Collective Action, Innovation, and Wealth Generation Among Settled Pastoral Women in Northern Kenya

Abstract

Collective action occurs when people join together to tackle problems of common interest. Collective action can be an effective
means of group problem solving, especially among poorer residents of densely populated urban areas or farming systems. Few
examples have been documented, however, for the lightly populated rangelands, where pastoralists are better known for their
social independence and opportunistic behavior. We were therefore surprised to encounter dynamic women’s collective-action
groups in small settlements throughout north-central Kenya, a pastoral region characterized by high rates of poverty, few public
services, recurrent drought, and ethnic conflict. We wanted to understand why groups were created and how they functioned.
We used a semistructured questionnaire to interview representatives from 16 groups in February 2006. Results indicated that
most groups had formed since the 1990s. They emerged either spontaneously or after encouragement from local developmentagency
staff. Founding members were exclusively women who were often illiterate and poor. Groups have elected leaders and
are governed under constitutional frameworks with extensive bylaws. Groups form to improve living standards for members,
and numerous success stories were noted. Groups undertake activities including microfinance, livelihood diversification, and
mitigation of drought effects; they also spearhead and fund community education and health initiatives. A tally of 63 groups
created over the previous 25 yr indicated that 2 had collapsed, 47 were thriving, and 14 were failing. Group failure was most
attributed to poor leadership and negative interpersonal dynamics among members, but important external threats included
drought, poverty, political incitement, illiteracy, and agitation by men. In a region beset by large challenges it is notable that such
grassroots innovation can help fortify social, human, and financial capital and this, in turn, can improve risk management and
human well-being. Collective action should be recognized as a vital development process in Kenya’s rangelands that deserves
more policy-level attention.

Key Words: drought management, Greater Horn of Africa, human organization, poverty reduction, risk management, rural
development