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Other titles in the Jossey-Bass Nonprofit and Public Management Series series:
Breakthrough Thinking for Nonprofit Organizations (Jossey-Bass Nonprofit and Public Management Series)by Bernard Ross
Synopses & Reviews
Breakthrough Thinking for Nonprofit Organizations is based on a simple but challenging idea: "Good performanc" is no longer good enough for nonprofits. In a world of increasing demands that must be met, nonprofits must set and achieve breakthrough goals. Bernard Ross and Clare Segal show nonprofit managers and board members how to transform their thinking and improve their performance to meet the needs of the people and causes they serve.
With practical advice, exercises drawn from their successful workshops, and examples of best practices from companies such as 3M, Hallmark, and Microsoft— as well as from the most innovative organizations in the nonprofit world— Ross and Segal show nonprofits of every size how to tap into creativity and transform that creativity into innovation. Exploring why and how some organizations achieve extraordinary results, the authors offer the practical advice and tools that readers need to emulate those results in their own organizations. Because methods and approaches differ depending on individuals and organizations, the book is organized so that readers can pick and choose the specific tools or techniques that work best for their own situations. The wide range of case studies includes both best practices and worst disasters, so that readers might avoid the mistakes of others and apply the principles of others successes. The authors show how to set breakthrough goals, identify sources of creativity, overcome creativity-killing mindsets, turn creativity into innovation, and sustain a high-performance culture.
Breakthrough Thinking for Nonprofit Organizations offers a veritable "ideas toolbox" for managers who want to achieve significant and inventive change in their organizations, whether in fundraising, service delivery, or overall performance.
Book News Annotation:
Ross and Segal each have some 20 years of experience working in nonprofit entities in various capacities. Both are currently directors for The Management Centre, the UK's largest nonprofit management consultancy and training organization. Examining their own work and that of others in the nonprofit realm, they identify the strategies and techniques for achieving superior results. Their text is designed to help managers of nongovernmental organizations and nonprofits seeking significant and creative change in their organizations to also achieve such exceptional results. The text is written as a "toolbox" of ideas, so the chapters both stand alone and interconnect to allow for maximum flexibility.
Annotation c. Book News, Inc., Portland, OR (booknews.com)
This groundbreaking book will help nonprofit managers think in new and creative ways about how they define and meet the challenges they face--and how to rise above standard practices to lift their organizations to greater performance levels. Using examples of best practices from innovative organizations in both the corporate and nonprofit worlds, Breakthrough Thinking for Nonprofit Organizations offers a mix of "how-to" advice and case studies that will guide readers on a new road to creativity. This book will fundamentally change the way nonprofit professionals think about how they do their work--and usher in a new era for nonprofits.
2003 Terry McAdam Book Award Winner http://www.allianceonline.org/publications/mcadam_past_winners_1.page
Includes bibliographical references (p. 24-258) and index.
About the Author
Bernard Ross is a director of The Management Centre, the United Kingdom's largest nonprofit management consultancy and training organization. He has worked in nonprofit management for twenty years and has tested his methods with organizations such as Greenpeace, Save the Children, the Red Cross, and others.
Clare Segal is a director of The Management Centre. She works extensively with organizations in Europe and the United States on marketing, coaching, and communication skills.
Table of Contents
Tables, Figures, and Exhibits.
Introduction: The Change Environment: Why GoodIsn t Good Enough Anymore.
1. Where Are You Starting Your Breakthrough From?Strategic Decisions-Simple Choices.
2. Second Wave Thinking: Moving Toward RadicallyDifferent Performance.
3. Setting Breakthrough Goals: Moving Beyond StretchGoals.
4. Unlocking Potential: The Strategic Role of Creativityand Innovation.
5. Releasing Creativity: Unleashing the Power of YourIntelligence.
6. Creating a Smart Organization: How to Help YourOrganization Learn.
7. Mapping the Possibilities: Organizing Your Thinkingfor the High-Payoff Idea.
8. Balancing Creativity and Innovation:How You Can Get to the Breakthrough.
9. Challenging Mind-Sets: Getting Rid of theCreativity and Innovation Killers.
10. Driving the Change: What You Can Do to EnsureYour Breakthrough Stays on Course.
11. Working in the Breakthrough Organization:How to Change the Way You Work to Prepare forBreakthrough.
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