The Field Museum of Natural History is going through financial difficulties that some say were presaged in a memorandum sent to the board in 2006 that ended up ignored due to interpersonal politics.
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Ruth McCambridge and David Renz share thinking from this year’s biannual conference on nonprofit governance and provide a forum on how to bring some of the concepts into powerful practice.
It’s tough enough to deal with differences when you have the power to influence the participants. But what if you don’t have enough power? Dr. Conflict has three tips to facilitating board members working together when factions arise.
Are corporations changing from the inside? Shareholder proposals continue to crop up in major corporations, often prompted by nonprofit activists, but evidence of voluntary changes adopted by corporate shareholders is still lacking—particularly for proposals calling for corporate disclosure of political spending.
For-profits tend to accept the benefits of coaching as a given. Nonprofits, on the other hand, question whether or not coaching actually works, and are more concerned with return on investment. But, as Bill Ryan explains, rather than asking “Does coaching work?,” nonprofit organizations invested in the practice would be better served figuring out how to make it work in their particular situation.