Notes for the
Reflective Practitioner

by Paul Pribbenow, Ph.D.

Philanthropy is a journey. 

Let JGA be your guide.

Johnson, Grossnickle and Associates LLC
PO Box 576
Franklin, IN  46131
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jga@jgacounsel.com

 

Volume Three, Number Three (February 2002)

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 "What we have loved, others will love, and we will teach them how."

(W. Wordsworth, from "The Prelude")

 NOTES FROM READERS

 >>What you think<<

Things change.  I’m told that studies indicate that for mental health reasons significant life changes should really be spread out a bit – things like having a child, changing jobs, moving, and so forth.  Well, we’re taking a different approach.  You know about Thomas, our son, newly adopted from Vietnam – and a real joy.  Thanks to all of you who wrote with words of congratulations and encouragement.  You may or may not know that shortly after the last issue of Notes appeared, I was elected the 16th president of Rockford College in Illinois.  I begin as acting president on April 1 and then formally take up my new duties as president on July 1.  So, we are moving to Rockford, Illinois at the end of March.  Keep a good thought for us, if you will, as we embark upon our new and exciting changes and adventures.

These Notes will endure, be assured, for there is catharsis and calm and community here, for which I am most grateful.

Pamela Miller (Rockhurst University in Kansas City) wrote in response to my meditation in the last issue of Notes on Robert Frost and paths we take: “I don't think it's the idea that I am dedicated to being a trailblazer or seeking the unknown (I'm no Star Trekker; I can't recall that I've been anywhere "no man has gone before"). Rather, that I should not always take a path because it is safe for me, because it is known to me, because it is familiar to me, because it can be taken while requiring no thought at all on my part. That as much as I can, I should explore the possibilities of any path I take - where does it lead, where does it branch, who might join me for a while, will it speak to my dreams and my goals and my soul, will it make a difference in the world-or at least my little corner of the world?”

I promised not to offer premature reflections on parenthood, but I can’t resist one observation.  It is about Thomas’s bedtime and the thin, fragile line that exists for him between being awake with a vengeance (crying, thrashing, craving attention, clearly unhappy) and the sound, deep sleep that he so needs.  One moment he is screaming, the next he is profoundly asleep.  There is a lesson on that line, I think, about the very small distinctions between our diverse needs.  If only I could sleep so soundly…

There are a significant number of new subscribers to Notes as of this issue, thanks in large part to the “Advancing Philanthropy” article that appeared in November 2001.  Welcome to our conversations.  Occasionally, I (or my colleagues) refer to items from previous issues of Notes.   If you have not been a subscriber previously, and wish to review our conversations, past issues of Notes are available on-line at www.jgacounsel.com.  The website version of Notes also includes helpful hyperlinks to sources for purchasing or subscribing to the various publications mentioned in Notes.   I thank my friends at Johnson, Grossnickle and Associates for their abiding support for our reflective practice.

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REFLECT ON THIS

>>A parable of common work<<

I have written here before about my notions of philanthropy as common work.  I have returned recently to those reflections because I have spent a good bit of time rereading the work of Jane Addams.  The life and work of Addams have become a bit of a cottage industry in the past couple of months, primarily because of the work of University of Chicago professor Jean Bethke Elshtain, who has written “Jane Addams and the Dream of American Democracy” (Basic Books, 2002) and compiled “The Jane Addams Reader” (Basic Books, 2002).

Well – believe it or not – Jane Addams is a graduate of Rockford College.  As a student of Addams, I was intrigued to explore the ways in which her legacy is still imbedded in the college’s culture.  I was especially pleased to return to Louise Knight’s elegant essay, “Jane Addams’s Views on the Responsibilities of Wealth,” (in Burlingame’s “The Responsibilities of Wealth,” Indiana University Press, 1992), which was my first introduction to the “parable” of common work.

The story of how Jane Addams encouraged a more “humane” approach to philanthropy in her work during the late 19th and early 20th centuries at Hull House, on Chicago’s west side, offers a parable for our contemporary efforts to reimagine the work of philanthropy as a public practice—work we do together, in and through organizations, on behalf of public causes.

Jane Addams received many offers of financial help from her family and friends for her work with the poor at Hull House.  Addams would not, however, accept these philanthropic gifts without also urging the prospective donor to come to Hull House, where residents of the neighborhood, urban program experts from nearby universities, and the Hull House staff, would join with the donor to discuss how best to use the gift to make life better in the neighborhood.  This is a parable about philanthropy as common work.  There are appropriate and important roles for donors, recipients, volunteers, experts, and others, as the work that philanthropy supports is pursued. 

