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FROM THE AXELSON CENTER DIRECTOR Adaptive Capacity Building: What Does it Take?
I have long been intrigued by this notion of adaptive management. Given the same difficulties, what causes some nonprofits to flourish and others to wither? According to a number of leading management experts, the difference can be explained by one thing: adaptive capacity. Adaptive capacity refers to an organization's ability to adapt to changed conditions in pursuit of improved results. Those organizations that excel at building adaptive capacity typically exhibit common qualities: an external focus; well-developed interdependent relationships and network structures; and, inquisitiveness and innovation. Adaptive management is the theme for this issue of The Axelson Review. From our lead interview with futurist Marsha Rhea to our In the Community feature, highlighting advisory board member and Executive Service Corps CEO Marsha Lipetz, to our Ask the Expert discussion with Diane Decker, you will learn more about what it takes to build adaptive capacity. Our In The Toolbox column features an excerpt from our forthcoming book, Winning Strategies: Lessons Learned from the Alford-Axelson Award Program Winning Organizations. The story of Seguin Services is a real-life example of adaptive capacity building in action. You will find similar stories in the book, which can be purchased through our website at www.northpark.edu/Axelson. If you plan to join us for Symposium 2005 on May 11, be sure to register now-space is quickly filling up. You will not want to miss this valuable session on nonprofits and marketing. The speaker lineup is impressive, and the take-home value will be terrific! To register now, visit http://www.northpark.edu/axelson/2005.cfm. If you'd like to print a copy of this edition, click here.  Melissa Morriss-Olson, Ph.D. Director, The Axelson Center THE AXELSON INTERVIEW Anticipating Success
While many nonprofits are comfortable basing future decisions on past experiences, believing the future will ultimately reflect the past, futurists believe it is more important to look at emerging trends and cultural shifts to anticipate the future. In a recent interview with the Axelson Review, futurist Marsha Rhea, from the Institute for Alternative Futures, discussed the importance of creatively looking to the future, even if a bit frightening, to create a lasting strategy for your nonprofit organization. Axelson Review: What is a futurist? Marsha Rhea: We help organizations decide what they want in their future and what is needed to create that future. This involves trends identification, emerging issues, forecasting, scenario planning, and vision work. We ask, "What do you want to create in this world?" Click here to read more. IN THE TOOLBOX Tweak the Model Take what works, and apply it to something new.
Seguin Services, Inc. has been helping individuals with disabilities for over 50 years. They are recognized in their community as established, successful, and consistent. But in recent years, they realized they still could do more. Ultimately, they decided to move into the businesses of car sales and detailing. They are now considering taking on another new business venture. Learn how strategic thinking, a willingness to take risks, and re-applying mastered skills helped this nonprofit expand their mission and better achieve their goals. Click here to read more. ASK THE EXPERT Innovations on the Cheap How creativity can raise your bottom line.
Diane: Innovation demands creativity and risk-taking. Creativity is the ability to generate new ideas, approaches, and solutions. Some people equate creative ideas with huge breakthroughs. In reality, incremental improvements are also creative and important because they support continual improvement. Sometimes organizations limit their creative potential because they are waiting for the next big idea and discount creative improvements to existing programs. Even small improvements can improve the bottom line. Click here to read more. IN THE COMMUNITY Change with Purpose An interview with Marcia Lipetz, President of ESC of Chicago, on adaptive capacity.
Her experience and knowledge of the Chicago nonprofit community makes her an asset to the Axelson Center Advisory Board. We recently discussed the changes in the nonprofit sector and what it takes to build adaptive capacity. Axelson: You have spent your entire career working for nonprofits. Why this career path? Marcia Lipitz: My family background led me in that direction--both my parents were social workers. The individual decision came after I received my Ph.D. in sociology. I sought a position that would utilize my research skills. Because academic faculty positions were few and far between, and I did not want to work for a major corporation, I decided to work in the philanthropy and nonprofit sector. Change is a constant in the nonprofit sector. What are the top three things an organization can do to build adaptive capacity? An organization needs to purposefully address change. This includes being able to answer the following three questions:
First, a person needs to be willing to make changes. Then, they need to know what their strengths, skills, and preferred work environment is. Also, individuals need to think broadly about what they can do with their talents, beyond the standard career path. During your time at the ESC of Chicago, what trends have you noticed among nonprofit organizations requesting services? We offer two main services: organizational development (strategic planning, benchmarking, etc.) and individual leadership capabilities (roundtables and coaching). The second category generates a quarter of our revenue and takes up larger amounts of time. There is a huge demand among nonprofit leaders for individualized, professional support that allows for discovering one's own strengths. If you would like the help of ESC of Chicago, call (312-580-1840) or email one of ESC's senior marketing associates (info@esc-chicago.org). Interview by Kris Maldre. |
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Axelson Center, North Park University, 3225 West Foster Ave., Chicago, IL 60625
