The second part of the thesis is an analysis, which compares the YWCA change process with organizational change theory as detailed by several authors.
This thesis suggests that the change process accomplished the primary goals that had been identified by key stakeholders as desired outcomes of the reorganization: it brought into being a representative and responsive national governance body; it reinstated the authority and decision-making impact of local associations within the national structure; it strengthened support systems available to local YWCA;;s; it created a structure that has strengthened the collective nature, identity and power of the YWCA movement; and it has committed to continuously re-creating itself by involving young people in shaping the future.
The documents (some whole, some excerpts) most central to the change process have been included in the Appendices. As part of the research project related to this thesis, the author compiled substantive documents related to the change process and submitted them to the National Office of the YWCA of the USA in Washington, D.C.
