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Nonprofit Management
The Art of Collaborative Leadership: Building Networks of Interconnected Leaders
In this audio lecture from the Stanford Social Innovation Review’s Nonprofit Management Institute, Rockwood Leadership Institute president Akaya Windwood discusses how we can get our movements and sectors to work together to advance the common good.
![[photo - Sal Giambanco]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/podcast_img/6006%20-%20Sal%20Giambanco.jpg "[photo - Sal Giambanco]")
Attracting, engaging, and retaining the right talent is key to successful nonprofit management. In this audio lecture from the Stanford Social Innovation Review’s Nonprofit Management Institute, Omidyar Network partner Sal Giambanco discusses how a nonprofit can build a strong team to reach its organization’s core objectives. He shares specific approaches to building a talent pipeline and maximizing productivity to enrich a nonprofit’s management strategy.
![[photo - Tina Seelig]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/podcast_img/Tina%20Seelig%201.jpg "[photo - Tina Seelig]")
Creativity often feels like a mystery. Struggling to unleash our creative potential can sometimes hinder us on the path to social innovation. In this audio lecture from Stanford Social Innovation Review’s Nonprofit Management Institute, Stanford Professor Tina Seelig discusses the tools and conditions each of us has that allow us to increase our creativity—our own, our team’s and our organization’s. She shares specific approaches to rethinking questions and reframing problems to unlock the path to innovation.
Research Resources
What inspires people to act selflessly, help others, and make personal sacrifices? Unusual acts of kindness—like giving something away to someone you don’t even know and getting nothing in return—happens numerous times every day, in the form of blood donation, providing online reviews, and so on. In each case, someone provides a useful good, service, or bit of advice free of charge. In academic circles, this type of giving is referred as “generalized exchange.” Generalized exchange stands in contrast to “direct exchange,” in which payments are made or reciprocity is expected. Professor Frank Flynn and colleagues, Robb Willer and Sonya Zak, looked at these unusual acts of kindness and examined whether generalized exchange systems can create more solidarity than direct exchange systems.
Resource: News Article
![[photo - Recycle]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/Recycle.jpg "[photo - Recycle]")
Recycling programs abound, but people are often lackadaisical about putting plastic, paper, glass, and metal into those bins. How can we get more people to recycle? An intervention recently conducted in Canada is pointing the way, and the message is all about ... well, the messaging.
Resource: News Article
![[photo - Guilt]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/Sorry-Post-It.jpg "[photo - Guilt]")
Stanford GSB researchers find that how people respond to mistakes can be a "clue to who they are.”
Resource: News Article
![[photo - Jennifer Aaker]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/aaker-jennifer-lynn_5.jpg "[photo - Jennifer Aaker]")
GSB Marketing Professor Jennifer Aaker says social media can help for-profits, nonprofits, and government organizations address a deficit of trust in our current culture.
Resource: News Article
Stanford Social Innovation Review: Fall 2011
Collectivist, group-oriented teams do better work.
Resource: Stanford Social Innovation Review Article
What inspires people to act selflessly, help others, and make personal sacrifices? Unusual acts of kindness—like giving something away to someone you don’t even know and getting nothing in return—happens numerous times every day, in the form of blood donation, providing online reviews, and so on. In each case, someone provides a useful good, service, or bit of advice free of charge. In academic circles, this type of giving is referred as “generalized exchange.” Generalized exchange stands in contrast to “direct exchange,” in which payments are made or reciprocity is expected. Professor Frank Flynn and colleagues, Robb Willer and Sonya Zak, looked at these unusual acts of kindness and examined whether generalized exchange systems can create more solidarity than direct exchange systems.
Resource: News Article
Recycling programs abound, but people are often lackadaisical about putting plastic, paper, glass, and metal into those bins. How can we get more people to recycle? An intervention recently conducted in Canada is pointing the way, and the message is all about ... well, the messaging.