This is not meant to portray a literal analogy to contemporary philanthropic practices.  It does, however, stand as an important parable, reminding us of how fragmented our philanthropic efforts have become.  Fragmented between donor and recipient, between philanthropic organizations and potential volunteers, between professional fundraisers and other staff members in the organizations they serve, and so on.  The parable urges us to find ways to once again pursue philanthropy as common work, work (and its implications) that properly belongs to all citizens.

The implications of the parable of common work are manifold for philanthropic organizations and for the profession of philanthropic fundraising:

For philanthropic organizations

  • The practice of philanthropy is a core value of the mission of all philanthropic organizations.  Nonprofit organizations must embrace the fact that they are, by definition, philanthropic institutions (legally, financially in most cases, morally) and that the practice of philanthropy belongs to all members of the organizational community.  Without philanthropy as a core value of their missions, nonprofit organizations fail to honor the public trust they must uphold.
  • Common work implies aggressive public accountability.  The fact that philanthropic activity is common work (an obligation of all organizational constituencies/publics) means that the organization “owes” its various publics honest, candid, and regular reports on what it does well (and not so well).
  • Philanthropic organizations must link the values of their missions with their day-to-day business and management practices.  In other words, philanthropy as common work means that the well being of staff and volunteers, the good stewardship of organizational resources, the fair and responsible implementation of policies and procedures, and so on, are as important as the pursuit of particular programs.  Organizations must have integrity – the right and moral fit between mission and institutional practices.

For the philanthropic fundraising profession

  • Philanthropic fundraisers must recognize and embrace their public roles.  Philanthropic fundraisers, who help society pursue philanthropy as common work must both provide responsible service to nonprofit organizations that employ them and to the publics whose trust is at the core of philanthropic activity.  These public roles might include modeling volunteer service, pro bono professional assistance, and a willingness to advocate for philanthropy in their communities.
  • Philanthropic fundraisers must endeavor within their organizations to model philanthropy as common work.  Fundraisers must advocate for programs and policies that focus on donor interests, that challenge all organizational constituencies to participate in philanthropy (and facilitate such participation), and that are fully accountable to organizational publics.
  • Philanthropic fundraisers must seek to illustrate through their individual and corporate activities a model of professional activity that is publicly accountable.  Philanthropic fundraisers have the remarkable privilege to be present when others make moral decisions about supporting causes they care deeply about.  This privilege carries with it the obligation to be self-critical, to pursue personal and organizational integrity, to keep confidences, and to keep the social relationships that philanthropy creates in proper perspective and balance.  This is common work and fundraisers must be its conscience.

I look forward to pursuing Jane Addams’s vision for a humane philanthropy – our common work – at her alma mater! 

>>Scientific literacy and the liberal arts<<

It has been difficult to eavesdrop on the public discourse during the past several months – especially as we were challenged with stem cell research, anthrax, bioterrorism, and similar topics – without worrying about our competencies individually and as a society to understand the scientific facts and foundations behind these public opportunities and threats.

This concern occurred to me more than a year ago when I was teaching the core course at Wabash College and as I floundered a bit with my own capacities to lead students through science-oriented readings.  I wrote the following essay in response to that experience.  It was first published before September 11 in LiberalArtsOnline, the email newsletter of the Center of Inquiry in the Liberal Arts at Wabash College.  Now, it seems more prescient than I imagined – and it is a reminder to all of us who aspire to be liberally educated about our needs to be lifelong learners.  I, for one, have just subscribed to “Scientific American,” which is a start…

“Last year, I had the privilege of teaching in our college’s sophomore core course, Cultures and Traditions.  Perhaps the most painful few days of the discussion-oriented course addressed the issues raised in William Paley’s argument by design for the existence of God (in Natural Theology – or Evidences of the Existence and Attributes of the Deity Collected from the Appearances of Nature, first published in 1802) and Richard Dawkins’s The Blind Watchmaker: Why the Evidence of Evolution Reveals a Universe without Design (W.W. Norton, new edition, 1996).

I won’t bore you with my inadequate grasp of Dawkins’s position, but suffice it to say that our classroom conversations were hampered by my inability to fill in the gaps of the argument—and to draw my bright students into the wonder of scientific exploration and interpretation.

I am liberally educated—or so I like to think—and yet I have managed (as have many of my humanist and social scientist friends) to avoid the sort of in-depth reading and study of the natural sciences that we would expect of those who are well rounded, literate, and curious about the world in which we live.  I think about my own liberal arts education in the mid 1970s and recall how I was gladly able to sidestep biology and physics in lieu of an additional semester of a foreign language or a statistics course.

As we made our initial plans for the Center of Inquiry in the Liberal Arts, we found a rather obvious bias toward (or misunderstanding of) the role of the sciences in the liberal arts.  Our attempt to place an advertisement for Center staff in the Chronicle of Higher Education, slated to appear in the Executive section, was waylaid by some well-intentioned ad staffer into the Humanities section.

