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Embrace Paradox: How To Navigate Tensions For Better Solutions in Life & Work

Fundraising Leadership

“We both had studied innovation and product development and Marianne wrote in 2000 in the Academy of Management Review about how our field should pay more attention to paradox,” says Smith, Professor of Management and faculty director of the Women’s Leadership Initiative at the Lerner College of Business and Economics, University of Delaware.

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How To Use Numbers To Inspire More Giving (and How You Should NOT Use Them)

iMarketSmart

Organizational Behavior and Human Decision Processes, 97(2), 106-116. Organizational Behavior and Human Decision Processes, 102(2), 143-153. [6] Organizational Behavior and Human Decision Processes, 102(2), 143-153. [10] Organizational Behavior and Human Decision Processes, 125(1), 39-49. [12]

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Why you must deliver value in fundraising, not just take the money and run

iMarketSmart

Behavioral and Brain Sciences, 12 , 683-739.; Organizational Behavior and Human Decision Processes, 66 , 192-202; Dawes, R. Behavior, communication, and assumptions about other people’s behavior in a commons dilemma situation. Leadership, cheap talk and really cheap talk. Padgitt, K., 11] Dana, J.,

Values 89
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Why you must deliver value in fundraising, not just take the money and run

iMarketSmart

Behavioral and Brain Sciences, 12 , 683-739.; Organizational Behavior and Human Decision Processes, 66 , 192-202; Dawes, R. Behavior, communication, and assumptions about other people’s behavior in a commons dilemma situation. Leadership, cheap talk and really cheap talk. Padgitt, K., 11] Dana, J.,

Values 52
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Giving vs. Sharing: The Power of Community in Major Gifts Fundraising

iMarketSmart

Behavioral and Brain Sciences, 12 , 683-739; Chen, X. Organizational Behavior and Human Decision Processes, 66 , 192-202; Dawes, R. Behavior, communication, and assumptions about other people’s behavior in a commons dilemma situation. Leadership, cheap talk and really cheap talk. 14] Levy, D.