Why we are stuck

Thinking About Reconstruction Part 2

Image description: Two men pushing a car that is stuck in the snow on a city street. The image is from 1974. Photo by Documerica on Unsplash.

Here are four “sticking points” that are holding nonprofits back from reinventing themselves. Nonprofits are under significant pressure to do things in accepted ways that may be flawed, inequitable, or not a good match for their circumstances.

1. Traditional management approaches are inadequate

It is a shame that in American culture, businesses and nonprofits are primarily reliant on organizational structures and practices that are rooted in extractive capitalism and white supremacy. What do I mean? I mean that traditional managerial practices are rooted in chattel slavery and the industrial revolution, both systems that treat workers as a resource to be used (up), not as people. This is a mismatch for nonprofit organizations, which are mission and values-driven, not profit-focused.

Nonprofit managers are not intentionally devaluing people, but we are sometimes enforcers of standard management practices that are reductionist, ableist, and maintain focus on a narrow definition of productivity. When we are pressured to manage our staff in a more business-like fashion, we may need to push back. We can reference the triple bottom line and our values, and work to meet a higher standard of effectiveness without using practices that burn people out, exclude people lacking traditional job qualifications, or other “standard practices.”

2. Focus on Outcomes

Managers as well as the line workers are trapped in a system that emphasizes “outcomes” not relationships. There is a great deal of momentum around the concept of outcomes, mostly stemming from the idea that donors should get the biggest “bang for their buck” when they give to nonprofits. While I do think it is important to be an accountable steward of resources, this should not be the sole measure of nonprofit effectiveness. We are working in areas where it is hard to measure true outcomes, and where a race to get the best outcomes typically results in serving the least marginalized clients or prioritizing short-term gains over long-term success. Outcomes need to be balanced with relationships. How can we value and report on partnerships, cultural knowledge, and community trust? How can we reward nonprofits who are good citizens in their community and play well with others, leading to durable culture change?

3. Competition for Resources

Funders usually force us to compete for funding. To be successful, we have to differentiate ourselves from our peer organizations rather than collaborate and learn together. Funders also force us to restrict who we serve and limit support to specific types of interventions. Most nonprofits can achieve better results through cooperation, reduced barriers to service, and a flexible and holistic approach.

4. Scarcity

Nonprofits are chronically under-resourced, making it difficult to innovate and to invest in change initiatives. We do need to get away from a scarcity mentality, but it is difficult as we have minimal financial support with ever increasing requirements. Nonprofits who have deficits and need to grow in particular area such as equity or technology are often penalized rather than granted additional resources to catch up with their peers. In the long run, under-investment can only be solved through shifts in what we value as a country and as communities, matched by shifts in how resources are allocated. Until then, we typically supplement meager financial resources with abundant talent, volunteer commitment, dedication, and ingenuity.

Change is possible

Despite the challenges, it is clearly worth imagining new, different ways of working together. Instituting changes that improve treatment of staff, strengthen relationships, and encourage collaboration will pay off. Leaders do have some room to move, especially with board support.

Crossing a river to a new shore requires walking out as far as one can stand (reliance on old organizational strategies), then swimming into the unknown and losing one’s footing temporarily until you reach the place where you can stand again near the other shore (utilizing new strategies). Even having reached new footing, you are still in the current and subject to stumbling prior to regaining stability. Let’s cross together and cheer each other on.