by Larry C. Johnson ‧ RELEASE DATE: Dec. 9, 2011
A straightforward, engaging book sure to be an important refresher that will keep nonprofits grounded in the fundamentals of...
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In his debut business title, Johnson outlines how nonprofit fundraisers can build on the basics.
The nonprofit market is fertile ground for books that preach better ways to fundraise. Standing out in the crowd is no easy task, but Johnson’s book is distinguishable for its cleverly relevant focus on sustainability, a buzzword more often associated with environmental issues than fundraising. Johnson, a fundraiser with impressive credentials, argues that “few nonprofit organizations see their donors as investors” and proposes eight principles to develop “a dependable, renewable and even expandable stream of fundraising revenue.” While Johnson admits most experienced fundraisers will view these principles as common sense, he appropriately quotes Voltaire, who said, “Common sense is not so common.” Indeed, the eight principles reinforce the basics, but they are well-organized and well-stated. Principle 5, “Work from the Inside Out,” demonstrates the importance of leveraging a closely aligned group of supporters committed to the organization, then growing a “network of influence.” Johnson writes: “Think of it as building concentric circles of support for your organization, beginning with those who, by their current relationship to the organization, formally or informally, are the best informed and most committed.” Each principle includes “Practice Points,” which offer insightful questions that demand thoughtful answers. Especially useful is a technique Johnson employs that runs through all eight principles: He creates a fictional nonprofit organization and follows a linear storyline, detailing how the organization’s executive director and development director put each of the eight principles into practice. Johnson includes just enough information about the organization (its operating budget, fundraising revenue, and events schedule) to make the example credible. This real-world application of theory shows exactly how the book’s eight principles impact a fundraiser. The last of the eight principles includes a handy “Sustainable Fundraising Matrix” with a scoring system so managers can assess their organization’s fundraising effectiveness.
A straightforward, engaging book sure to be an important refresher that will keep nonprofits grounded in the fundamentals of fundraising.Pub Date: Dec. 9, 2011
ISBN: 978-1612060224
Page Count: 176
Publisher: Aloha Publishing
Review Posted Online: May 25, 2012
Kirkus Reviews Issue: July 1, 2012
Review Program: Kirkus Indie
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by Daniel Kahneman ‧ RELEASE DATE: Nov. 1, 2011
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
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by Erin Meyer ‧ RELEASE DATE: May 27, 2014
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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