Responses

Christine Letts
Rita E. Hauser Senior Lecturer in the Practice of Philanthropy and Nonprofit Leadership Harvard Kennedy School
 

Traditional strategic philanthropy doesn't always work for what the authors call "simple" or "complicated" problems.

Kenneth Prewitt
Carnegie Professor of Public Affairs, Director of the Scholarly Knowledge Project Columbia University
 

Foundation history is littered with examples of refashioning grant strategies when unexpected events occur.

Darren Walker
President Ford Foundation
 

Strategic philanthropy too often minimizes or ignores complexity because it is difficult to understand and predict.

Mark Speich
CEO Vodafone Foundation
 

Philanthropy that doesn't provide for the uncertainties of human conduct is usually doomed to fail.

Zia Khan
Vice President for Initiatives and Strategy Rockefeller Foundation
 

A strategy for a complex problem should be seen as a framework for action, learning, and continual improvement.

Katherine Fulton
President Monitor Institute
 

Strategic philanthropy is smart but not wise, which is why so many leaders have voiced doubts about it.

Peter Frumkin
Professor of Social Policy and Director of the Nonprofit Leadership Program University of Pennsylvania
 

Whether the problem is simple, complicated, or complex, the challenge is where to set the boundaries.

Paul Brest
Emeritus Professor, Lecturer, and Faculty Co-Director Stanford Law School, Graduate School of Business, and Stanford Center on Philanthropy and Civil Society
 

It's best to think of simple and complex problems as lying on a continuum, not on two sides of a divide.

Edward Skloot
Founder Center for Strategic Philanthropy and Civil Society at Duke University's Sanford School of Public Policy, Surdna Foundation
 

I am concerned that the odds against getting philanthropy to change course are almost too great to overcome in any reasonable time frame.

Jodi Nelson
Director of Strategy, Measurement, and Evaluation Bill & Melinda Gates Foundation
 

The new tools that the authors say philanthropists should use do not stand up under close scrutiny.

John Kania
Managing Director FSG
 
Mark Kramer
Co-Founder, Managing Director, Senior Fellow FSG, Harvard Kennedy School
 
Patty Russell
Director FSG
 

Last Word: John Kania, Mark Kramer, and Patty Russell respond to the eight people who responded to their article.

Tracker Pixel for Entry