Advocacy
The Limits of Anger
New research explores why the anger that energizes social movements dissuades sympathizers within companies from taking action. A Research article from the Spring 2020 issue.
New research explores why the anger that energizes social movements dissuades sympathizers within companies from taking action. A Research article from the Spring 2020 issue.
Instead of plugging numbers into a traditional formula, taking another look at foundation spending policies is an opportunity for an engaged board to grapple with central strategic questions.
Social-impact reports using language imported from business, finance, accounting, and corporate human resources cause nonprofit employees to feel estranged from their own values and the purported values of their organizations. A Research article from the Fall 2019 issue.
Rather than a glossy brochure that no one reads, your strategy should be an ongoing practice that informs your decisions and adapts as circumstances change. A Viewpoint from the Summer 2019 issue.
Leaders working on issues including public health, human rights, and economic development discuss how nonprofits can do better by treating the people they’re trying to help as partners, not patients.
Too many organizations ignore or avoid addressing internal conflict. A healthy perspective on disagreement can increase resilience and spur needed innovation.
Bringing non-family members, people with diverse perspectives, and professional advisors into decision-making can help family foundations take greater risks and bolder action toward their missions.
For a foundation board to fulfill its essential duties, ensuring that it benefits from diverse voices, ideas, and perspectives is paramount.
What lies under the word, “uncollaborative”? Usually, it’s an unaddressed power imbalance.
Social sector organizations must consider whether their internal operating system is serving them, their clients, and their pursuit of social impact.