M. Moniruzzaman

This study analyses the group formation process followed by Brac and Proshika in Bangladesh. Based upon field observation and interviews, it is apparent that the process of Brac and Proshika’s group formation suffers from internal contradiction in setting group objectives. The NGOs expect the groups to remain principally focused on social and political change, but the group members’ objective is to access credit from NGOs and gain economic benefit. The NGO workers remain almost detached from the process and remain unaware of the real group objectives. This produces a gap between the expectations of the NGOs and the offstage negotiated objectives of the groups. Despite this contradiction, the group approach clearly demonstrates the achievement of some desired empowering effects but not through the desired ways of the NGOs. Paying closer attention to the group formation process will help NGOs achieve their desired objectives better.

A popular view in development studies is that participatory approaches to development are effective in improving the conditions of local people.1 According to this view, participatory approaches involve mobilisation of the grassroots people and their active participation in the development process, which ultimately leads to their empowerment.2 Non-Governmental Organisations (NGOs) are considered to be the most effective catalysts to facilitate mobilization, participation and empowerment.

A popular strategy applied in participatory development is the group approach, pioneered by the renowned Grameen Bank (GB) in Bangladesh, and later followed by many NGOs there. This study examines the strategy of group approach used by two largest NGOs in Bangladesh, namely, the Bangladesh Rural Advancement Committee (Brac) and Proshika.3 It analyses the complicated, lengthy process of group formation involving complex social interface and offstage negotiations among the members about the objectives and activities of the groups.

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