Why Nonprofits Fail: Overcoming Founder's Syndrome, Fundphobia and Other Obstacles to Success
“All of us who have dealt with nonprofits know how complex they are managerially. This book unravels much of this complexity and shows through concepts and case histories how nonprofits can become more effective in fulfilling their missions. This book will become a ‘must read’ for all founders and executives of nonprofts.”—Edgar H. Schein, Sloan Fellows Professor of Management Emeritus, MIT Sloan School of Management“Stephen Block combines substantial nonprofit chief executive experience with the habits of inquiry and reflection sometimes developed by achieving a Ph.D. This important book shows the benefits of applying several theories and concepts from the management and social science literature to the tough problems faced by nonprofit managers. This book can and will undoubtedly be read and effectively used by those nonprofit managers who face such problems as founder’s syndrome, poor meeting attendance, and poor fund raising by board members, rapid staff turnover, and colleagues who pursue personal advantage at the expense of others.”—Robert Herman , professor of organizational behavior, Cookingham Institute of Public Affairs, Henry W. Bloch School of Business and Public Administration, University of Missouri-Kansas City“Theories, concepts, frameworks? Seven familiar Problems? What is it that makesWhy Nonprofits Faila ‘must read’ for leaders, managers, and board members of nonprofit organizations? While the subject matter is familiar, Stephen R. Block provides new ways to think about how to engage in effective problem solving. In doing so he effectively takes on the daunting task of making theories convincing tools of practice without becoming too academic. His plain spokenness and able use of case examples make this book accessible to all readers concerned about building successful nonprofit organizations. Block’s personal reflective style makesWhy Nonprofits Failan enjoyable read. Hopefully it will also stimulate the kind of careful discussion and application that it deserves.”—Suzanne Feeney, associate professor and director, Institute for Nonprofit Management, Hartfield School of Government, Portland State University