The perspective of development of many non-governmental development agencies underwent a change in the 1970s. Consequently, there was a shift in their focus, a way from themselves to the communities they were assisting. However, a preoccupation with operations made any strategic change in programmes a difficult proposition. The paper analysis the experiences of two development programmes, a hospital and a women's handicraft centre, and presents some ssuggestions for action. IT appears that an experimental approach to programme alternatives, learning about the large system from changes in the sub-systems, initiation of participatory planning processes are possibilities for action. It is hypothesised that the degree of dependence on capital intensive technology and the strength of the internal cohesiveness of programme personnel against the shift will determine the incremental or radical nature of the changes implemented.