Efficiency of communications in Transparency International's network of organizations

Background

Before joining Fletcher, I had the opportunity to work for Transparency International (TI), a non-profit organization that fights corruption in different levels. The interesting thing about this NGO is how it’s internally structured. Their webpage explains: "Transparency International consist of more than 100 chapters - locally established, independent organizations - that fight corruption in their respective countries." Essentially, what this means is that TI is a network of organizations (national chapters), which are subscribed to the cause of fighting corruption, but work autonomously from the Secretariat based in Berlin. They have there own budget, Board of Directors, organizational structure and culture. TI’s success is determined by the strength of the connections the Secretariat has with other NGO’s around the world who decide to become part of the network. Paradoxically, one of TI’s major internal issues is the non-effective way in which it communicates with the national chapters worldwide.

Objective

Increase efficiency in communications between Transparency International’s Secretariat and the National Chapters subscribed to the organization by understanding how the information is flowing between the different departments (regional and thematic) in TI and the National Chapters.

Research Question

How can TI be more effective to achieve its cause of fighting corruption worldwide by strengthening their network through more efficient means of communications with the national chapters?

Methodology

Participants:

The participants would be all the units, departments, programs and special initiatives (as defined in TI’s organizational chart made public in their website) and a selection of 25 different national chapters in representation of the 100 chapters that TI now includes in their network.

Measures and Procedures:

The participants would be administered a questionnaire in order to identify the following centrality measures:

• Degree Centrality: to identify the number of connections different departments have among themselves and with the national chapters and vice versa.
• Closeness: to identify which departments have the most ties with chapters and vice versa.
• Betweeness: to understand how the flow of information is controlled.

Limitations:

• The connection amongst departments and chapters very often depends on the personal ties created by the employees and therefore the analysis would change if personnel leave.
• The information drawn from the survey could potentially be incomplete since we would be collecting data from departments that are composed by more than 1 person and it is difficult to ensure the participation of everyone.