Nonprofits can feel like philanthropy’s “tiny dancers”—performing the latest and greatest ideas at philanthropy’s behest, whether or not the intervention fits the organization’s infrastructure and practice. But every so often a proposed “new” management practice leads to meaningful change.
Four organizations illustrate that the whole is greater than the sum of its parts.
Our centrist President is in trouble. Not so much for his policies or attempts at turning the Titanic called our healthcare system around but because he is Black. In essence, he must first slog through our country’s collective unnamable even unknowable fear of change that he represents as well as the thinly veiled racism that is at the heart of the recent normalization of fringe element characterizations such as “socialist president.” Jimmy Carter sees through the veil and made a public statement about racism and this presidency, but he has been met with the typical response of “how dare you say that about me.”
FROM THE ARCHIVES:
How a board handles a leadership transition can have powerful and long-lasting effects. This article discusses how the board’s handling of this pivotal moment can result in long-lasting problems—and what your board can do to get it right.
FROM THE NPQ ARCHIVE: The nonprofit sector‘s love-hate relationship with founders has lasted for decades. Understanding some of the very recognizable dynamics laid out lovingly in this classic management article might help one avoid the sometimes-too-public founder/nonprofit breakups and meltdowns that abound in our passionate sector.
