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Collaboration is touted as the ideal structure for social change work, but success depends on clear decision rights. Some organizations lack collaborative systems, causing top-down directives that create upset. Others value collaboration so much that they spend too much time in process, letting opportunities pass them by or narrowing their scope to the few things on which all agree. This week’s Leadership newsletter offers frameworks and reflections on group processes, stakeholder engagement, and how people really make decisions.
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What do you do when formal leadership is not skillful? How can we help when we are not formally in charge? Curtis Ogden at the Interaction Institute for Social Change offers tools for facilitating from wherever you are in the decision rights structure. Read…
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If you are experimenting with clarifying or creating decision rights, this article from NPQ’s archive offers a tool. Read…
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The worker-owned cooperative model has grappled with questions of participation, management, and control for decades. Can these tools create and reinforce similar alignment among the disparate stakeholders in a nonprofit setting? Read…
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Did you know that the theory that humans are rational decision makers was replaced by Kahneman and Tversky’s prospect theory—for which Kahneman won a Nobel Prize in 2002? Their key finding is that most of our decision making is unconscious. But there’s much more to their theory, summarized in Thinking, Fast and Slow.
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