Tag Archives: ict

What I’ve learned from working with mission-based organizations

Keep calm and be a unicorn

 

Here are a few lessons I’ve learned, in no particular order:

  1. You need to make sure that your mission, operations, and desired outcomes are aligned with each other.
  2. Movements for equity, inclusion, and belonging have the potential to revolutionize both mission-based organizations and philanthropy.
  3. Carefully tailored one-to-one desk-side coaching usually increases a worker’s effectiveness much more quickly than classroom training.
  4. The nonprofit/philanthropic sector in Massachusetts is different from the analogous sector in any other state in the U.S.A.
  5. Poverty is an insufficient reward for devoting one’s professional life to a nonprofit organization.
  6. In a mission-based organization, many problems that initially appear to be about information and communication technology are really about organizational culture, knowledge management, or a combination of organizational culture and knowledge management.
  7. Age discrimination is alive and well in mission-based organizations.
  8. It makes much more sense to aim to run a nonprofit organization like a highly effective organization, rather than to aim to run it like a business. There’s nothing inherently superior (or inferior) about businesses.
  9. Every human being is eligible to help others and to be helped by others; moreover, it’s a mistake to stigmatize being helped by others.
  10. Bringing token members of various demographic minorities into the building isn’t enough; real power means being at the table when crucial information is disseminated and crucial decisions are made.
  11. When you decide to solve a problem, you need help from the people who are deeply affected by the problem in order to determine:
  • the real nature of the problem
  • the possible solutions
  • a clear and specific idea of what success in solving the problem would look like

I invite you to leave comments about what lessons you’ve learned from working with mission-based organizations!

Or, if you prefer to send me a private message, you can do so by using the form shown below:

 

 

In search of my next vocation!

"Excelsior!" Cartoon by James Thurber

“Excelsior!”   (Cartoon by James Thurber)

After five very productive years at Tech Networks of Boston (TNB), I am now looking for my next professional challenge. I’m ready for a career shift! I’ve notified the leadership at TNB, so this is not a covert search.

If you know about any job opportunities at organizations that need someone with my skill set, I’d love to hear about them. In my next job, I’d like to focus on some or all of the following:

  • Weaving networks among nonprofit organizations in order to build collaboration, peer learning, and communities of practice.
  • Building the capacity of philanthropic and nonprofit organizations to achieve and document their desired outcomes.
  • Fostering equity, inclusion, social justice, and corporate social responsibility.
  • Aiding philanthropic and nonprofit organizations in seamlessly matching resources with needs.
  • Establishing best practices in the strategic use of information and communication technologies among mission-based organizations.
  • Facilitating candid dialogue and successful collaborations between grantmakers and grantees.

I invite you to peruse my LinkedIn profile and my résumé, and to get in touch with me about any contacts or opportunities that you’d like to suggest.

Please help me find new ways to serve organizations and individuals who are working to make the world a better place!

Deborah Elizabeth Finn – résumé – June 2018

 

 

 

 

Every nonprofit needs a theory of change for its technology. . .and for its evaluation process

if then

I’ve spent a lot of my professional life (thus far) thinking about the missions of nonprofit organizations, and about information/communication technologies for nonprofits.

In the past few years, it’s become fashionable to talk about the importance of a “theory of change” for nonprofits.  This is merely a way of underlining the importance of making an explicit statement about the causal relationship between what a nonprofit organization does and the impact that it has promised to deliver.  I applaud this!  It’s crucial to say, “if we take all of the following resources, and do all of the following actions, then we will get all of the following results.”  An organization that lacks the capacity to marshal those resources and take those actions needs to reconsider, because it is on track to fail. If its capacity is not aligned with its commitment, it should acquire the resources or change its commitment to results.  Of course, it some cases, it will merely need to revise its theory of change.  In any case, it will have to work backward from its mission, and understand how each component contributes to achieving it.

