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Decision-making

VUCA

VUCA is an acronym used to describe situations or environments with high levels of volatility, uncertainty, complexity and ambiguity.

Marginal Thinking & Our Personal Boundaries

Clayton Christensen eloquently takes the conventional business idea of marginal thinking and applies it to personal…

Values: A Part of the Everyday

Our personal values relate to decisions we make every day. Even the most mundane according…

How does a leader effect change?

Mary Lou Aleskie, Director of the Hopkins Center for the Arts, talks about the importance of balancing data and passion.

What effect does an organization’s dominant logic have on programming?

Peggy Sloan, Director of the North Carolina Aquarium at Fort Fisher, talks about the challenge and importance of questioning your assumptions.

How should cultural institutions approach change?

Aaron Dworkin, Dean of the School of Music, Theatre & Dance at the University of Michigan, discusses the importance of thinking about oneself as a social entrepreneur rather than an arts administrator.

Guthrie Theater’s debt to women and diversity

Do nonprofit cultural organizations have a particular responsibility to reach into and represent all parts of the community?  Does the benefit of nonprofit status require us to take more risks than commercial theatre?

Managing the Arts: Leadership and Decision Making under Dual Rationalities

The dual functions of guiding artistic or educational activities and an organization’s administration fosters structural complexity, competing sets of goals, multiple stakeholder claims and values in some tension with one another.

Generations: The Challenge of a Lifetime for Your Nonprofit

Sustainable performing arts organizations understand their audiences.  Sustainable museums understand their visitors. Audiences and visitors…

The Marketization of the Nonprofit Sector: Civil Society at Risk?

In this journal article, authors Elkenberry and Drapal Kluver examine the threat that “marketization” poses to democracy and citizenship.

Good to Great and the Social Sectors: Why Business Thinking is Not the Answer

A short read—an essay really—this piece adapts the principles of Good to Great to the nonprofit sector.

Connective Leadership: Managing in a Changing World

The environment shared by for-profits and nonprofits has remarkable similarities: a global economy afflicted with…

A Counter-Intuitive Approach to Making Complex Decisions

Giving our minds time to process information when not consciously focused on the decision facing us can result in better outcomes, especially for more complex decisions.

Outcome vs Process Oriented Thinking

Research on decision making in consumer behavior, perhaps with broader implications for nonprofits.

What are the qualities of a strong arts leader?

Sally Sterling, an executive search consultant, discusses what makes a successful arts executive.

Strategic decisions: When can you trust your gut?

Nobel laureate Daniel Kahneman and psychologist Gary Klein debate the power and perils of intuition. An interesting analysis of the role of intuition in decision-making.

The Case for Behavioral Strategy

A really interesting interactive feature from McKinsey Quarterly on the cognitive biases that most impact decision-making in organizations

How does a leader effect change in her organization?

Cheryl Sobas, Head of Exhibitions at Freer Gallery of Art and Arthur M. Sackler Gallery, discusses how education helps staff have a more strategic approach to their work, including increased decision-making, collaboration, and awareness of impact.

How does a leader effect change in his organization?

Ben Donenberg, Founder and Producing Artistic Director of Shakespeare Festival/LA, shares how his approach to leading change has shifted from being unilateral to collaborative over the course of his career.