Resource: News Article
Stanford GSB researchers find that how people respond to mistakes can be a "clue to who they are.”
Resource: News Article
GSB Marketing Professor Jennifer Aaker says social media can help for-profits, nonprofits, and government organizations address a deficit of trust in our current culture.
Resource: News Article
As Japan shifts from disaster relief to rebuilding, GSB alumni see opportunities for change and renewal.
Resource: News Article
Stanford Social Innovation Review: Fall 2011
Collectivist, group-oriented teams do better work.
Resource: Stanford Social Innovation Review Article
Stanford Social Innovation Review: Fall 2011
The moral legitimacy of a new market can come as much from how you sell something as from exactly what you’re selling.
Resource: Stanford Social Innovation Review Article
Stanford Social Innovation Review: Fall 2011
Many nonprofit leaders seek reliable funding but are not sure how best to pursue it. Four guidelines provide a road map for leaders to identify and develop the right funding model for their organization.
Resource: Stanford Social Innovation Review Article
Stanford Social Innovation Review: Fall 2011
Transformational leaders capitalize on the creativity that employees have.
Resource: Stanford Social Innovation Review Article
Stanford Social Innovation Review: Fall 2011
THE END OF FUNDRAISING: Raise More Money by Selling Your Impact by Jason Saul
Resource: Stanford Social Innovation Review Article
“For social benefit organizations to truly “work” we all need to be part of the design, the process, the success.” -Hildy Gottlieb
Resource: Blog Post
“Merge Minnesota: Nonprofit Merger as an Opportunity for Survival and Growth” published by MAP for Nonprofits proves a useful source of information about the merging process of nonprofits.
Resource: Blog Post
There are two kinds of philanthropy products: financial products and information products. They used to be bundled together, in the form of foundation staff, personal advisors, or community foundation program officers. In the early 1990s the advent of national donor advised funds showed that a huge market existed for unbundled products. The market worked, but now we are seeing another change in philanthropic giving due to the rise of the internet.
Resource: Blog Post
Women and giving circles are playing an increasingly influential role in the charitable marketplace. Women are shaping the future of charitable giving, while giving circles are making a bigger impact in giving. Those are the conclusions of two new studies that suggest nonprofits should be investing more in getting to know and engaging women and givers who pool and give away charitable funds through donor circles.
Resource: Blog Post
In a recent Harvard Business School working paper titled Goals Gone Wild, the authors make the case that setting goals can be counterproductive. The gist of the article is that when you set a goal, you tend to pursue it at the expense of everything else. This can be a good thing if the goal is very well defined and captures the core of what you are trying to achieve. But it can also literally blind you to other important things.
Resource: Blog Post
Attracting, engaging, and retaining the right talent is key to successful nonprofit management. In this audio lecture from the Stanford Social Innovation Review’s Nonprofit Management Institute, Omidyar Network partner Sal Giambanco discusses how a nonprofit can build a strong team to reach its organization’s core objectives. He shares specific approaches to building a talent pipeline and maximizing productivity to enrich a nonprofit’s management strategy.
Resource: Audio
![[photo - Akaya Windwood]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/podcast_img/Akaya%20Windwood%201.jpg "[photo - Akaya Windwood]")
In an increasingly polarized and complex world, leaders can no longer afford to work in isolation. In this audio lecture from the Stanford Social Innovation Review’s Nonprofit Management Institute, Rockwood Leadership Institute president Akaya Windwood discusses how we can get our movements and sectors to work together to advance the common good. Windwood discusses specific tools that we can utilize to build communities of interconnected leaders in order to make social movements more effective.
Resource: Audio
Creativity often feels like a mystery. Struggling to unleash our creative potential can sometimes hinder us on the path to social innovation. In this audio lecture from Stanford Social Innovation Review’s Nonprofit Management Institute, Stanford Professor Tina Seelig discusses the tools and conditions each of us has that allow us to increase our creativity—our own, our team’s and our organization’s. She shares specific approaches to rethinking questions and reframing problems to unlock the path to innovation.
