How can today's nonprofits demonstrate effective use of funds?
How can they motivate employees and volunteers and combat burnout and high turnover?
How can they ensure that they are performing in accordance with their mission and purpose?
Author Stephen J. Gill answers these questions and more in Developing a Learning Culture in Nonprofit Organizations. Filled with practical tips and tools, the book shows students and managers of human services, arts, education, civic, and environmental agencies how to implement a learning culture with individuals, teams, the organization as a whole, and the larger community.
Draws on the author's more than 25 years of consulting experience; Demonstrates how to create a culture of intentional learning that uses reflection and feedback, focuses on successes and failures, and builds a strong organization that motivates employees and volunteers; Offers specific, hands-on tools for each level of the organization, from the individual and team to the whole organization and the community; Discusses not only the need for a learning culture but also the barriers that may stand in the way; Takes a step-by-step approach that facilitates managers and students' understanding and learning; Incorporates practical tools that can be used in nonprofit management and in actual field instruction
Developing a Learning Culture in Nonprofit Organizations is appropriate for courses in Social Work Evaluation, Public and Nonprofit Management, and Evaluation.
Chapter 5: Team Learning
The meeting of two personalities is like the contact of two chemical substances: if there is any reaction, both are transformed.
Team learning is the second level of organizational learning. Team learning means leveraging collective knowledge and wisdom of a small group of people. This level of learning, when it is occurring in multiple teams in a nonprofit, contributes to a learning culture that builds the capacity of that organization to successfully design and implement effective projects and programs. If given the opportunity and direction, teams make better decisions than individuals. They do not necessarily make faster decisions, just better decisions. The combined knowledge of group members and the diversity of their opinions and viewpoints allow decisions to be informed by the ...