTRODUCTION
A REVIEW OF STRATEGY CONCEPTS
In fact, the polarization in the interpretation of the mission began under Vincent, and has continued to date. This has contributed to the polarization in the interpretation of the mission and the continuation of attitudes of 'protecting the grassland' among managers, scientists and those aiming to promote tourism and recreation. The change took place against a background of the acceptance of the role of stakeholders in different aspects of conservation management.
The discussion of the basic assumption of 'Conservation of a great natural and cultural heritage' supports this view.
REVIEWING THE THEORETICAL AND CONCEPTUAL FRAMEWORKS In this section, I review the usefulness of both the theoretical and conceptual frameworks
- Evaluating the theoretical framework
- Evaluating the conceptual framework
In light of the above insight, the results of this study have some important implications for leadership and strategy formulation in conservation organizations. In the following paragraphs, I summarize my interpretation of the practical usefulness of Schein's framework. The continued evolution in the nature of the conservation mission presents a challenge to the management and leadership of conservation organizations.
Because the underlying assumptions were implicit, they could not be translated into accepted values and artifacts consistent with the organization's culture.
SUMMARY
Based on the previous discussion, I would argue that two factors are essential to all successful change initiatives: learning and skill in understanding the environment. Environmental awareness - understood in this context as the mosaic of changing assumptions held by stakeholders outside the organization - is essential to ensure that culture does not impede strategy. To this end, I argue that the effort to facilitate alignment between an organization's culture and strategy should have as its starting point a thorough understanding of general environmental trends or developments.
Thus, an implication for management is the need to discover not only effective ways of communicating. This implies that employees should be adequately informed about the rationale for choosing the strategy and spared from the specifics of the strategy.
SUMMARY, CONCLUSIONS AND RESEARCH IMPLICATIONS
INTRODUCTION
A SUMMARY OF FINDINGS
One of the key outcomes of such a strong culture was behavioral consistency across individuals in the organization. Because different views were the norm rather than the exception, the conservation sector suffered from considerable polarization around the interpretation of the mission. For example, amid the evolution of the mission, required competencies have also undergone significant changes.
Thus we see in the current management of EKZNW that the creation and maintenance of partnerships is emphasized as being one of the mandates next to conservation and ecotourism.
CONCLUSIONS
A summary of the findings in relation to the above objectives will help clarify the implications of the study. With regard to the first objective, it was determined that leadership played a crucial role in interpreting the environment and developing strategies based on an interpretation of the environment. One consequence of this was that over time different management styles and aspects of 'conservation effectiveness' were emphasized to reflect leaders' interpretations of the environment during different phases of conservation development in KZN.
A command and control management style created a favorable 'organizational climate' which supported the persistence of the founding assumptions.
