Winter 2017 Article Reprints

Item# WinRep17

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What is the most effective way to introduce the issue of succession planning to your board? And how do you help your board to understand the necessity of an adequate time line for leadership transition? The Nonprofit Whisperer weighs in!
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The Nonprofit Whisperer (Winter 2017) 240401
As McCambridge writes, “When conversations that are meant to advance our work get stuck, it can take years, even decades, to get them moving again.” So, how can we get—and keep—change-oriented conversations advancing?
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Conversations and Change: The Crucial Link (Winter 2017) 240402
“The practice of leadership,” Bell writes, “is not neutral.” Our different values, beliefs, and politics influence our leadership decisions—consciously or not. In this article, Bell locates practices and their impacts in four domains that reflect significant shifts in how we approach leadership.
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The Leadership Ethos: How What We Believe Can Inform Our Leadership Practices (Winter 2017) 240403
“We are too often surprised and forced to act reactively to predictable organizational changes,” point out the authors. “Every executive and board leader will leave some day. Every person who adds value will, as well.” This article looks at how to manage leadership change that is not reactionary and instead will increase mission results.
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Leading for Mission Results: Connecting Leadership Beliefs with Predictable Changes (Winter 2017) 240404
This examination of the holacracy model focuses on three of its central assumptions in order to understand its limitations and imagine new possibilities. As the author writes, “Regardless of the brand or buzzwords associated with a new governance system, it is essential to be sensitive to the limits of what a new structure can actually provide.”
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Autopsy of a Failed Holacracy: Lessons in Justice, Equity, and Self-Management (Winter 2017) 240405
What is collective leadership? How does it compare to a more traditional, individualistic concept of leadership? Why would anyone want to use it? This article outlines key aspects and benefits of the process.
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Five Elements of Collective Leadership (Winter 2017) 24046
The admittedly derivative collective impact model was launched back in 2011 and took the sector by storm. Here Landsman and Roimi, who have had firsthand experience with the approach, describe the limitations of the model’s five-point system and present two case studies in line with a deeper systemschange approach to collective work
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Collective Impact and Systems Change: Missing Links (Winter 2017) 240407
This article focuses on one of the core tenets of the collective impact model— that networks must be supported by a base entity—and asks, “How did we find ourselves here, with a dominant model whose success depends on a backbone organization?”
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Are Backbone Organizations Eroding the Norms that Make Networks Succeed? (Winter 2017) 240408
In order to successfully address our society’s and the world’s most perplexing problems, what’s needed are “large, cross-sector, multistakeholder collaborations and other collective efforts.” Isn’t it time we retire this “Lone Ranger” figure once and for all?
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Disproving the Hero Myth of Social Entrepreneurship (Winter 2017) 240409
Does Starfleet provide a model the nonprofit sector should Boldly Go toward? Le, a believer in strategic federated support of our individual starships, writes, “It’s time for us all to abandon our outdated practices and move into the future.”
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Star Trek and the Future of the Nonprofit Sector (Winter 2017) 240410
This examination of some of the practical considerations and tradeoffs of fiscal sponsorship introduces a new partnership between NPQ and NVSQ to produce articles that are a research-to-practice bridge (and vice versa).
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Fiscal Sponsorship: A Hidden Resource for Nonprofit Entrepreneurs (Winter 2017) 240411
“My wife once gave me a marvelous gift. It was a sealed glass ecosphere about ten inches high and filled with water, tiny brine shrimp, and algae. Very elegant—a real conversation piece.” Thus begins this insightful column about the peril of closed systems.
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You First: Leadership for a New World (Winter 2017) 240412