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We kicked off another year of the Dodge Board Leadership series last week with a workshop on assessment. I was struck, as always, by the challenge of nonprofit accountability in the age of “outcomes measurement.”
Everybody wants numbers, but the outcomes and impacts of our work that matter most to us do not always lend themselves to quantification. What do we do?
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Communication patterns can tell you a lot about your organization's culture. What steps can you take to examine your communication?
Although this blog post is about software development, it has strong analogues in how the board and TC in general might communicate better. We don't have their distributed location problems, but we do have a mix of time availability with staff and volunteers having very different time availability.
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How can we repair our public discourse?
Imagine that you’re among a group of college students who want to discuss the big issues of the day. What can be done to bring peace to the Middle East? How can we reduce sexual assaults on campuses? What should be done about immigration?
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Nonprofit organizations are different from business and government. One would reasonably expect to manage and govern them differently. However, in the absence of a general framework for nonprofit management, third sector organizations are under persistent pressure to look like something else. On the one hand, nonprofits are advised (sometimes by “venture” philanthropists) to become more entrepreneurial and business savvy, orienting their organizations more closely to market forces.