| Organizational psychology as a field has been moving toward more work with social change organizations. The non-governmental organization (NGO) is one common type of social change organization, but while studied in the international development literature, it is rarely explored through the lens of organizational psychology theory. This study uses one such theory, Embedded Intergroup Relations Theory, and its related methodology of organizational assessment, organizational diagnosis, to examine a culturally diverse NGO. The analysis describes the NGO from an intergroup perspective, revealing how organizational and identity group memberships affected individuals’ experiences of their roles, including their personal and professional needs, work orientation, and attitudes toward power, authority, and decision making. Results also show how the intersection of group memberships and the system within which the organization was embedded helped explain individual experiences, group dynamics, and organizational functioning. Overall, the study found that challenges the NGO faced were related to both organizational growth and diversity. This study serves as a rare model of an organizational diagnosis of a culturally diverse NGO. Recommendations for consultants working with culturally diverse NGOs include using self-awareness and a social justice perspective. Findings imply a need for further research on different cultural models of work, organizational growth, and change in order to better inform consultants in their work. |
