Developing Adaptive Capacities In Nonprofit Organizations

As Michael (one of my fellow Master Rowers here at The Canoe Group) and I were crafting the Canoe’s Tune-Up Tool, I started thinking: What is the MOST value a self-diagnostic test provides?

photo credit: a.drian

I’ve been a “diagnoser” my whole life. It’s part of my nature. I’m one of those people who quite literally has to concentrate in order to be peaceful. Otherwise I’m constantly scanning, trying to figure out what I can “improve”. In one version of “testing” I would be classified as a “Type A”, in another I might be labeled borderline obsessive-compulsive. In a psychology test, I might be described as heavily influenced by the Midwestern work ethic, and in yet another would note that I have a family of origin that never rested while there was still work to be done.

When I was a teenager, I used to take those quizzes in Glamour magazine that had the fill-in-the-blank bubbles, sort of like the Iowa Basic Skills Test. I’ve been comparing myself to such test results for as long as I can remember.

For most nonprofit organizations, the only “real test” is our annual budget: Do we make revenue projections or not? Do we execute within expense projections or not?

Over the past two decades, funders began asking for program evaluation that “proves the impact” of the programs and services we deliver. Most successful nonprofits now have added program assessment practices, collecting the numbers to show donors their dollars are well-spent.

But do we self-diagnose? Beyond the budget, I mean. Is there a fill-in-the-blank crystal ball that can predict the future? It’s challenging. Many nonprofit organizations still use the bottom line as the only tool for self-diagnosis.

Staff members may not have had a raise in six years, programs may be serving fewer people with less impact, donors may be giving smaller gifts this year than last, Board meetings may rarely have a quorum. Still and all, if the operating reserve is healthy, the signs that “something is rotten in Denmark” may not show up in the monthly financials.

We think organizations need to construct other bottom lines. Our Tune-Up Tool suggests 15 new bottom lines every organization can consider. We think it’s a starting point for some interesting dialogue.

But we’d like to hear from you as well. What capacities do think are essential for organizations to have in place to be able to turn on a dime?

Topics: Organization Improvement

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David
Our friend Niel wrote to remind us of a favorite quotation and relevant answer to the question posed in Marta’s post: “Until one is committed, there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiative (and creation) there is one elementary truth, the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then Providence moves too. All sorts of things occur to help one that would never otherwise have occurred. A whole stream of events issues from the decision, raising in one’s favor all manner of unforeseen incidents and meetings and material assistance, which no man could have dreamed would have come his way. ” – WH Murray
Charlie
From my perspective, I believe it is too often overlooked how important professional development can be any organization. Whether that means attending conferences, workshops, or reading about best practices in administration, if the group isn’t taking the time to assess whether there are other ways to do things, they’ll never take the time to keep up with the changing world.

Developing Adaptive Capacities in Nonprofit Organizations

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