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In your responses to at least two of your classmates, compare and contrast your respective positions on Piana’s argument concerning the recapitulation of society’s problems within human services organizations and offer constructive criticism of the critical analysis offered by your peers. Additionally, identify any insights you have gained as a result of reading the responses of others. I need 150 words of response for each peer response.

The Nonprofit Paradox

FORUM 1: After reading the short article The Nonprofit Paradox Business Models in the Third Sector by La Piana, states “The nonprofit paradox seems to have a paradoxical cause—namely, the mission drive of nonprofit sector workers” (Piana, D. (2010). When there are driven in the organization then the work becomes successful and everyone benefits from it. Something else that Piana talked about was “Organizations that confront their cultural quirks and paradoxes with tolerance, a sense of humor, and openness, however, are often able to lessen their effects” (Piana, D. (2010). It is hard when organizations tend to overlook the culture of some of their employees or know how to handle it when there is an issue that arises.

As a leader, how would you first identify this issue?

I believe that as a leader the first thing I would do to address the issue is having a meeting with all parties involved to see what the issue is and how we can resolve it without it exculpating further. Sometimes I believe that as individuals we tend to overthink things while doing our job and criticize others on their mistakes they make without realizing we could be the issue due to the fact we believe we are doing a better job than they are and we let them know it because we tend to rub it in their face.

What would you do to address it?

Put together some trainings about the issues what every they are including conflict trainings in case there was ever any I had to deal with as a leader. Also, have a mediator come in to talk to everyone, and utilize other surroundings that will be a change of pace for everyone so that they can relax in a different environment.  

REFERENCE:

Piana, D. (2010). The nonprofit paradox. Stanford Social Innovation Review, 8(3), 23-24. Retrieved from ABI/INFORM Global. (Document ID: 2063614471

 

FORUM 2: Nonprofits have a job to do, with having little help doing it. This can cause some hard feelings between the staff and others involved in trying to make it a viable business. Many nonprofits have downsized and streamlined their businesses to increase their economic viability. They need to assess the impact of the changes, and respond quickly without changing their function as an organizational system. They also need to maintain their mission and provide  services to their communities while retaining fiscal viability. They also need a strategy to adapt; they need the resilient capacity to be imaginative as they operate in uncertain and fluctuating environments (Witmer & Mellinger, 2016).

Because of the changes being made to these nonprofits it can cause problems for staff and the overall organizational effectiveness. Staff members feel they are not being consulted and that management does not always value their opinions. They do not believe the changes should be made, and Clinical staff members are not feeling connected to the members of the board of directors, with all these things going on it can cause bad feelings between all the staff and result in problems for all involved. 

As a leader I would make sure that my staff were reassured that we were doing everything that we can to provide the services we offer with the means that we have. I would assure them that everything would work the way it should. If there was a problem I would make sure to take care of it right away. I would make sure that the staff and others involved in the nonprofit would have a say in how everything was to go. "As CEOs lead organizations in change, especially management change, justification to staff and board should always be made in terms of the advantage to mission, not financial health, efficiency, or productivity. This message should also be central to an on-going educational effort directed toward management and program staff. There must be no question of senior management’s priorities" (Piana, 2010).

In order to address this issue there would be continual training for the staff to keep to the mission of the services we offer. Reassuring them that if they kept to the mission everything would work out in the end. "Program professionals should be included at high-level staff and board discussions whenever appropriate. Nonprofit organizations should incorporate multiple management models to address the multiple bottom lines characteristic of nonprofits. Some models, such as financial management, need significant modification to meet nonprofit needs" (Piana, 2010). If our mission does not continue to work we can always switch to a for-profit status and change the way that our business works. Although there are more people that would like to see a nonprofit business work and would work to save the business in other ways.

 

References:

Piana, D. (2010). The nonprofit paradox. Stanford Social Innovation Review, 8(3), 23-24.

Witmer, H., & Mellinger, M. S. (2016). Organizational resilience: Nonprofit organizations’ response to change. Work, 54(2), 255–265. https://doi-org.proxy-library.ashford.edu/10.3233/WOR-162303