All of this by way of saying that we may have an uphill battle to convince those who care  (or should care) about the liberal arts that all the wonders of human knowledge deserve a place at our banquet table and on our reading lists—most especially the wonders of scientific theories and experiments and interpretations.

A recent interview with Richard Dawkins in the Harvard Business Review (January 2001, 159-163) brings me back to my sophomore students, intent on a genuine liberal arts experience.  Perhaps it is a matter of how we define relevance.  Dawkins, faced with the growing use of scientific theories and metaphors to diagnose and describe organizations and leadership, suggests that the issue should not be the “easy” relevance of science to human experience (e.g., is behavior hardwired?).  Instead, he says: “My main message to laypeople, therefore, is: Don’t rely on the scientists to interpret everything for you.  Try to understand the issues for yourselves.  Scientific literacy is its own reward.  It will take you to places you have never gone before – and in the process, it will help you to lead a better, fuller – dare I say it? – happier life.”

And there we have a most eloquent statement of why we care about the liberal arts.  Excuse me while I get started in making up for my self-imposed deficiencies—I owe it to myself and to my students.”

And, I might add, we owe it to the body politic…

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PRACTICE THIS

>>Notes on managing prospects<<

I have had the opportunity during the past several months to help several different nonprofit organizations as they worked to put in place what is known as (rather inelegantly, I fear) a prospect management plan and program for their fundraising efforts.  I am not always intrigued with the mundane, detail-oriented work of such plans – they involve such activities as defining prospects for gifts, the means of determining the capacity and inclination of said prospects to make gifts to the organization, the various strategies in place for cultivating, soliciting, and stewarding gifts, as well as the management tools and systems by which all this activity is organized and monitored.  Exciting stuff perhaps not, but it is absolutely critical to the responsible work of every nonprofit organization, no matter its size or cause.

And here is why…prospect management ensures that:

  • The relationships we enjoy with donors and friends and alumni and grateful patients and our various publics have a history – they are not simply episodic transactions, meant to secure the largest gifts possible.  They are visits and phone calls and meaningful conversations about values and families and what we believe in – and those various interactions are the stuff of a relationship, a relationship that obligates us to document what we have learned about our friends so that the relationships will live on (as they have lived before us) in support of the good work of our organizations.  It is about good stewardship.
  • The work we pursue in our philanthropic programs is closely linked to the mutual, strategic interests of our organizations and our donors.  If we listen carefully to our donors and share with them the most deeply held commitments of our organizations, we shall find the common ground where donor support meets organizational priorities.  And that is a wonderful place, full of promise and reward.  It is about strategic, value-driven work.
  • The work and resources of our staffs and volunteers will be deployed and assessed consistently and responsibly.  Good prospect management plans always include a way to manage the performance of staff and volunteers.  They seek the widest possible participation of all interested parties (not just development staff!) in the work of building relationships with prospective friends and philanthropic donors.  And then they hold those parties accountable for what they do.  Ultimately, they include ways to share with wider publics how well our organization has taken care of its relationships.  It is about public accountability.

Perhaps we might join together to rethink how prospect management programs, devised and implemented well, are at the core of our philanthropic leadership and management.

 >>Leadership once again: Journeying inward<<

I could not imagine going off to my first college presidency without revisiting some important lessons about leadership.

A few items for your review:

  • In the fall 2001 issue of the journal “Leader to Leader,” there is a provocative interview with Parker Palmer about “Leadership and the Inner Journey.”  He says in response to a question about whether leaders really need to be in touch with their personal emotions and realities: “…the best leaders work from a place of integrity within themselves, from their hearts.  If they don’t, they can’t inspire trustful relationships. In the absence of trust, organizations fall apart.” 
  • In the December 2001 issue of “Harvard Business Review,” Robert Goffee and Gareth Jones discuss “Followership: It’s Personal, Too.”  Good leaders must produce three emotional responses in their colleagues: First, a feeling of significance—the conviction that their contributions, no matter how small, really matter.  Second, a feeling of community—a unity of purpose around work and a willingness to relate to one another as human beings.  And finally, excitement, challenge—that edgy feeling.  It may not be charisma exactly, but it is about energy and inspiration.
  • Organizational theorist, Charles Handy, has a new book, “The Elephant and the Flea: Reflections of a Reluctant Capitalist,” (Harvard Business School Press, 2002), in which he reports how his wife asked him shortly after they were wed: “Are you proud of your work?” to which he replied, “It’s all right, as work goes”, to which she then said, “I don’t think I want to spend the rest of my life with someone who is prepared to settle for all right.”  How do we help create organizational cultures in which all of us can be proud of the work we do together?
  • Martin Marty, commenting on the difficulty of returning to the mundane and ordinary after the remarkable events of the past few months, suggests that we might listen once again to the apostle Paul who writes in the first letter to the Corinthians that we are called to live “as if not.”  As if not we were in mourning; as if not we were rejoicing; as if not we had possessions.  It is not an injunction against our mourning, our rejoicing, our possessions—this is the stuff of our daily lives.  Instead, it is the reminder that these things are always in tension with the wider horizons of our lives, the long view.  “As if not,” Marty suggests, is to take lessons from the insecure of all ages who still chose to live.  Now there is a leadership lesson if ever there was one.  (“Context,” December 15, 2001)