This kind of thinking has lead to a lot of conversations (and a lot of anxiety) in the nonprofit sector about performance measurement, outcomes management, evaluation, and impact assessment.

I’d love to have some of this conversation focus on the information/communication technologies that nonprofit organizations are using.  In other word, it’s time to be explicit about a theory of change that explains in detail how every component of the technology an organization uses contributes (directly or indirectly) to its ability to deliver a specific kind of social, cultural, or environmental impact.

Likewise, I’d love to have the conversation address the ways in which the efforts of a nonprofit organization’s performance measurement, outcomes management, evaluation, or impact assessment team contributes (directly or indirectly) to its ability to deliver the kind of impact that it promised its stakeholders.

 

 

Kathryn Engelhardt-Cronk outlines a necessary factor in successfully implementing a nonprofit technology project

Kathryn Engelhardt-Cronk, CEO and founder of Community TechKnowledge

 

I’ve learned a lot from my buddy Tom McLaughlin, but the moment I first became a devoted fangirl of his was when I heard that he had quipped, “organizational culture eats strategy for breakfast.”

It’s true.  It’s so true in nonprofit technology that it hurts every time I think about it. However, I was immediately and immensely grateful to Tom for articulating so succinctly and eloquently what had been merely tacit knowledge for me.

One of the biggest problems in any nonprofit technology implementation is the difficulty in reconciling it with the organization’s culture.  It’s not just that individuals within it may not want to learn new things or do things differently – it’s that every organization is a delicate ecosystem of incentives, disincentives, alliances, and hostilities. A change in information and communication technology systems can easily upset the organization’s equilibrium.  Just the same, new implementations may become necessary, and at that point the challenge is not to arrive at an abstract understanding of group dynamics, but to gain the good will and participation of all the stakeholders by demonstrating that the potential benefits of the change are far greater than the threats to the status quo.

In other words, getting buy-in becomes a crucial goal; its a necessary (but not sufficient) condition for the success of the implementation.  This is a cost-benefit analysis that takes place at a very emotional level at a nonprofit organization.

That’s where Kathryn Engelhardt-Cronk can help.  She’s just published a white paper on “Getting 100% Buy-In for Your Next Nonprofit Technology Adoption.”  You can download it for free from the Community TechKnowledge web site.  I strongly recommend it!

(And now for a full disclosure of financial relationship:  I’ve served as a paid consultant to Kathryn’s organization, Community TechKnowledge, for some time.  However, she did not ask me to endorse this white paper, and she certainly is not paying me to recommend it.)

 

 

 

 

Visualizing the role of data for mission-based organizations – Round II

I am much obliged to all the good folks who have posted suggestions and feedback about my first attempt to create an image that would represent my thinking on the role of data in mission-based organizations.  Likewise, those who emailed me their thoughts deserve thanks!
I’ve created a revised version that incorporates some of the feedback.  Before you take a look at it, please bear in mind that:

  1. I am not a graphic designer.
  2. I am not attempting to create a graphic that illustrates everyone’s ideas about the role of data in a mission-based organization.  I am merely trying to illustrate my ideas.
Visualizing the role of data for mission-based organizations - Round II

Visualizing the role of data for mission-based organizations – Round II

Item #2 on the list notwithstanding, I am enjoying very much the opportunity to learn more about what others in the field think about (and visualize) when they ponder the role of data in our sector.  Once again, I invite you to post your reflections, suggestions, and questions in the comments section here on this blog.

And now, a word from your Senior Technical Advisor and Strategist…

Tech Networks of Boston

deborah-finn

I am totally delighted to announce that I have joined Tech Networks of Boston as their Senior Technical Advisor and Strategist.  It’s a pleasure to count as immediate colleagues my friends Susan Labandibar and Michael Fenter, and to be working with the client engagement team headed up by the awesome John Marchiony!