Resource: Audio
![[photo - Lucy Bernholz]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/podcast_img/Lucy%20Bernholz%201.jpg "[photo - Lucy Bernholz]")
What is a “social economy” and how is it affecting leaders in nonprofit management? In this audio lecture from Stanford Social Innovation Review’s Nonprofit Management Institute, Lucy Bernholz and Rob Reich, thought leaders in philanthropy and technology, describe what the social economy is and how it came about, the changes it has sparked, and the implications for how nonprofits are run.
Resource: Audio
![[photo - Heather McLeod Grant]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/podcast_img/6001%20-%20Heather%20McLeod%20Grant.jpg "[photo - Heather McLeod Grant]")
Can smaller and local nonprofit organizations still have major impact? In this audio lecture from Stanford Social Innovation Review’s Nonprofit Management Institute, Heather McLeod Grant, senior consultant at the Monitor Institute and co-author of Forces for Good, shares successful strategies of high-impact nonprofits and how small and local nonprofits can apply them.
Resource: Audio
![[Video-Remedying Group Disparities in School Achievement]](http://img.youtube.com/vi/oLzwODpG7m4/0.jpg "[Video-Remedying Group Disparities in School Achievement]")
Inequalities between socially marginalized and non-marginalized groups have led to poorer school and health outcomes for African Americans, Latino Americans, and other non-Asian ethnic minorities. Although many structural factors contribute to these inequalities, this study examines one psychological factor: concern about social belonging — a sense of having positive relationships with others.
Resource: Video
![[Video-A Behavioral Science Perspective on Why People Vote]](http://img.youtube.com/vi/aSrIkSNvsgQ/0.jpg "[Video-A Behavioral Science Perspective on Why People Vote]")
The investigation into what messaging motivates people to vote and the effectiveness of facilitating a voting plan during a presidential election.
Resource: Video
![[Video-The Effectiveness of Message Framing to Influence Behavior]](http://img.youtube.com/vi/rDmnyDsyxdU/0.jpg "[Video-The Effectiveness of Message Framing to Influence Behavior]")
Most observers agree that human consumption is on a crash course with the environment. Although recycling programs have been implemented in many cities around the world, people often do not participate as often as they could. This research examines the effectiveness of messages that highlight the negative consequences of not recycling (loss frames) versus those that emphasize the positive consequences of recycling (gain frames) in influencing people's behavior.
Resource: Video
![[Video-Using People's Irrationality To Do Good]](http://img.youtube.com/vi/MyRPL-QoZG8/0.jpg "[Video-Using People's Irrationality To Do Good]")
Identifying effective obesity treatment is both a clinical challenge and a public health priority. Can monetary incentives stimulate weight loss? Leslie John presents a study that examines different economic incentives for weight loss during a 16 week intervention.
Resource: Video
![[Video-Know Your Sector]](http://img.youtube.com/vi/0myNj8BHt_4/0.jpg "[Video-Know Your Sector]")
Nonprofits in the U.S. generate $1.1 trillion every year, which is more than the entire economies of Saudi Arabia and Sweden combined. "Know Your Sector", a video created by alum Ben Klasky (MBA '98), is intended as a resource for nonprofit employees, volunteers, and donors to better know the impact of their sector.
Resource: Video
Attracting, engaging, and retaining the right talent is key to successful nonprofit management. In this audio lecture from the Stanford Social Innovation Review’s Nonprofit Management Institute, Omidyar Network partner Sal Giambanco discusses how a nonprofit can build a strong team to reach its organization’s core objectives. He shares specific approaches to building a talent pipeline and maximizing productivity to enrich a nonprofit’s management strategy.
