General Organizational
Capacity Building
Toolkit Home | Phase 1 | Phase 2 | Phase 3 | Phase 4 | Phase 1 Action Steps
After assessing the organizational context, readiness and leadership support ,decisions about capacity building need to be made.
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In this step, the implementing organization must determine: ​​
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which infrastructure, skills, and motivation of the organization or community need enhancement to ensure the innovation will be implemented with quality.
Tools to use during the General Organizational Capacity Building phase:
Leadership Training
This power point presentation describes two leadership models that support successful implementation processes in organizations. The first is “full range leadership model” that is a general leadership theory that examines the behaviors of leaders in different work situations and the decisions they make. It distinguishes between “laissez-faire”, “transactional” and “transformational” leadership models.
The second theory is the theory of adaptive leadership, which describes a range of behaviors that leaders display to drive complex change in their organizations. This presentation is intended to be used as a stimulus for discussion after an implementation leadership assessment has been completed.
Who should use Leadership Training?
Most teams would benefit from some sort of leadership training. The strength of this training is for teams that are in need of multiple layers of leadership and leaders that need to organize complicated implementation structures.
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How does the tool help with Implementation?
Building capacity of the organization and the workforce is a key activity in QIF Phase 2. One critical component is leadership capacity. Understanding the attitudes of leaders in an organization and their leadership styles allows an implementation support team to both assess the potential barriers to implementation and to plan strategies to build capacities in advance of the implementation itself. This presentation, along with the implementation leadership and implementation climate assessments will provide the necessary information for strengthening the leadership support for implementation.​
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Resources recommended:
Time: The training itself is designed to take between an hour and an hour and a half. To fully implement the lesson learned will require time outside of the training. Time light resource.
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People: While useful for project leadership, the training is broad enough to be helpful to anyone in the team leading even small pieces of the implementation process. Personnel medium resource.
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Funding: The cost is the personnel time. Funding light resource.
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Slide deck for training on Transformation and adaptive leadership.
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Interactive Systems Framework
The Interactive Systems Framework describes how the work of an implementation project can be structured to ensure that there are adequate resources allocated for the delivery, support and communication of the interventions. Each component is a system in of itself and the ISF describes how these systems should interact during the implementation project.
Who should use the Interactive Systems Framework?
All teams working on an implementation project should be aware of the ISF and assign roles accounting for all three of the systems. How formally the teams need to adopt the ISF depends on how complex the project is and how many teams are collaborating. The more complicated the structure, the more useful the ISF will be to teams.
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How does the tool help with Implementation?
The Interactive Systems Framework allows for organizations to determine the infrastructure that is needed to adapt, support and deliver the implementation and to identify gaps in motivation and capabilities that need to be addressed before implementation begins. The ISF model can be used by implementation coaches as a guide for discussions to drive implementation planning, implementation team development, leadership engagement and capacity building. ​
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Resources recommended:
Time: The tool itself does not take much time to learn and begin to set up. However, the framework will influence most of the work being done to implement an intervention for the teams that formally adopt the ISF. Time medium resource.
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People: The tool will give structure to most of the people working on an intervention project. Personnel medium resource.
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Funding: The people working on the project is the only cost of the tool. The tool influences the type of work being done, but not necessarily the cost of doing that work. Funding light resource.
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Description of the tool along with its purpose and how it applies to the QIF. The tool itself is a diagram that is further explained by cited research article.
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