The study of conflict areas has become increasingly relevant, especially concerning civil society organizations (CSOs) that confront a myriad of challenges in areas with limited statehood. This chapter delves into the intricate interplay of internal and external governance dynamics in CSOs, uncovering how each governance dynamic may lead to imbalances in stakeholder management, with accountability often favoring donors over other stakeholders. Surprisingly, this phenomenon of skewed accountability transcends beyond large non-governmental organizations (NGOs) and extends its influence even to the smaller CSOs, which are typically recognized for their strong social base. Drawing on structured questionnaires and in-depth interviews, our investigation reveals that both NGOs and smaller CSOs grapple with a significant reliance on donors, often leading to compromises that run counter to their founding principles. Our findings showcase the stark contrast between individuals benefiting from donor funds and those grappling with a dissonance between their ideals and compromised outputs. Amidst these complexities, the urgency to forge coalitions and networks emerges as a compelling strategy to defy existing paradigms and foster alternative pathways. This chapter calls for strategic approaches to strike a balance between embracing necessary donor dependence and preserving the authenticity and core values of civil society.