Resource: Audio
In an increasingly polarized and complex world, leaders can no longer afford to work in isolation. In this audio lecture from the Stanford Social Innovation Review’s Nonprofit Management Institute, Rockwood Leadership Institute president Akaya Windwood discusses how we can get our movements and sectors to work together to advance the common good. Windwood discusses specific tools that we can utilize to build communities of interconnected leaders in order to make social movements more effective.
Resource: Audio
Creativity often feels like a mystery. Struggling to unleash our creative potential can sometimes hinder us on the path to social innovation. In this audio lecture from Stanford Social Innovation Review’s Nonprofit Management Institute, Stanford Professor Tina Seelig discusses the tools and conditions each of us has that allow us to increase our creativity—our own, our team’s and our organization’s. She shares specific approaches to rethinking questions and reframing problems to unlock the path to innovation.
Resource: Audio
What is a “social economy” and how is it affecting leaders in nonprofit management? In this audio lecture from Stanford Social Innovation Review’s Nonprofit Management Institute, Lucy Bernholz and Rob Reich, thought leaders in philanthropy and technology, describe what the social economy is and how it came about, the changes it has sparked, and the implications for how nonprofits are run.
Resource: Audio
Can smaller and local nonprofit organizations still have major impact? In this audio lecture from Stanford Social Innovation Review’s Nonprofit Management Institute, Heather McLeod Grant, senior consultant at the Monitor Institute and co-author of Forces for Good, shares successful strategies of high-impact nonprofits and how small and local nonprofits can apply them.
Resource: Audio
Case Studies : All | Academic Cases
Commissioned by KaBOOM! and authored by Katherine Fulton and alumna Heather McLeod Grant of the Monitor Institute, this case study looks at the challenges KaBOOM! faced and lessons the organization learned while pioneering an online strategy to scale its impact. This strategy involves giving away the nonprofit model online for free to empower others to act on KaBoom's behalf.
Resource: Practitioner Case
![[photo - William P. Barnett]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/barnett-william_6.jpg "[photo - William P. Barnett]")
The Wild Salmon Center was created to provide anglers access to excellent fishing in return for funding research and conservation. The case discusses the Center’s efforts to protect the pristine watersheds of the Kamchatka Peninsula by developing ecotourism to raise funds for conservation.
Resource: Academic Case
John Goldman established the South Peninsula Jewish Community Teen Foundation in 2003, an innovative program that teaches Bay Area Jewish teens to run their own charitable foundation by developing mission statements, raising money, and distributing funds. As of 2009, the program has scaled to four chapters and raised and distributed $178,321 in funds.
Resource: Academic Case
This case details the Tipping Point Community's attempts to quantify and grow its impact on poverty in local communities; while it was raising more than $14 million for organizations, it was still struggling to improve performance and outcomes.
Resource: Academic Case
This case study presents new evidence on the power of social media for social good, using the example of Sameer Bhatia, whose friends created a website to help him find a bone barrow match to fight leukemia.
Resource: Academic Case
![[photo - Walter W. Powell]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/powell-walter-w_1.jpg "[photo - Walter W. Powell]")
Four years after HOPE Services merged with the Skills Center, everyone considered the merger a success. But as with most for-profit and nonprofit mergers, the change was not without its costs and challenges.
Resource: Academic Case
![[photo - Hayagreeva Rao]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/rao-hayagreeva_0.jpg "[photo - Hayagreeva Rao]")
In December 2004, the president of the Institute for Healthcare Improvement challenged U.S. hospitals to reduce unnecessary deaths by 100,000 in the next 18 months. The case describes a campaign that incorporated lessons from politics and social activism.
Resource: Academic Case
![[photo - Jesper B. Sorensen]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/sorensen-jesper-bottger_2.jpg "[photo - Jesper B. Sorensen]")
As Green as It Gets was a nonprofit economic development organization supporting small, independent producers in disadvantaged Guatemalan communities. The founder pondered how to grow and sustain the organization.
