Thompson's (1995) four hypotheses can be recalled as follows: (1) bureaucratic efforts for survival (2) conditionality of donor agencies (3) failure of the schematic approach and (4) the success of the participatory approach adopted by other organizations. The case study revealed that the assumption of organizational change to adopt a participatory approach to ensure the survival of the bureaucracy is not applicable in the case of GSDA. The organization faces no threat of a reduction in the size of the bureaucracy due to a financial crisis in government. Although the first hypothesis is not applicable, others are discussed in detail as they are relevant to the case study.6.1. Donor agency conditionality The case study reveals that the assumption of organizational change to adopt a participatory approach outside the donor agency's agenda significantly influenced the GSDA to opt for a participatory approach. Although there is no direct pressure from the donor agency to adopt a participatory approach in its work, the success of the WB pilot projects in the state has greatly influenced the GSDA and policy makers to regularize this new approach. Subsequently, he played a leading role in involving the local community in the process of planning, design, implementation, operation and maintenance of the projects. The projects proposed an institutional model through which the management of GW is attempted. This institutional model, in turn, was designed to obtain representation from all types of groups in society, including women. The training component of the WB project contributed to changing the mindset of GSDA staff towards new approaches and facing new challenges in GW management. Services such as social assessment, community mobilization, IEC awareness campaigns were...... middle of paper... ...SDA raises the hidden question of whether it could institutionalize l participatory approach. While working at GSDA, I discovered that although the participatory approach is integrated into various projects and programs, its institutionalization process has not yet begun. It will have to go a long way in its policies and operations to achieve a truly community-oriented organization. The author advocates that GSDA become a learning organization and create confidence among staff to conduct relevant experiments. The GSDA has collected enormous scientific data since its inception which should be used by the community. It should maintain close contacts with NGOs, academics and experts in the field of green waste management. With the adaptation of community approaches, it should move from a simple technical organization to a techno-sociological organization in the true spirit..