A Couple of Nonprofit Success Tools

A Couple of Nonprofit Success Tools

This is a follow-up to my previous post on things I’ve learned reading Genership 1.0: Beyond Leadership Toward Liberating the Creative Soul by David Castro. This particular entry will cover the book’s suggested tools and techniques that can contribute to nonprofit success. Genership 1.0 covers two new approaches to planning and problem solving that are worth adding to any social entrepreneur’s tool kit: CoVisioning and CoThinking.

First, a definition of genership: The capacity to create with others, the community practice of creating. Castro’s book elaborates on this concept and breaks down some myths of leadership.

The old model of leadership involves one man or woman creating a vision and a strategy, maybe some tactics, and getting people to go along with that strategy. Genership is all about working with others in a shared atmosphere of figuring out what needs to be done, how it should be done, and why it needs to be done.

Creating a Shared Vision:

CoVisioning is the process of thinking with others about desired changes to reality, to paraphrase Genership 1.0. The usual tools for brainstorming and problem analysis can be useful in creating a vision. CoVisioning involves a philosophical perspective or frame of reference.

While any sensible leader will check with his or her superiors for guidance in creating a project plan, CoVisioning begs more of a group involvement in deciding what might be done. Think of collaboration instead of persuading or inspiring. For example, in lieu of urging others to “Follow me, and let’s save the Cumberland River watershed,” a CoVisioning effort might focus a group’s attention on what their part of the Cumberland River watershed could/should look like. The traditional leader might picture a certain program, perhaps one inspired by other watershed conservation efforts in other parts of the United States.

Thinking Collaboratively:

CoThinking is the art of engaging in reflective dialogue about a desired future, present circumstances and the possibilities for strategic action toward that desired future. CoThinking is a strategic planning tool; think of it as a practical counterpart to the philosophical practice of CoVisioning.

A traditional leader would create a plan and focus his or her efforts on inspiring or persuading people to adopt that plan as their own vision for a better future. CoThinking in this scenario would entail discussing the watershed area, and what might be done to make it better (cleaner, healthier, etc.). One should engage in CoThinking after either personally seeking further information about watershed conservation, or after finding an initial group to engage with that possesses a working knowledge of the subject.

Once you’ve decided to engage in CoThinking, you have access to a variety of tools for brainstorming and planning. I’ve written about provocative operations and concept mapping as tools for generating ideas.

Thinking Differently:

This stuff does require a shift in mindset, from being the leader to being the facilitator, coordinator and liaison with outside parties.

Naturally, Genership 1.0 goes into more detail about how to implement CoThinking and CoVisioning. So, regardless of whether you are the founder and leader of a small group, or a C-level executive in a major nonprofit, your position still offers opportunities for co-creating new plans and strategies.