Introduction.

Third sector organizations typically refer to those organization which is neither public or private; they exist as voluntary and community organization. It entails the social enterprises, agencies, mutual associations and co-operatives which do not depend on government, having their primary focus on achieving societal goals. Third sector organizations are generally based on two core principles, one they are value driven, meaning that they are determined to archive the social goals such as improving the public welfare, the environmental well-being, and the economic stability. Secondly, they are motivated to reinvest any surplus generated in the pursuit of their goals. I have observed that these organizations usually face some crucial strategic challenges which limit them from accomplishing their set objectives, these challenges are majorly based on the following fundamental frameworks; Strategy beyond profit and leadership problems.

Strategy beyond profit

Under close examination, the aspect of Strategy Beyond profit is a major challenge in the third organizations. The public sector encounters difficulties in strategy formulation and implementation that are distinct from those faced by the private sector, and these include different cycles of leadership changes, complex internal and external dynamics, and a variety of stakeholders who have diverse definitions of success and failure. To meet the likelihoods caused by these determinants public bodies rely on1 process timelines based on the election sequence, recognizing and emphasizing on key adversaries and supporters, continuous communications, and utilization of the viable possibilities offered by real or perceived pressures. In employing this combination of states, public-sector managers can effectively draw on both conscious devising methods and implement new policies.

Center to the continued endurance of any organization is the capacity to formulateand fulfill an efficient approach notwithstanding some shortcomings of organizational suppliesand the forces of the outside atmosphere MeanwhileIn the profit  making sector, it seems to be comparatively outspoken. The plan aims to maximize gain and stockholder value.Private-sector firmsneed layout to withstand dares from opponents, decisions of administrative bodies,changes in the financial context including shifts in interest charges and industrial movement, and deficits of personnel and stocks. Public-sectorbodies also face multiple of these hurdles but in diverse patterns, as wellas the extra deliberations of a selection sequence that may results changes in leadership, a wide variety of stakeholders with competing agendas, and thesubjective nature of success given these diverse perspectives

However, is this an appropriate measure for public value?First, it implies that managers can predict future states with

enough accuracy that plans can anticipate these emerging circumstances. Second, it assumes that the organization can rearrange its internal

structure to meet these requirements. Third, while such an approach is not

built on environmental stability, it does presume that changes will occur

within parameters anticipated through the generation of scenarios or other

variants of the central plan

Many researchers have noted significant differences between the public andprivate sectors with respect to factors that affect strategy formulation(among others, see Ferlie 1992; Lindblom 1977; Richardson 1995). Unlikecommercial firms, which are free to produce only those goods that managersfeel will be profitable, ‘‘the public sector continues to produce core goods andservices that are of major significance to society as a whole: health, education,social security, defense and criminal justice’’ (Ferlie 1992: 80)Despite the complexityof services or the issues faced, the public sector has no choice but tocontinue with its mandate, although there is some room for innovation in howservices are delivered.You should also note down whether you agree or disagree with the positions stated and whether you have experienced these challenges.

As a summary, question whether you think strategy for public value is wholly different from strategy in the for-profit sector or simply strategy with a different emphasis.

Leadership and wicked problems

This is crucial challenge which is evidence in the third organizations. It has been my observation that many models designed for organizationalchanges tends to fail. The major causes of these failures may be usually due to the way the problems are framed and the implemented approach to tackle the problem. According to Grint “differentiating between Tame, Wicked and Critical problems, and associating these with Management, Leadership and Command, might be a way forward” And according to my own point of view it is to my conviction that this strategy will help the third organizations tackle this kind of challenges they encountered when making organizational changes.

To address change the following needs to be put into consideration, and accepted need to change, a viable vision, change agents should be available, realistic scale and pace change, An intergrated transition programme, A plan for likey resistance, constant advocacy , an dfinally a benefit plan which is locally owned.  However each organizationa change differs from the other this might make the universal solutionto be hgampered. Leadership and management identified as forms of authority which are based on the degree of uncertainty and certainty are on the other hand interconnected to the topology of Tame and Wicked problems.

The third organizations faces complex Tame problems, this problems can be solved through application of the unilinear acts. Wicked problems are on the other hand more than just complicated, they are much complex. Tame problems in simple terms can be referred to as those probelmes which have a scietifc solutions however the wicked problems do not have scietifc solutions. Thus the category of problems is subjective not objective. Conventionally, we associate leadership with precisely the opposite – the ability to solve problems, act decisively and to know what to do. But Wicked Problems often embody the inverse of this – we cannot solve them, and we need to be very wary of acting decisively precisely because we cannot know what to do. If we knew what to do it would be a Tame Problem not a Wicked Problem. Yet the pressure to act decisively often leads us to try to solve the problem as if it was a Tame Problem.

The leader’s role with a Wicked Problem,therefore, is to ask the right questions rather than provide the right answers because the answers may not be self-evident and will require a collaborative process to make any kind of progress. Examples would include: developing a transport strategy, or an energy strategy, or a defense strategy, or a national health system or an industrial relations strategy. Wicked Problems are not necessarily rooted in longer time frames than Tame Problems because oftentimes an issue that appears to be Tame can be turned into a Wicked Problem by delaying the decision or reframing the problem, It is then necessary to involve leadership with effective and efficient solution for different problems. If there was an elegant (scientific) solution it would be a Tame Problem. Wicked Problems are inherently political in nature not scientific or ‘rational’ and progress is likely to be via a Clumsy negotiation of the common ground

            Reading 6] In the article ‘Wicked problems and clumsy solutions: the role of leadership’ Keith Grint (2008)

Reference

Grint, ‘Wicked problems and clumsy solutions: the role of leadership’ (2008)

Triplett, Rolfe, et al. “Extending the productive associations of nitrogen-fixing bacteria.” A Nitrogen Story, Jan. 2019, pp. 01-03

Williamson, “Factors Inhibiting the Efficiency of Symbiotic Nitrogen Fixation.” ecological Sciences, 1998, pp.1233-1234

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