The Arkansas nonprofit Our House, which provides shelter to homeless families and individuals working to regain their economic independence, has built a culture of continuous feedback with surveys, community councils, and “happy or not” voting terminals. Part of a series produced for SSIR with the support of the Hewlett Foundation.
An excerpt from Leading Transformation on the “Behavioral Innovation Manifesto.”
We must take proactive and preventive steps to restore trust across government, business, and civic institutions, or societies around the world may be at greater risk of chaos and conflict.
When Paula John visited Epiphany Community Health Outreach Services for help with her arthritis, she encountered long wait times and unfriendly staff. Her feedback led to changes that transformed her opinion of the organization. Part of a series produced for SSIR with the support of the Hewlett Foundation.
Without bringing more rigor and resources to scaling impact efforts, the do-good industry will never make the exponential leaps needed to bring social innovations to millions of people.
Nurse-Family Partnership has institutionalized the practice of gathering end-user and partner feedback, influencing changes to its systems, services, and business model. Part of a series produced for SSIR with the support of the Hewlett Foundation.
An SSIR survey of nearly 2,000 leaders of nonprofits, foundations, and other charitable organizations revealed that they believe feedback is important but still struggle with figuring out how to do it.
Employee surveys can help organizations surface fresh perspectives and new thinking while building a culture that rewards curiosity. Part of a series produced for SSIR with the support of the Hewlett Foundation.
Highlights from the magazine and website.
Thinking about social impact measurement on a spectrum can help organizations develop a clear, evidence-based idea of how or why their programs work.