Stanford Social Innovation Review

What the public sector can teach the nonprofit and business sectors.

How four Chicago-area cancer support centers created a fifth nonprofit to pool their strengths.

Why nonprofits should be wary of merging.

Why more nonprofits should merge.

How states can protect nonprofit leaders and infuse more money into the sector.

The traditional approach among human rights groups in Nigeria had been accusatory: publicize injustices or sue the government. But in January 1998, on the eve of democracy, an NGO called the CLEEN foundation set out to reform law enforcement from within. 

Why winning foundations’ special awards is difficult, and how it can be made easier.

How supervisors exhaust their workers by constraining their emotions.

Step aside, Stephen Covey. Kent Buse and Andrew M. Harmer have discovered seven new highly effective habits. And theirs may help rid the world of its more deadly diseases, rather than just upping people’s productivity.

Greenlight is a nonprofit catalyst: It identifes a local need, scours the country for the best program to meet it, and then establishes a chapter in its hometown.

Much public affairs lingo, such as “capacity,” signifies nothing in particular. The nonprofit and public sectors have more than their share of this vocabulary. There are a handful of toxic words and phrases that have a way of polluting any stream of consciousness, muddying the concepts and making it impossible to see what facts and arguments (if any) lie below the surface.