While the subject matter is familiar, Stephen R.
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Block provides new ways to think about how to engage in effective problem solving. In doing so he effectively takes on the daunting task of making theories convincing tools of practice without becoming too academic. His plain spokenness and able use of case examples make this book accessible to all readers concerned about building successful nonprofit organizations. Hopefully it will also stimulate the kind of careful discussion and application that it deserves.
In "Why Nonprofits Fail", author and nonprofit expert Stephen Block explains that many well-intentioned leaders hold on to views of their nonprofit organizations that perpetuate problems rather than help fix them.
Why Nonprofits Fail : Stephen R. Block :
According to Block, the first step to success is to challenge one's own personal paradigms and ideas and be open to unique and alternative approaches to solving problems. This much-needed book helps nonprofits get back on track and offers advice about the seven most common stumbling blocks, including: Learn more about Amazon Prime.
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Why Nonprofits Fail : Overcoming Founder's Syndrome, Fund-phobia and Other Obstacles to Success
Jossey Bass; 1 edition 20 Jan. Be the first to review this item Amazon Bestsellers Rank: Here the author describes the basic framework he recommends to assess roadblocks and to develop strategies for solving these problems. He emphasizes the importance of considering alternative strategies to the conventional problem-solving approaches.
The seven chapters in the second part of the book explore specific problems common to most nonprofits and possible solutions.
Why Nonprofits Fail: Overcoming Founder's Syndrome, Fundphobia, and Other Obstacles to Success
Each chapter focuses on one particular issue, using one or more case studies based on real situations. The topics highlighted in this section of the book, chosen by the author because of their universality, include the relationship between recruitment practices and what really happens when someone joins the board; problems with the organizational culture; behaviors and problems related to organizational politics; problems created by ambiguous roles and responsibilities for nonprofit managers and board members; fiscal instability that increases when board members and staff do not meet their financial responsibilities; "fundphobia," or problems that arise when board members do not participate in fundraising activities; and "founder's syndrome," leadership and power problems that may arise when the nonprofit is managed by the founder.
The examples are followed by analysis of the issues, alternative ways to look at the problem, and recommendations for possible intervention strategies. The author stresses in his examples the importance of using "second-order" approaches rather than "first-order" ones. First-order approaches to change do not require a shift in the usual way of thinking about a problem or its solution.
They focus on the "why" and may often equate to applying commonsense logic. Second-order approaches, on the other hand, do require a shift in how one interprets a problem and often result in noticeable organizational transformations.
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