OD180 Nonprofit Management Letter #46

March 2010
The Surprise Program

Dear Friends,

This month I focus on a situation that happens to many if not all of us who serve on boards or their equivalent - what I call the "surprise program." I would appreciate your comments very much. Write to me anytime at davidnorgard@OD180.com.

Peace,
David

The Five Foundation-Stones of Organization-Building

Courage of Commitment... Creativity in Approach... Generosity of Spirit...
Honesty in Communication... Steadfastness of Purpose

OD180's Three Specialties

Board Training & Development
Organizational Assessment & Strategic Planning
Development Assessment & Planning

The Surprise Program

The Art of Adaptation

Some organizations have thoroughly delineated methods by which to develop new programs while others are rather more ad hoc in their approach... Either way, the cycle of adaptation typically contains four elements: First, leaders listen to the environment. Based on what they hear, they experiment and innovate. Then, they evaluate and learn what works. Finally, they modify programs as well as future plans. Mastery of this cycle is one of the six practices of high-impact nonprofits according to Crutchfield and Grant in their excellent book, Forces for Good (2008, my recommended resource last month).

The Surprise

However your organization identifies new initiatives though, sooner or later virtually every organization has to deal with what I call the "surprise program." Here is a typical scenario: A situation suddenly develops in the programmatic area in which your organization operates. Perhaps it is some crisis and there is a sense of urgency about a response. Or, perhaps it is a long-brewing situation that has just come to light through investigative reporting. There is moral outrage and conscience seems to require a strong response. A couple of board members see how the organization might address the situation. They hurriedly put together a proposal and plan of action and they succeed in getting it on the agenda of the board. (Are you with me so far? Can you identify?)

The proposal - not much more than the collated notes of a brainstorming session really - is circulated to the rest of the board and there is a discussion. To the more methodical in the room - or set in their ways, depending upon your point of view - even discussing the question seems out of order and therefore slightly distressing. They want to know: How did this question even arise? To others in the room however, the surprise seems a noble thing: a compelling answer to an urgent need, a stepping-up in collective courage, and a sign of organizational adaptability. The discussion comes to a close for the sake of the scheduled business but not the issue. A special meeting is scheduled to consider the matter further and come to a decision. After all, time is of the essence, the proponents say. The planners and the plodders in the group mutter to themselves: How did this happen? Is this anyway to run a railroad? The more spontaneous are enthused by the prospect of the new adventure in mission.

The Factors in Deciding

At this point, you all have a decision to make and whichever way it goes, there is a high risk that some individuals will be disappointed, maybe even upset or angry. What can be done? How can the issue be reframed in such a way that it is not deemed to be a win-lose proposition? Focusing on organizational purpose and context provides the appropriate balance to considering the external situation.

More specifically, this is one of those times when a prior investment in planning can pay big dividends (and if there has not been such an investment, why it is wise to make one). Here are a set of questions that every board should consider when contemplating an unplanned new initiative:

• Do we know the pertinent facts and is the matter truly urgent?
• Is our organization uniquely positioned to address the situation? Or, are there others better fit to take a leading role? Would the issue be most effectively addressed through a coalition?
• Does the proposal fit with the organization's stated mission? Does it contribute to realizing its vision?
• Does the proposal advance one or more strategic priorities?
• Where does it fit into the budget? If it does not fit, is there a willingness to alter the budget and make reductions on other lines for the sake of balance?
• Where does it fit into the resource development plan? If it does not fit, is there a willingness to alter that plan and is that prudent? Is there a trade-off necessary?
• How would the proposed initiative affect the work of staff and board? Is there capacity for the contemplated undertaking or, again, is there some trade-off necessary? Is that trade-off feasible in view of other commitments?

A Final Word

Friends, sometimes we are called to act on short notice. Situations do arise that, by their nature, could not have been anticipated and that demand a response. And sometimes we are especially equipped or positioned to make such a response and to act. We are leaders in the nonprofit sector precisely because we have a passion to do good, to "answer the call." Yet, as leaders, as stewards of organizations dedicated to channeling those passions in an effective way, we are called just as much to exercise prudence. In maintaining the right balance between passion and prudence lays the challenge of leadership.