Resource: Academic Case
![[photo - William F. Meehan III]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/meehan-william-f_1.jpg "[photo - William F. Meehan III]")
The best nonprofits don’t necessarily get the most money, observed William and Flora Hewlett Foundation's Philanthropy Program officer Jacob Harold and president Paul Brest in 2007. From there they started exploring how they could improve the marketplace and how donors give their money. To that effect they hired consulting firm McKinsey & Company to explore the online information marketplace for giving space at a macro level, looking at trends and opportunities. Armed with data they then tried to figure out what to do.
Resource: Academic Case
![[photo - Garth Saloner]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/saloner-garth_1.jpg "[photo - Garth Saloner]")
Endeavor selects promising entrepreneurs and helps them develop and grow their businesses through mentorship and guidance. In 2007, founder and CEO Linda Rottenberg looked at the organization's expansion strategy.
Resource: Academic Case
![[photo - Hau L. Lee]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/lee-hau-l_2.jpg "[photo - Hau L. Lee]")
Riders for Health is a U.K.-based nonprofit dedicated to the improvement of transportation systems for health workers in Africa. In 2007, after 11 years in existence, the organization was at a critical point and had to decide what strategies were necessary to expand.
Resource: Academic Case
Commissioned by KaBOOM! and authored by Katherine Fulton and alumna Heather McLeod Grant of the Monitor Institute, this case study looks at the challenges KaBOOM! faced and lessons the organization learned while pioneering an online strategy to scale its impact. This strategy involves giving away the nonprofit model online for free to empower others to act on KaBoom's behalf.
Resource: Practitioner Case
The Wild Salmon Center was created to provide anglers access to excellent fishing in return for funding research and conservation. The case discusses the Center’s efforts to protect the pristine watersheds of the Kamchatka Peninsula by developing ecotourism to raise funds for conservation.
Resource: Academic Case
John Goldman established the South Peninsula Jewish Community Teen Foundation in 2003, an innovative program that teaches Bay Area Jewish teens to run their own charitable foundation by developing mission statements, raising money, and distributing funds. As of 2009, the program has scaled to four chapters and raised and distributed $178,321 in funds.
Resource: Academic Case
This case details the Tipping Point Community's attempts to quantify and grow its impact on poverty in local communities; while it was raising more than $14 million for organizations, it was still struggling to improve performance and outcomes.
Resource: Academic Case
This case study presents new evidence on the power of social media for social good, using the example of Sameer Bhatia, whose friends created a website to help him find a bone barrow match to fight leukemia.
Resource: Academic Case
Research Papers : All
![[photo - Ask for help]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/Help-web.jpg "[photo - Ask for help]")
How can a certain kind of behavior actually contributes to inequalities? Specifically, do children’s social-class backgrounds affect when and how they seek help in the classroom, thereby teasing out children’s own role in educational stratification? We consider how teachers may use such information to correct these dynamics, and thus contribute to more equal access for all children at school.
Resource: Research Paper
When it comes to gift giving, most people are simply not paying enough attention to what others want says Professor Frank Flynn. They miss the boat by ignoring direct requests, wrongly assuming that going a different route will be seen as more thoughtful than something the recipient specifically requested.
Resource: Research Paper
To determine whether profit status is associated with differences in hospital days per patient, an outcome that may also be influenced by provider financial goals.
Resource: Research Paper
Self-regulation is the private provision of public goods and private redistribution. This paper examines the scope of self-regulation motivated by altruistic moral preferences that are reciprocal and stronger the closer are citizens in a socioeconomic distance.
Resource: Research Paper
![[photo - baron]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/baron-david-p_24.jpg "[photo - baron]")
Social pressure plays a major role in determining corporate strategy and performance according to an award-winning paper coauthored by Professor David Baron. The researchers find that social pressure and social performance reinforce each other, greater social pressure is associated with lower financial performance, and financial and social performance are largely unrelated.
