Stanford Social Innovation ReviewCategory
Instead of pressuring already-stressed individuals to fix themselves, true wellness requires organization-level interventions.
To build healthy, resilient organizations, nonprofits need to do more than adopt standard diversity, equity, and inclusion practices. They need to acknowledge systemic racism then commit to and implement processes to upend it.
To meet the magnitude of this moment we must work collaboratively in ways that promote decentralization over top-down hierarchies, relationships over transactions, and emergence over control.
The social sector is drowning in evidence-based research but more often than not fails to use it effectively in organizational settings to improve outcomes.
Boards typically aren’t prepared to replace their chief executive. But new research shows this doesn’t have to be the case.
Instead of relying on measurement to prove the value of a past investment, determining the value of an intervention before it has even started allows investors to factor in social impact alongside calculations of financial value.
A discussion between two California mayors on how the public sector and nonprofit leaders can work together in a time of anxiety and disruption.
An excerpt from a new book explains the range of factors that challenge leaders’ ability to lead effectively.
When nonprofits try to plan for scale, systems change, and sustainability at the same time, they can often find these expectations at odds with each other. The answer is not a zero-sum choice, but a flexible approach that focuses on the mission.
Laws and programs designed to benefit vulnerable groups, such as the disabled or people of color, often end up benefiting all of society.