Stanford Social Innovation Review

Grantees of foundations have little control over which program officer takes their case. Yet program officers make or break grantees’ experiences with foundations. To trigger social change, foundations must give program officers better training, clearer expectations, and regular performance feedback.

Many Iraq War veterans can’t shake the feeling of being constantly imperiled, and their therapists, in turn, may develop traumatic stress symptoms themselves. A new study tells how organizations can protect their frontline providers from psychic distress.

You can learn more from your mistakes than from your successes. Paul Schmitz, president and CEO of Public Allies, gives a sampling of classic foibles of not only social entrepreneurs, but leaders in general. 

Five tips for designing workplaces that nurture great ideas. 

The most trusted employees cash in on lax internal controls to fleece nonprofits.

Emotional intelligence keys the emergence of group leaders.

Weird management ideas that work.

New York Cares uses volunteers to recruit
and retain other volunteers.

Employee network groups keep minority managers on the job. 

How to deal with corrosive relationships at work.

Beating the heroic leadership trap.

For nonprofits, communication is often a one-way street.

The oxymoron of managing the self-managed.

Four reasons corporations should engage in social responsibility.

A maverick reorganization by an American Heart Association affiliate paves the way for fundraising success.

Nonprofit workers earn the same as
their for-profit counterparts.

A power imbalance undermines the social sector.

Top foundation leaders reveal how they set
payout rates, executive salaries, and trustee compensation.

Two Chicago nonprofit job training programs
find strength and stability in a merger.

How employees push their companies
– little by little – to be more socially responsible.