Fostering Collaboration Through Common Language
Social change partners must understand the why before digging into the what.
Social change partners must understand the why before digging into the what.
The co-operative enterprise model lets people own and operate the services they need to live, and supports overall economic stability and resilience.
A group of local donors has set out to transform the teaching profession in Memphis, Tennessee.
Increased cross-sector collaboration has allowed businesses to use the power of capitalism to solve social problems—an introduction to the fall 2014 issue.
To be effective, collective impact must consider who is engaged, how they work together, and how progress happens.
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
Professionalism has become coded language for white favoritism in workplace practices that more often than not leave behind people of color. This is the fourth of 10 articles in a special series about diversity, equity, and inclusion.
Conventional wisdom says that scaling social innovation starts with strengthening internal management capabilities. This study of 12 high-impact nonprofits, however, shows that real social change happens when organizations go outside their own walls and find creative ways to enlist the help of others.
Business leaders play vital roles in the nonprofit sector – as board members, donors, partners, and even executives. Yet all too often they underestimate the unique challenges of managing nonprofit organizations.
The deep changes necessary to accelerate progress against society's most intractable problems require someone who catalyzes collective leadership.