>>Public spaces<<

A few issues of Notes back (Notes, 2:3, February 2001), we discussed, to good response, Ray Oldenburg’s fascinating book, “The Great Good Place: Cafes, Coffeeshops, Community Centers, Beauty Parlors, General Stores, Bars, Hangouts, and How They Get You Through the Day,” (Paragon House, 1989) which I still recommend highly for its intriguing challenge to create “third places,” contexts for community-building and connectedness.

A recent issue of “The Utne Reader” (January-February 2002) addresses the issue of great public spaces, suggesting that there are principles for helping to create a beloved gathering place, including:

  • The community is the expert – the people who will use the space know best how it works and does not work.
  • You can’t do it alone – creating a great public space is more than one individual or organization can do; it is about partnership, both in its design and use.
  • You can see a lot just by observing – see how a space is actually used.
  • Make the connections – a great public space supports many different types of activities, but there are important links between those activities.
  • Start with the petunias – improve the space in ways you most quickly can, and then see what happens…
  • You are never finished – you must care for a public space well.

The same issue of “The Utne Reader” lists the sixty best public spaces in the United States.  I’ve been to sixteen so far – future itineraries may be shaped by the list!  Among my favorites – and where I agree with the authors – are the Memorial Union at the University of Wisconsin – Madison; Grace Episcopal Cathedral in San Francisco; the Public Garden in Boston; the Art Institute of Chicago; and Pike Place Market in Seattle.  Check out the list and get to work.  There are public spaces to be created!

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PAY ATTENTION TO THIS

>>Some new resources<<

A few new sources for your reflective practice.

Those of you with an interest in the links between marketing and philanthropy might enjoy “Impact,” Insights into Online and Integrated Marketing Strategies for Colleges and Universities by Kevin E. Houchin, Client Consultant at Stamats Communications.  It appears a couple of times a month, is relevant to philanthropic organizations more generally, and makes for some good conversation about public trends and perceptions.  For information, contact impact@stamats.com.

Some of the most intriguing work on reflective practice and organizational behavior comes out of the Massachusetts Institute of Technology (MIT).  I’ve recently joined the Society of Learning (SOL), based at MIT, and have begun receiving its journal, “Reflections: The SOL Journal on Knowledge, Learning, and Change.”  A recent issue, for example, included essays by Peter Senge and Edgar Schein, who both have been extremely influential in shaping a broader view of organizational purpose and dynamics.

In addition to Jane Addams, I’m currently reading William F. May’s “Beleaguered Rulers: The Public Obligation of the Professional,” (Westminster John Knox Press, 2001) which addresses obvious issues of significant importance to all of us.

>>Native verse<<

The winter 2001 issue of the journal, “Rattle,” asks this question: What constitutes the essence of poetry?

Author Shaun T. Griffin appeals, "Where are the poems that move us to tears with the taste of such feeling?" There is a place for intellectualism in poetry, he writes, yet emotional texture is a quality that is often overlooked. Both qualities should be honored as the coil of imagination unwinds around them."  Hear, hear.

Here is a simple poem that may bring a tear – of laughter or recognition.  It is authored by Mississippi folk artist, L.V. Hull, who I met last summer and whose wisdom is in your face.

“Love is a sensation

Started by conversation

Spread by the population

And hurts like an operation.”

What else can I say?

>>Subscription information<<

Subscriptions to Notes are simple to establish.  Send me an email at pribbenp@wabash.edu, ask to be added to the list, and you will receive a confirmation from the mailserver at Wabash College that you are on the list.  Please feel free to forward your email versions of Notes to others—they then can subscribe by contacting me.  I also am happy to send Notes as an MS Word attachment to an email, if that would make reading it easier for some of you.  Just let me know.  The current and archive issues of Notes are available on-line at www.jgacounsel.com.

>>Topics for the next issue (April 2002)<<

* A meditation on mixed motivations

* On why we need more counter-intolerance…

* The vices and virtues of organizations

(c) Paul Pribbenow, 2002