By Bernard Ross
This groundbreaking ebook may help nonprofit managers imagine in new and inventive methods approximately how they outline and meet the demanding situations they face--and how one can upward push above commonplace practices to raise their firms to larger functionality degrees. utilizing examples of top practices from leading edge organisations in either the company and nonprofit worlds, Breakthrough considering for Nonprofit Organizations bargains a mixture of "how-to" recommendation and case experiences that might advisor readers on a brand new highway to creativity. This publication will essentially swap the best way nonprofit execs take into consideration how they do their work--and herald a brand new period for nonprofits.
2003 Terry McAdam e-book Award Winner http://www.allianceonline.org/publications/mcadam_past_winners_1.page
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Extra resources for Breakthrough thinking for nonprofit organizations : creative strategies for extraordinary results
Example text
What’s the Potential? Imagine you’re the artistic director of a classical orchestra. You plan to play to 90 percent full houses every week. You charge $20. People under twenty-five make up 25 percent of your audience. You have a 02 Ross/Segal 25-46b 8/21/02 3:02 PM Page 29 SECOND WAVE THINKING 29 special rate so that young people can get in for $10—half off the normal price. You could feel good compared to other orchestras, for which only 15 percent of the audience is under twenty-five. Or you could go down to a dance club and see five thousand young people standing in line for up to three hours to pay $30 to hear an “obscure” DJ mixing various tracks in a hot and uncomfortable environment.
Make a Movie organizations can seem to have run out of steam. They appear to be cruising. If it seems possible that your organization is in this quadrant, you might like to think about the following questions to help you develop a clearer idea of where and how to begin changing. • Is our organization capable and competent, but real focus and drive are missing? It may be that what’s needed is a new vision to electrify people and unlock untapped energy. • What are our core competencies? What are we really good at, and how can we adapt it?
These three questions are important, because: 01 Ross/Segal 11-24b 8/21/02 3:02 PM Page 13 WHERE ARE YOU STARTING YOUR BREAKTHROUGH FROM? 13 • You need to be sure you’ve correctly identified the quadrant you’re in. Otherwise you may try to apply an inappropriate strategy for change. • You need to be sure that other stakeholders share your analysis. If they don’t, you need to spend time helping the other stakeholders sign on to it. • The final question on how long it’s taken to get where you are will guide you on whether the challenge is deeply embedded in your organization’s culture or something more recent that can be overcome quickly.