Author Stephen Block advises leaders to think creatively about their problems, an especially important attribute for managers in the complex landscape of nonprofits.
In his role as a consultant, Block often finds that managers are trying to solve the wrong problem. One issue: These managers carry underlying assumptions that prove false and can cause them to utilize inappropriate and therefore ineffective strategies for problem solving.
The book is divided into two parts. Part One frames the problems and concerns faced by nonprofit mangers. Part Two, "Seven Tough Problems and How to Solve Them," focuses on solutions.
Chapters are clearly organized. Each starts with "The Problem" and moves into case studies and case analysis, where the reader can explore the protagonist's failed remedies. The author then presents possible solutions, and helps the reader understand the original conflicts and presuppositions that really caused the problem.
Problems explored include role confusion, financial misfortune, and Founder's Syndrome—the unfortunate condition whereby founders are unable to relinquish control. The book also includes helpful resource sections including a seventeen-page review of organizational behavior theories, and a section on recommended reading. This book is a good tool for nonprofit managers, interested students, and nonprofit board members.
Smartly written, the cases help to draw readers in to the complex, real-life problems faced by nonprofits.