Here’s the TNB mission:

  • Engage with people at all levels of the client organization so that they can learn, manage information, and communicate easily in a safe and supportive computing environment.
  • Use experience, skills, and knowledge to help our clients build a mature information technology function that aligns with organizational mission and goals.
  • Enable nonprofit organizations to use innovative and effective information technology tools to serve human needs.

Talk about mission alignment!  I’ve already dedicated my professional life to these goals (plus a few others), but now I will be an integral part of an organization whose motto is “we’re better together,” rather than a lone nut! The ultimate in desired outcomes is that the world will be a better place, because the organizations that Tech Networks of Boston is serving will be succeeding in their missions.

At the same time, I want to assure my current clients that I will continue to be available to them on the usual basis, whenever they wish.  My commitment to TNB is for four-fifths time, to allow me to continue to work with clients as a solo practitioner.

If you have any comments or questions, please feel free to be in touch through the usual channels.  You are also welcome to contact me at my new office:

Tech Networks of Boston
1 Wadleigh Place
South Boston, MA  02127
617.269.0299 x (359)
888.527.9333 Fax
deborah.elizabeth.finn@techboston.com
http://www.techboston.com

“Power corrupts. PowerPoint corrupts absolutely.” (Redux)

A slide from the PowerPoint version of Abraham Lincoln's Gettysburg Address

This is another article, salvaged with help from the Wayback Machine, from my now-defunct first blog. I think that the points I made then are as valid in 2013 as they were in 2005.  What do you think?

Mon 14 Feb 2005 06:41 AM EST

Most days of the week, I tend to think of information technology as morally neutral.  It isn’t inherently good or evil; the applications of a technology are good or evil.

But I do find some forms of information technology irritating or counter-productive – especially as they are often used in the nonprofit/philanthropic sector.

PowerPoint happens to be in that category.

I came to conclusion through my favorite research method.  (I.e., staring off into space for about half an hour.)  During this strenuous research, I asked myself two questions:

  1. When have I enjoyed giving a presentation based on PowerPoint?
  2. When have I enjoyed or learned a lot from someone else’s PowerPoint presentation?

Although I try to avoid giving PowerPoint presentations these days, I had no trouble answering Question #1 on the basis of previous experience.  I almost always liked it.  It’s great to have my talking points, my graphic displays, and my annotations packaged in one document.  Assuming that there’s no equipment failure on the part of the projector, the screen, the computer, or the storage medium that holds the PowerPoint document – it’s very convenient – although it’s not very safe to assume that none of these factors will fail.

In short, PowerPoint is designed to make presenters reasonably happy.  (Except in cases of equipment failure.)

The answer to Question #2 is a little more difficult.  I can be an exacting judge of how information is presented, and of whether the presenter is sensitive to the convenience and learning styles of the audience.

Perhaps the presenter put too many points on each slide, or too few.  Perhaps I was bored, looking at round after round of bulleted text, when graphic displays would have told the story more effectively.  Perhaps I wondered why the presenter expected me to copy the main points down in my notebook, when he/she knew all along what they were going to be.  Perhaps the repeated words, “next slide, please,” spoken by the presenter to his/her assistant seemed to take on more weight through sheer repetition than the content under consideration.  Perhaps there were too many slides for the time allotted, or they were not arranged in a sequence that made it easy to re-visit specific points during the question and answer period.

In short, PowerPoint as a medium of presentation does not tend to win friends and influence people.  (Of course, the best designed PowerPoint presentations succeed spectacularly, but the likelihood of creating or viewing one is fairly low.)

However, all is not lost.  If you have struggled to attain some high-level PowerPoint skills, and your role in a nonprofit/philanthropic organization calls for you to make frequent presentations, I can offer you advice in the form of the following three-point plan:

  1. Knock yourself out.  Create the PowerPoint presentation of your dreams.  Include all the bells and whistles.  Be sure to write up full annotations for each slide.
  2. Print out this incredible PowerPoint presentation in “handout” format, and give a paper copy to each person at the beginning of your talk.  As a bonus, you can also tell your audience where they can view or download it on the web.
  3. Cull out all but five or six slides for each hour of your planned presentation.  These should only include graphics that must be seen to be believed, and text that is more effective when read silently than when spoken.  This severely pared-down version will be the PowerPoint document that you will actually use during your presentation.

