Stanford Social Innovation Review : Informing and inspiring leaders of social change


Tag: Collective Impact




Four Ways to Spread Ideas

Insights from the Robert Wood Johnson Foundation on what makes influence effective.



Transformative Wealth from Women, for Women

How and why women should invest in women and girls.

By Jacki Zehner | 7 | Oct. 9, 2014

Measuring Social Impact

Are You David, Not Goliath?

Small- and medium-size organizations can assess impact too.

By Carly Pippin | 2 | Sep. 29, 2014


The Reciprocity Advantage: A New Way to Partner for Innovation and Growth

The Reciprocity Advantage: A New Way to Partner for Innovation and Growth offers lessons on using the competitive advantage of reciprocity to capitalize on partnerships and anticipate future disruptions.
By Bob Johansen & Karl Ronn | Sep. 24, 2014

Nonprofit Management

Essential Mindset Shifts for Collective Impact

To be effective, collective impact must consider who is engaged, how they work together, and how progress happens.

Nonprofit Management

Defining Quality Collective Impact

To sustain collective impact, we must bring more rigor to the practice by drawing on lessons from a diverse array of communities to define what truly makes this work unique.
By Jeff Edmondson & Ben Hecht | 8 | Aug. 13, 2014

Nonprofit Management

The Role of Grantmakers in Collective Impact

Grantmakers can catalyze connections and lay the groundwork for collective impact initiatives to take shape.
By Lori Bartczak | 2 | Aug. 13, 2014

Nonprofit Management

Power Dynamics in Collective Impact

Collective impact initiatives must build the power needed to accomplish their common agenda.
By Mary Jean Ryan | 1 | Aug. 13, 2014

Nonprofit Management

Roundtable on Community Engagement and Collective Impact

The Aspen Institute Forum for Community Solutions gathered scholars and practitioners for a conversation about engaging the community in a collective impact initiative.

Nonprofit Management

Aligning Collective Impact Initiatives

Communities can suffer from too many initiatives, creating overlap, inefficiency, and frustration.
By Merita Irby & Patrick Boyle | 1 | Aug. 13, 2014