| ||||||
|
Effective Nonprofits Reach Beyond Their Own Organizations, According to Article in Stanford Social Innovation Review |
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
From Stanford Social Innovation Review: According to an article in the Fall 2007 issue of Stanford Social Innovation Review, the most effective groups are those that are able to go beyond the scope of their organization and serve as a catalyst for broad social reforms. The article, "Creating High-Impact Nonprofits," by Heather McLeod Grant and Leslie R. Crutchfield, is based on the authors' forthcoming book, "Forces for Good: The Six Practices of High-Impact Nonprofits" to be published this October by Jossey-Bass. Grant is an adviser to the Center for the Advancement of Social Entrepreneurship at Duke University's Fuqua School of Business and the Center for Social Innovation at Stanford University's Graduate School of Business. Crutchfield is a managing director of the Ashoka Global Academy and a research grantee of the Aspen Institute's Nonprofit Sector and Philantropy Program. Grant and Crutchfield spent several years trying to the secrets to the success of 12 major U.S. nonprofits, including Habitat for Humanity, Teach for America and Environmental Defense. "We had assumed that there was something inherent in these organizations that helped them have great impact - and that their success was directly tied to their growth or management approach." Grant and Crutchfield identify what they described as six myths of nonprofit management, including the belief that brand-name awareness and large budgets are critical if an organization is to succeed.
|
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