I realize that this will probably not be welcome advice, but the interests of your organization will undoubtedly dictate that you deploy a PowerPoint strategy that will, at the very least, not alienate the audiences at your presentations.

If you have any lingering hopes that PowerPoint is the best tool for engaging stakeholders in your mission, my final advice to you to review the PowerPoint version of Abraham Lincoln’s Gettysburg Address.

 




A note on the title of this article:

I wish I had invented this aphorism, but I didn’t.

In 1887, John Dalberg-Acton (1st Baron Acton) wrote, “Power tends to corrupt and absolute power corrupts absolutely.”

In 2003, Edward Tufte wrote “Power corrupts.  PowerPoint corrupts absolutely.

Chris Zibailo: A hero in ICT and expectation management

Chris Zibailo, DSCI

This morning, I ran into a long-lost colleague whom I remember as a hero.  Or rather, Chris Zibailo recognized my voice, and ran over to reintroduce himself to me this morning.

Chris and I met in 1999, when I was the information systems manager at Family Service of Greater Boston (FSGB).  FSGB was in the middle of a big geographic transition; we had sold our headquarters on Beacon Hill, and moved our information systems, plus everything else, to temporary quarters in Downtown Crossing. We were now facing, for the second time in just under a year, a move to our permanent headquarters in Jackson Square.

Fortunately, I was reporting to the world’s best chief administrative officer for a nonprofit human service organization, Bill Chrisemer.  I should take a moment and acknowledge Bill as a hero as well, because he always did his utmost to help me succeed in supporting FSGB.

It was the right time for Bill and me to think about state of the art voice and data lines.  Enter Chris, with a promise on behalf on his firm that got our attention:  we suck less.

Chris is my hero, because he delivered extraordinary service; he not only managed our expectations perfectly, but exceeded them.  We not only received the information and communication technology components that were critical for our operations, but all the personal care that Chris could give us in a difficult move.  I remember a particularly harrowing moment, while planning the weekend cut-over of all services for the entire organization, when we realized that someone had to be at our Quincy satellite office to wait for and let in the Bell Atlantic workers.  It was a thankless task and one that might have entailed hours of waiting around, and our information systems team had already been assigned critical tasks.  Just as I remember the harrowing moment of that realization, I also remember my overwhelming feeling of gratitude and relief when Chris volunteered for the job, which most definitely was not in the contract for services that we signed with him.  We gave him the keys, he did this tedious task, and all was well.

Later that year, Bill Chrisemer left, I was diagnosed with cancer (and had successful surgery), and DSCI underwent some significant changes. It was a very tough time, partly because Family Service of Greater Boston’s organizational culture had changed. In 2000, I left FSGB to take a job as TechFoundation’s national nonprofit liaison officer, and in 2002, I left TF to become a solo consultant.  I had lost touch with Chris, and heard a rumor that he had left his firm, but I still thought of him as the gold standard whenever I dealt with telephone and internet service providers on behalf of my clients.

Fast forward to this morning.  Imagine my delight when Chris caught up with me!  Delight was piled on delight when Chris told me that the acquisition of his firm, those many years ago, was not satisfactory, so he and his colleagues banded together to invest in DSCI and turn it into a hosted communication and connectivity service provider for the 21st century.

Kudos to you, Chris.  You’re still my hero.

The telephone analogy (Redux)

This is another article salvaged from my now-defunct first blog.  (Many thanks are due to the Wayback Machine, which enabled me to retrieve a copy.) It was first published in 2005, well before smart phones were prevalent among non-geeks. 

