Strategy
The Philosophy of Enough
Discover why mission-driven organizations achieve deeper impact by embracing ‘enough’ rather than chasing endless growth that dilutes mission focus.
Why Slowing Down Accelerates Mission Impact
Slowing down gives organizations space to reflect, align with their mission, and focus resources for real impact.
Building Trust in Mission-Driven Spaces
The most successful mission-driven organizations understand a fundamental truth: development is not about extracting resources from donors: it’s about creating the conditions for authentic relationships to flourish. When you shift from extraction to cultivation, you stop chasing transactions and start building trust.
Spaciology’s Information Ecology: Anchoring Meaning in Space
Spaciology’s information ecology is a new, practical framework that demonstrates the discipline’s viability and real-world application. It organizes why, what, and how into three connected layers that enable practical change.
A Space-Based Approach to Leadership
Most leadership playbooks still carry old habits: control the plan, predict the future, move fast, and grow at all costs. That mindset can shrink our field of vision and crowd out people, wisdom, and the living world.
Finding Beauty in Business
Can business be beautiful? This file explores how meaningful human connection, vulnerability, and purpose can redefine our understanding of business beyond transactions.
Stepping Off the Train: Beyond Right and Wrong
In these divisive times, it feels somewhat comfortable to gravitate toward an existing train of thought. This train goes left, and this one right.
Why Care?
In a fractured world, why care? This file explores the existential and practical value of compassion, connection, and shared human experience.
Marketing’s Role in Shaping Self-Perception
Marketing is deeply intertwined with our worldview because it shapes and reflects how we perceive ourselves, others, and the world around us.
Beyond the Hero’s Journey (Part III)
To some extent, the hero’s journey reflects and perpetuates a colonizer mindset, leading to the subjugation of entire cultures.
Beyond the Hero’s Journey (Part II)
Technology, profit, productivity—these are hallmarks of what is often construed as progress within the Western worldview? Progress for whom?
Beyond the Hero’s Journey (Part I)
Floods, wildfires, drought, biodiversity loss, habitat destruction, pollution, mass riots, war—this is the world right now in active ecological crisis.
Space as Metaphor: Beyond Output-Oriented Paradigms (Part II)
Strategic plans are particularly excellent examples of a process with questionable results, especially if stakeholder collaboration is desired.
Space as Metaphor: Beyond Output-Oriented Paradigms (Part I)
In various fields (counseling, education, business, and leadership, etc.), transformation and change are often framed as part of a metaphorical hero’s journey.
Successful Fundraising Strategies
Strategic fundraising begins with research—understanding donors’ interests, capacity, and connections to craft tailored approaches that turn insight into impact.
Fundraising Ethics
Effective fundraising and development must include careful consideration of the laws and regulations that govern such activities, which include interactions with donors, staff, and volunteers.
Development In Nonprofits
Effective development requires a substantial amount of input from different kinds of ‘players’ throughout an organization.
Fundraising and Development
Fundraising is more than asking—it’s the start of a relationship. Development builds trust, turning support into shared purpose and philanthropy into culture.
Self-Reflection in Marketing
Marketing is a business domain not only for promoting brands, products, and services but also as a platform for organizational self-reflection, engaging the entire staff in the process.
Best Practices in Organizations
Recently, I had a “conversation” with an individual about next steps related to further developing a nonprofit board. Excited about some of my recent research that touches on new ways to conceptualize the role of nonprofit board development, I indicated that perhaps we could consider new ideas.
Decisions
In an office, who makes the decisions? Is it the manager? Supervisor? General staff? Do these questions matter? Absolutely, because how this question is answered reveals much about how an individual views reality itself.
Motivation
We have all heard it. “If I were you, I would…” Is such a statement meant to motivate, or is it instead a strategy by which we assert our position in life? Is it motivation at all?
Objectives
Interpretation, though, can be dangerous, in business. Isn't this why managers seek to control the variables in any equation? Without measurable objectives, our staff may end up achieving any number of goals, none of which, however, may be the 'right' one. Perhaps,...
Perspective
If we are to understand an organization, we must ask certain questions first, right?
What are your job descriptions? What is your employee retention rate? Do you offer benefits? Are you profitable? What is your mission?