Locally Driven, Network-Supported Systems Change
Neither top-down nor bottom-up leadership is adequate for solving complex social challenges. We need to combine the strengths of both.
Innovative ideas to help leaders of nonprofits and nongovernmental organizations work more effectively (more)
Neither top-down nor bottom-up leadership is adequate for solving complex social challenges. We need to combine the strengths of both.
Listening to participants allows nonprofits to go beyond the “what” of change to the “how and why,” the first step toward changing unjust systems.
Systems change efforts that focus on boosting social capital and collective efficacy through building relationships within communities show promise. But do we have the patience to wait for them to work?
Links to all of SSIR's online-only articles published the past three months, with editors' notes about standout pieces on racism, the social economy, grassroots movements, global development, and the climate crisis.
Building better relationships between funders and nonprofits, and investing in capacity, will mean more resilient organizations and more impact.
Participants are not simply the intended beneficiaries of nonprofit programs. Their organizational experience, in addition to their program experience, should guide nonprofit management to achieve more meaningful social impact.
Advice for nonprofit managers on playing the long game when the world turns upside down.
The growth of double bottom line and impact investing can give nonprofits new ways to raise funds and opportunities to grow their influence.
By creating a network of grassroots movements and calling out connections across issues, the social sector can drive demand for solutions and spur policy makers to act.
An excerpt from Amateurs without Borders explores a new wave of grassroots development aid putting NGO work back in the hands of amateurs.