An inherent flaw in the analogy at the time was that telephones, once installed, caused much less trouble to nonprofit executives than the typical IT infrastructure. 

As we flash forward to 2013, with a culture in which smart phones are not only prevalent but offer functions previously associated with information systems, it’s interesting to reflect on how well the telephone analogy has stood the test of time. 

So many of us, inside and outside of the nonprofit sector, devote an inordinate amount of time looking forward to upgrading our phones, and that’s a shocking change. 

One thing that hasn’t changed enough is the failure of many nonprofit organizations to think through the budgetary and operational implications of acquiring new technologies.

The telephone analogy

Fri 11 Feb 2005 10:52 AM EST

Are you a nonprofit/philanthropic professional who is having trouble making the case that your organization needs to bring its technology infrastructure into the 21st century – or at least into the 1990s?

Please allow me to acquaint you with the telephone analogy.*

First of all, can you think of a functioning nonprofit/philanthropic organization whose board, chief executive officer, or chief financial officer would ever say…

  • “… we don’t need to find or raise the money to install telephones or pay our monthly phone bill.”
  • “…we don’t need to dedicate staff time to answering the phone or returning phone calls.”
  • “…we don’t need to orient staff and volunteers about personal use of the phones, about what statements they can make on our behalf to members of the media and the public who call our organization, or about how queries that come into the main switchboard are routed to various departments, or about how swiftly high-priority phone calls are returned.”
  • “…we don’t need to make sure that when donors, stakeholders, constituents, and clients call our main number they can navigate the automated menu of choices.”
  • “…we don’t need to show staff members how to put callers on hold, transfer calls, or check voice-mail now that we have an entirely new phone system.”

Apparently, most mission-based organizations have resigned themselves to the fact that telephone systems are an operational necessity.  Somehow, the leadership finds the money, time, and motivation to meet the organization’s telephony needs.

If only we could get the same kind of tacit assumption in place for every mission-based organization’s technology infrastructure!

I propose two possible strategies, either of which would of course need to be tailored your organization’s culture:

  • Encourage your board, CEO, and CFO to see your technology infrastructure as analogous to your telephone system.
  • Persuade them that your telephone system is an information and communication technology system – and then encourage them to regard other components of the system (such as computers, networks, and web sites) with the same kind of tacit support and acceptance.

I look forward to hearing from anyone who has tried this strategy – or developed one that is even more persuasive.



* N.B.:  I need to warn you in advance that all analogies eventually break down, but this is a pretty useful one, especially since a telephone these days really is the front end of an information and communications technology system.

#13NTC = The Nonprofit Technology Conference in Minneapolis

venn diagram #13ntc

Creative Commons License
This diagram is licensed by Deborah Elizabeth Finn under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License.

 

The main reason for attending NTEN’s Nonprofit Technology Conference can be illustrated with the Venn diagram shown above.  As you can see, the overlap between passionate computer geeks and passionate nonprofit/philanthropic professionals is very small.  But the folks in that green zone, it’s somewhat of a tribe, an ethnic group.  If you fall into that zone, then you simply need to be at the conference.  You need to be with your people.

I will of course be there, although my primary purpose will not be to attend the sessions.  My goal is to have as many conversations as possible with people who share my interests. Historically, it happens at NTC in hallways, in lounges, over dinner, and at gatherings that are not listed on the official schedule.  In the early years, the most exciting place for conversation was breakfast and lunch – however, to my ongoing sorrow, the conference organizers shifted to the principle that if you gather everyone in the tribe for a meal, the best thing that you can do for them is preclude conversation by bringing in a plenary speaker.  I love the NTEN staff very much, but on this point, I think that they are as wrong as they can be.  We just have to agree to disagree.

Therefore, I will be at NTC, available for conversations in hallways, in lounges, over dinner, and at unofficial events.  If you want to talk, let’s talk.  Send me an email, and let me know where and when.

