Changing by Design: A Practical Approach to Leading Innovation in Nonprofit Organizations
Change 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.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Building the Capacity for Innovation
Strengthening Chief Executive Leadership
Building Boards That Lead
6 other sections not shown
3CAP accountability action activities annual approach association attention basically become board members budget building challenging change initiatives Chapter chief executive clear commitment committee complex course creative capacity critical deal demands described detailed direct discussion effective ensure example experience external fashion feel going governance growth human identified impact implementation important innovation internal involved issues journey keep lead leader leadership learning less major management team matter means meetings mission never nonprofit nonprofit organizations officer operational opportunities organization organizational outcomes participation performance person planning planning process position possible powerful practice problems produce questions resistance responsibility result retreat role selected serious serve setting share skills staff steps strategic management strategic planning strong structure successful task force thinking tion understanding values vision