Frankly, one would expect Larry W. Kennedy's Quality Management in the Nonprofit World: Combining Compassion and Performance to Meet Client Needs and Improve Finances (yes, that is its official title) would be a horrifically boring read, but it is nowhere near as dull as it sounds. Frankly, Kennedy has a reasonably lively style and an attitude which is not deadly serious and is willing, from time to time, to even poke fun at various nonprofit constituencies.
Why, you might ask, would I bother to be reading this at this point? Well, I do spend a good amount of time interfacing with the Non-Profit Commons folks over in Second Life, and I figured that having this under my belt might provide me with some useful info, either in dealing with their concerns or making suggestions for programs and activities that we could jointly produce.
The author seems to have been tied into the late "quality management" guru Philip Crosby (who pointed out that even for-profit organizations typically waste 35% of their resources re-doing stuff that was done wrong initially!) and takes the various elements of that approach and applies them towards the non-profit settings where he had consulted.
What makes the book fascinating is the string of "stories" of how things worked (or didn't) in various organizations. Rather than beat the reader over the head with points that "quality is free", or the "zero defects" concept, he identifies these and then shows how they might be attained using these illustrative scenarios.
Being the cynical person that I am, I was very drawn to his description of some non-profits ...
Mighty refreshing to find that sort of honest assessment! In a similar tone he discusses the difficulties of getting a realistic and useful "mission statement" set in many of these groups (not "we want to help people" but "we want to provide X, Y, and Z services to Group A in location B"), and how to avoid "pet project" pitfalls with donors and constituents, running "fund raisers" that didn't actually produce any funds (but ego-stroke various audiences), as well as using organizational resolve in dealing with volunteers who are "off mission" and only there for the feel-good emotionalism.(The founder) was a very emotion-centered nurturing person, and as I continued to evaluate her small staff and volunteers, I found that they were nearly clones of the founder. Each one was poorly prepared but all were emotionally committed to one another. None of them had sufficient administrative knowledge or experience, and they had little interest in such things. ... I had been asked to tell them how to get organized and secure the necessary funds for expanding their services. What I found was resistance to any real improvement or restructuring. They were not nearly as committed to meeting the requirements of their clients and constituents as they were in fulfilling their own personality needs through social action. Although their statements of purpose and individual testimonies were flowered with declarations of services to their community and the like, it was very clear that what they were gaining in their work together was more important to them personally than what their clients would receive through organizational movement.
Much of the advice is very "common sense" based:
Although some of it would probably be hard for the "touchy-feely" types to handle:One moderate approach to achieving quality through goal-setting theory is to establish reasonable increments of improvement. A reachable target is chosen and once the goal is reached, another goal is established and so on, until the ultimate goal is reached.
Given my surprising enthusiasm for Quality Management in the Nonprofit World, I'm rather disappointed that it appears to be currently out of print. However, "new" copies of this 1991 hardcover are available via the Amazon new/used guys for as little as $2.90 (plus shipping, of course). If you have any interest in "quality management" (or even feel like indulging in a bit of Schadenfreude over "do-gooder" types), this is quite a worthwhile read!The only way to improve consistently is for every person at every step in each process to try to prevent every error from reaching the client. Quality improvement will not come over-night. It will come in increments and it will be maintainable as long as you never treat an error rate as acceptable.