Yet another post from Forces for Good.
The authors argued that high impact nonprofits nurture networks. A network strategy allows these nonprofits to reach more people and to have far more social impact than they could through their own organization. Through expanded networks, nonprofits have improved access to resources, and they have greater depth in more communities.
Sadly, most nonprofits have an “organizational orientation” which keeps them focused more on building their own enterprise at the expense of others. According to the authors, “these nonprofits seek to scale their impact by growing their own institutions—producing more, adding more programs, and building out the organization to meed demand. Although this approach can lead to an incremental increase in impact, it does not provide the fastest or most directed route to greater social change.”
(I admit that I’ve hesitated to buy into the power of partnerships. But I’m slowly being convinced.)
The authors included the following chart to help define the difference between an organization orientation and a network orientation.
………………...Organization Orientation vs Network Orientation
Mindset
Competition vs Collaboration
Strategy
Grow the Organization vs Grow the network or field
Behaviors
Compete for Scarcity vs Grow funding pie for all
Protect Knowledge vs Share Knowledge
Develop own Advantages vs Develop the other’s skills
Hoard Talent vs Cultivate and disperse leadership
Act alone vs Act collectively
Seize credit and power vs Share credit and power
Structure
Centralized Decentralized
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