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.

Key Features

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.

Whole Organization Learning

Whole organization learning

You don't get harmony when everybody sings the same note.

—Doug Floyd

This chapter explains how participants in an organization can learn collectively. Whether a three-person advocacy group or a thousand-person international relief organization, effectiveness depends on learning being a collective activity. As Preskill said in her 2007 presidential address to the American Evaluation Association:

An organization's ability to learn is a critical factor associated not only with survival but also with continued success. As writers on organizational management, change, and development consistently claim, change is the norm, and an organization's future in large part depends on how well it adapts and learns from its employees and the external environment…. Consequently, it is widely regarded that the most critical competency for employees is ...

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