Stanford Social Innovation ReviewCategory
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.
An excerpt from Tara Swart’s The Source explains how the brain’s ability to adapt can allow for better decision-making for social good.
Reverse mentoring as diverse mentoring can break down traditional barriers that impede the advancement of racial minorities in the workpla..
It affects everything from hiring and promoting to managing and firing. But where does it come from? How is it expressed?