FROM THE ARCHIVES:
As many readers may know, NPQ and the Young Nonprofit Professionals Network earlier this month issued a call for papers from young people active in civil society on their thoughts about equity, diversity and inclusion. That call has now closed and we have been overwhelmed by the response, receiving more than 130 submissions. That response sparked our interest in running this classic article again. Over the years, I have found this strain of inquiry very instructive in thinking about why patterns of exclusion in nonprofits that see themselves as liberal or progressive persist.
Welcome to the Nonprofit Quarterly’s first “Best of the Quarterly” issue. This marks NPQ’s sixth anniversary and such a retrospective is well past due. Thanks to our contributors, the NPQ has published some classics that stand the test of time in terms of their usefulness, and which provide a unique new perspective on issues that are critical to you, our readers. We received many more multiple nominations for this issue than we had space to publish. We took some editorial license to provide a range of topics from among those pieces nominated.
Even the smallest nonprofits can’t and shouldn’t sidestep the runaway steamroller of the accountability conversation. Its motor is on and it’s got plenty of gas. Furthermore it is a legitimate issue for us all. Much better we leap aboard and try to help steer the conversation.
FROM THE ARCHIVES
Organizational untruths are pervasive and corrosive, explains Belton. Truth telling is an essential practice that helps people thrive in their organizations while leading to increased individual and collective energy.
This is an article that focuses on the basic phases of building effective networks, using one grounded example to bring the theory to life. We recommend that readers look back also at Carl Sussman’s article (see Winter 2003, “Making Change: How to Build Adaptive Capacity”) and think about how the two approaches relate to one another in the achievement of real change.
FROM THE ARCHIVE: There are any number of articles about how nonprofit organizations grow and develop over time. This classic by Paul Light, however, is in a class by itself in terms of the way he describes nonprofit development as a nonlinear process that is very much affected by the choices made by leadership.
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.
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