ABSTRACT
PRADAN is one of India’s most experienced community development organizations and is one of the pioneers of self-help groups (SHGs). These SHGs are a simple yet effective way of reaching out to and connecting with rural poor, particularly women. In this case study PRADAN reflects on its experience, specifically its approaches that focus on building a ‘sense of agency’ that have proved to be transformative in multiple environments. PRADAN sees success or failure as a trigger for introspection and reflection both for itself and the SHGs it promotes. PRADAN is learning about the importance of creating enabling conditions where young initiatives (‘green shoots’) take root, and communities emerge as active agents of change fulfilling new and quite transformative roles. Among the many challenges PRADAN faces is how to maintain the balance between evidence-based success (tangible gains that require technology, discipline and a degree of regimentation) and the ability to not be prescriptive. Constituents need to learn to read their own reality accurately, and to avoid implementing the best practices of others blindly. Approaches and practices need to emerge organically, and not follow blueprints or templates. Otherwise, they will not be capable of capturing the creativity, or catalysing and mobilizing the energies of the participating communities, let alone see them take the initiative to widen their circle to gradually benefit more and more communities and women.
