Rely-ability, Re-liability, and Reliability

‘Reliability’, like ‘validity’, is a term with multiple meanings. In non-profit settings (amongst others) there are several contexts in which the concept of ‘reliability’ is expressed differently. This post reflects only some of these. A dictionary definition sounds straightforward enough – ‘that which can be relied upon, fit to be depended upon, trustworthy‘. When we… Continue reading Rely-ability, Re-liability, and Reliability

Interdependency, Mutual Dependency, and Co-dependency in your NFP

While the terms interdependency, mutual dependency, and co-dependency sound similar, it is important to distinguish between them if a healthy culture is to be nurtured in your non-profit. Beware co-dependency A co-dependent relationship has been described as a shared psychological condition (meaning pathology) in which ‘one party needs the other party, who in turn, needs… Continue reading Interdependency, Mutual Dependency, and Co-dependency in your NFP

Validity and Validation in your non-profit

We all seek validation Most of us are very familiar with the kind of validation offered when others like or share our social media posts. This emotional validation involves processes of uncovering, accepting, approving, and hopefully understanding, the emotional experience of another person. Organisations also seek a similar form of validation when they monitor engagement… Continue reading Validity and Validation in your non-profit

Mixed feelings about ambivalent decision-making?

Validity, value, and valence are three terms used in the governance and management of non-profits, and each refers to concepts of ‘strength’ and ‘worth’ in some way. Etymonline advises that their common Proto-Indo-European root is wal- (“to be strong”, also “be well, be strong, be worthy”). Shades of this underlying meaning can be found in… Continue reading Mixed feelings about ambivalent decision-making?

Social capital and the thickness of trust

With the 2022 Edelman Trust Barometer highlighting a cycle of distrust that threatens societal stability, prosocial action by NGOs has never been more important. While NGOs and businesses are more trusted than the government or the media, NGOs have slipped in their rankings in some countries – including Australia. International readers may find the following… Continue reading Social capital and the thickness of trust

Foolosophy in the boardroom

Archetype lenses In systems thinking, we often use mental models, of which the archetype is one variety, to provide us with a lens that helps to simplify the ‘story’ of what’s happening in our work and social environment. Archetypes come in many shapes and sizes. At the macro level, system archetypes decompose the elements and… Continue reading Foolosophy in the boardroom

Strategic Causality

Delving beneath the surface In my reflective practice work with mentees from a wide variety of organisations, a good deal of our time is spent exploring ‘beneath the surface’ of events and circumstances. Our aim is to better understand the underlying drivers and factors at work, to inform the shaping of considered responses, and avoid… Continue reading Strategic Causality

The science of ‘worth’ – your Theory of Value

Non-profit directors and managers don’t need to be philosophers to consider issues of value in their work, but it may help them to recognise the many different forms of value they have a responsibility to promote and nurture. Every decision and action is, of course, an expression of value. What we consider important, or of… Continue reading The science of ‘worth’ – your Theory of Value

Creating Value using an integrated (multi-capital) approach

Value creation is a key function of every board and adding value is central to the roles of both directors and senior managers, but what do we mean when we refer to value in this way? The Capitals Coalition is a global collaboration that seeks to redefine value in order to transform decision-making. They recognise… Continue reading Creating Value using an integrated (multi-capital) approach

Measuring your social value (impact)

Traditional notions of value in the context of organisational governance have tended to focus on economic definitions and metrics. Value for money, profitability, cash flow, price/performance, and ‘value adding’ through risk reduction, automation, demand aggregation, logistic efficiency, etc. are just some of the forms of economic value used by managers and directors to assess the… Continue reading Measuring your social value (impact)