Social justice organizations are increasingly frustrated with conventional strategic planning, which often emphasizes top-down, linear approaches that clash with their mission-driven values. The paper 'Strategy for Now' by consultants Dean-Coffey and Casey critiques these outdated strategies, advocating for a reframing of planning processes to prioritize equity and complexity. Using the example of re:power, an organization undergoing a transformation, the authors illustrate the need for strategic practices that truly support the ethos of social justice work while encouraging leaders to envision what their organizations can become rather than focusing on past limitations.
Amid growing desires to integrate and embody practices aligned with equity, emergence, and complexity, concepts and points of view that dominate business continue to lead conversations about strategy formation.
Conventional strategic planning can bring the wrong values to life, failing to align with the missions of justice-focused organizations and stalling critical discussions.
We need a willingness to reflect, reframe, and remake our strategic concepts and practices to better serve social justice nonprofits and advocates.
A good strategy process can shift discussions from what organizations are leaving behind to defining what they can become.
Collection
[
|
...
]