The complexity of the constantly changing environment in which civil society organisations (CSOs) operate has significant implications for their effectiveness. Internal and external pressures continuously challenge their organisational identity and ability to achieve their mission. This can be particularly significant where rapid change processes are triggered by contextual influences, whether negative (such as HIV/AIDS or civil war), or positive (such as increased donor funding). The capacity of CSOs to analyse and understand their internal and external environment and adapt their strategies to new conditions can help them to respond appropriately to these challenges. However, some do this more consciously and successfully than others. This paper suggests that by facilitating an understanding of analytical and adaptive capacities, and how they can be strengthened, we may help CSOs increase their effectiveness. It offers a cross-disciplinary review of current thinking about analytical and adaptive capacity, drawing on literature from fields such as organisational learning and change, strategic management, systems thinking and complexity theory. It then proposes practical considerations which may guide future efforts to develop the analytical and adaptive capacities of CSOs.
