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Document serves a conceptual tool to help define, guide, and measure the process of organizational change into the State Rural Development Councils (SRDC).
Paper is organized in four parts: (1) Discussion of the significance for the SRDC initiative from two perspectives, one that comprises the multiple ideas and circumstances that brought about initiative, the second describes the current rural context. (2) Description of complexities and diversity of the state council process; (3) A defined conceptual framework for guiding and assessing the work of the SRDCs; (4) Reflection on the policy implications of the organizational change perspective, suggesting what council leaders and policy makers can do to manage and support the SRDC initiative.