Resource: Research Paper
Courses : All
![[photo - William Meehan]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/meehan-william-f_4.jpg "[photo - William Meehan]")
This course surveys strategic, governance, and management issues facing a wide range of nonprofit organizations in an era of venture philanthropy and social entrepreneurship. It introduces students to core managerial issues in the nonprofit sector, such as development/fundraising, investment management, performance management and nonprofit finance.
Resource: MBA Course
Innovators : All
Nonprofit executives dedicate their lives to many of society’s most intractable problems, yet are often overstretched and under-resourced. Ken Saxon speaks about founding Courage to Lead to build support and community around nonprofit executive leaders.
Resource: Alumni
![[photo - Susan Rothstein (MBA '78)]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/social_innovator_picture/Susan%20Rothstein.JPG "[photo - Susan Rothstein (MBA '78)]")
Susan reflects on her experience volunteering with a grassroots NGO in Cambodia and how she gained a new perspective on both the developing world and herself.
Resource: Alumni
![[photo - Michael DeLapa]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/social_innovator_picture/Michael%20DeLapa.jpg "[photo - Michael DeLapa]")
Michael DeLapa is heavily involved in environmental, land use, and energy issues. He has launched several non-profits in the Bay Area as well as the California Fisheries Fund.
Resource: Alumni
![[photo - Chari Ratwatte]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/social_innovator_picture/Chari.jpg "[photo - Chari Ratwatte]")
One of the first two Stanford GSB Social Innovation fellows, Chari works to provide economic opportunities to farmers in Sri Lanka.
Resource: Alumni , Fellow
![[photo - Court Gould (EPNL '06)]](http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/imagecache/img75x75/social_innovator_picture/Court%20Gould%20photo_0.jpg "[photo - Court Gould (EPNL '06)]")
Court Gould is pushing for Pittsburgh to grow sustainably. He's working hard to inform decision makers about to accomplish that most effectively.
Resource: CSI Affiliates
Attracting, engaging, and retaining the right talent is key to successful nonprofit management. In this audio lecture from the Stanford Social Innovation Review’s Nonprofit Management Institute, Omidyar Network partner Sal Giambanco discusses how a nonprofit can build a strong team to reach its organization’s core objectives. He shares specific approaches to building a talent pipeline and maximizing productivity to enrich a nonprofit’s management strategy.
Resource: Audio
In an increasingly polarized and complex world, leaders can no longer afford to work in isolation. In this audio lecture from the Stanford Social Innovation Review’s Nonprofit Management Institute, Rockwood Leadership Institute president Akaya Windwood discusses how we can get our movements and sectors to work together to advance the common good. Windwood discusses specific tools that we can utilize to build communities of interconnected leaders in order to make social movements more effective.
Resource: Audio
Creativity often feels like a mystery. Struggling to unleash our creative potential can sometimes hinder us on the path to social innovation. In this audio lecture from Stanford Social Innovation Review’s Nonprofit Management Institute, Stanford Professor Tina Seelig discusses the tools and conditions each of us has that allow us to increase our creativity—our own, our team’s and our organization’s. She shares specific approaches to rethinking questions and reframing problems to unlock the path to innovation.
Resource: Audio
What is a “social economy” and how is it affecting leaders in nonprofit management? In this audio lecture from Stanford Social Innovation Review’s Nonprofit Management Institute, Lucy Bernholz and Rob Reich, thought leaders in philanthropy and technology, describe what the social economy is and how it came about, the changes it has sparked, and the implications for how nonprofits are run.
Resource: Audio
Can smaller and local nonprofit organizations still have major impact? In this audio lecture from Stanford Social Innovation Review’s Nonprofit Management Institute, Heather McLeod Grant, senior consultant at the Monitor Institute and co-author of Forces for Good, shares successful strategies of high-impact nonprofits and how small and local nonprofits can apply them.
Resource: Audio
