Changing by Design: A Practical Approach to Leading Innovation in Nonprofit OrganizationsChange is an ever-present and powerful force in today's fast-pacedworld. To keep an organization clearly focused on fulfilling itsmission, nonprofit leaders must develop specific, strategicinitiatives to meet the challenges of a constantly evolvingenvironment. Changing by Design offers a proactive approach to both designingand implementing change initiatives within nonprofit organizations.By addressing three key areas?coordinated leadership on the part ofthe chief executive and the board, creative innovation in decidingwhat needs to change and how to change it, and effectiveimplementation of new ideas and programs, this book presents abalanced, comprehensive model for successfully managing change intoday's nonprofit. Illustrated by real-life case studies, Changing by Design shows howto: * Design and manage a change plan?from initial analysis throughimplementation * Partner effectively with the board in leading change * Encourage and unleash creativity and innovation in developingchange initiatives * Effectively involve staff in designing and implementing change * Protect change initiatives from becoming sidetracked byday-to-day pressures * Recognize and deal with barriers to change To successfully fulfill its mission and remain relevant to theworld around it, an organization must not only be ready and able toadapt to change but must also develop a culture where change isused as a strategic, creative tool for growth. Changing by Designprovides the innovative change management approach that willprepare any nonprofit organization to both maintain and expand itscapacity to address the serious economic and social issues facingtoday's turbulent world. |
Contents
Building the Capacity for Innovation | 20 |
Strengthening Chief Executive Leadership | 39 |
Building Boards That Lead | 72 |
Copyright | |
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Common terms and phrases
3CAP approach agement basically behavior board and staff board leadership board members board-staff building capability challenging change initiatives change leadership change process Chapter chief executive leadership chief executive officer chief executive's Chris Argyris commitment complex creative capacity creative process day-to-day detailed Eadie effective ensure environment example experience external facilitator fashion feel governance growth identified impact implementation of change important innovation involved journey leading and managing leading change learning management team managing change ment mentation nizational nonprofit board nonprofit chief executive nonprofit organizations opportunities orga organization's organizational change outcomes participation partnership person Peter Senge planned change planning process practice produce resistance responsibility retreat Richard Beckhard rience role Scott Peck session skills stakeholders Stephen Covey strategic change program strategic framework strategic issues strategic management process strategic planning subconscious task force tion tive total quality management understanding values vision statement