NTEN's Nonprofit Technology Conference (#13ntc) in Minneapolis

See you at the Boston 501 Tech Club!

501 Tech Club

If you’re a nonprofit professional in Massachusetts with a strong interest in information and communication technologies, then please come to the next Boston 501 Tech Club event; it will be on January 30 at Space With A Soul.  The topic will be one that is very close to my hearttechnology planning.  It’s a free event, but you need to register for it.

I’m very proud of my history with the Boston 501 Tech Club (and also with the Rhode Island 501 Tech Club).  First time attenders are often pleasantly surprised by how warmly they are welcomed, and by how many solid professional relationships begin there.

If you’re a nonprofit professional in an area that doesn’t have a local 501 Tech Club, the good folks of NTEN will be happy to coach you about how to start one.

“Please pose all questions in the form of a compliment”

please pose all questions in the form of a compliment

I have just had the amusing experience of reading an article in the Nonprofit Quarterly, entitled “Thanking Your Nonprofit Techie:  A Holiday Wishlist,” and finding that none of the gift suggestions listed there appealed to me very much.

If I were in the market to brighten the life of a nonprofit organization’s nptech professional, I definitely would not toss a E-Waste CD Clock from Hipcycle into the shopping cart.  No.  The really satisfying gift might be an intangible.  For example, a realistic line item for information and communication technology in the organization’s annual budget, or a substantial shift in organizational culture toward including ICT staff in the crucial conversations where strategic decisions are made.  No elaborate announcement or ritual would be needed; just do it.

But if I were in the market for an object that I could wrap up and present to a loyal, resourceful, hard-working, knowledgeable, dedicated nonprofit techie, it would be the desk plaque that says, “Please pose all questions in the form of a compliment.”  Or if you’d rather not spend $10.00 on a purchase, just promulgate it as an official staff policy.

Regardless of whether you mark the holidays with a gift to the nptech professionals in your organization’s life, and regardless what you might choose to give, I wish one and all a very happy holiday, and a joyous new year!

Reconstructing my list of links

On my old Blogware site (1), I maintained an extensive list of online resources that would be of general interest to nonprofit professionals, and of especial interest to those who sought to use information and communication technology to support their missions.

I’ve devoted part of today to reconstructing that list of links, so that I can post it to this WordPress web site.  None of the available widgets seem to be set up to format my list the way I want it (2), so I have given up on the idea of displaying the list in the navigation column on the side, and created a special page on this site that lists “Recommended Readings and Resources.”

This new version of my link list is still quite rudimentary; I plan to add more items and arrange the list in a format that is easy to use.  Your suggestions of readings and resources that ought to be included will be very welcome.

1)  Which the host discontinued without notifying me in advance.  Not that I am bitter.

2)  Not that I am bitter.

Editor’s note:  Is there an echo in here?

Common Impact, Hands On Tech Boston, and volunteer management

Yesterday, I had the great pleasure of meeting with some colleagues at Common Impact and Hands On Tech Boston.

We talked about a number of subjects (and a few ways that I might be able to be helpful to them), but it seems to me that a really important theme of our conversations was about volunteer management. It’s a complex challenge that requires finely honed skills, plenty of experience, solid relationships, and a good head for strategy.

Of course, this is ever so much more so the case when a nonprofit is relying on volunteers to do a mission-critical technology implementation.  I definitely have moments when I agree with the Nonprofit Curmudgeon that when it comes to nonprofit technology,  “volunteerism is great but it ain’t the long term solution.”   However, Common Impact provides a superlative model for skills-based corporate volunteering, and it works for technology implementations.

However, Common Impact can only work directly with a limited number of nonprofits.  Fortunately, they are now making available online a “Readiness Roadmap” that will help organizations do the self-assessment and active preparation for a skills-based volunteer project.  Actually, I suspect that using this tool will help any nonprofit that is seriously contemplating a major technology implementation, regardless of whether volunteers are part of the plan.

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